Strategic growth in companies indicates the direction to be taken and future orientation in terms of product, market, customer and technology.
An effectively transmitted strategic vision is a valuable management tool for winning the support of staff and their commitment to moving the company in the desired direction. For this to happen, the companies need to be able to manage organisational challenges and complexities in advance.
By reviewing the experiences of three organizations that faced the stresses imposed by new growth initiatives, this article seeks to illustrate such “pain points” and suggests some approaches for coping with them.

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