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Managing Hypergrowth
The prospectus for VimpelCom's IPO on the New York Stock Exchange in 1996 forecast that more than one in 10 Russians would own a mobile phone in 2006 - in marketingspeak, a penetration rate of 14%. Today that rate is over 120%. That is what I call hypergrowth: the steep part of the S-curve that most young markets and industries experience at some point, where the winners get sorted from the losers. What makes VimpelCom's experience unusual, I believe, is that we entered our industry's hypergrowth phase as a relatively large company, not as an entrepreneurial start-up. The first lesson we learned about hypergrowth is it is over almost before you know it. The second lesson is that it's an experience that either kills your company or makes it much stronger. When I joined VimpelCom as CEO, in 2003, every meeting was a crisis meeting and every decision was made in panic mode. We survived, thanks to a combination of luck and strict adherence to a few management basics. My purpose in writing this article is to help other companies that are approaching the threshold of hypergrowth in their markets and industries to better position themselves for the ride. With the benefit of hindsight from our experience in Russia and adjacent markets, we've been able to identify the organization, practices, and processes that these companies should adopt if they're to emerge as leaders at the top of the S-curve..Printed journal
Ketersediaan
| Call Number | Location | Available |
|---|---|---|
| PSB lt.dasar - Pascasarjana | 1 |
| Penerbit | Harvard Business School., |
|---|---|
| Edisi | - |
| Subjek | Business growth Telecommunications industry International Market positioning Guidelines |
| ISBN/ISSN | 178012 |
| Klasifikasi | - |
| Deskripsi Fisik | - |
| Info Detail Spesifik | - |
| Other Version/Related | Tidak tersedia versi lain |
| Lampiran Berkas | Tidak Ada Data |