Mehrdad Baghai, Stephen C. Coley, and David White with Charles Conn and Robert J. McLean, “Staircases to Growth,” McKinsey Quarterly, 1996, No. 4, pp. 38-61.

Daniel J. McCarthy, Francis C. Spital, Milton C. Lauenstein, “Managing Growth at High-Technology Companies: A View from the Top,” Academy of Management Executive, November, 1987,  1(4), pp. 313-323. 

An essential factor that distinguishes successful high-technology companies from those that make little or no progress is management competence.  Interviews with chief executive officers of 10 high-tech companies revealed that the single most important determinant of success in such companies is a combination of technical knowledge and market knowledge.  Approaches to attaining this combination usually are either through an individual with the ability to match needs and technical solutions or through management systems that encourage such integration.  It also is important to focus the firm's resources only on those opportunities that have the best potential.  Managers of high-tech firms need a long-term perspective and a quick reaction time.  Such managers also must be able to find, motivate, and retain the rare, highly skilled people needed in high-tech businesses.  Excellent communication between management and employees is crucial.  Managers need to maintain control with out stifling creativity.   

Ram Charan and Noel M. Tichy, Every Business Is a Growth Business.  New York: Times Books/Random House, 1998. 

Case Studies

John J. Kao and Lee C. Field, “Au Bon Pain,” Harvard Business School, 9-486-100, 1993. 

An eight-year-old company is in the midst of growth. This case follows the company from its inception through its growth stages. Teaching objectives are to understand the problems of growth, partnership, and operations-driven companies.