How should companies think about prioritizing the trade-offs between each of these growth lenses? All three are important, but how important probably depends on a company’s maturity: for example, early-stage companies first have to solidify their core, then seek other forms of growth as they mature. Companies have multiple avenues for exploring growth, but it really comes down to three things: growing the core, growing adjacencies-both in new categories and new geographies-and growing through business model disruption. Along the way, you’ve seen what it takes for a company to achieve growth even in challenging times.
Imran Manji: You’ve been involved in a number of industry-shaping deals in recent years. Leeds recently spoke with McKinsey’s Imran Manji about growth missteps to avoid, the value of pushing for growth at a time of uncertainty, and the three strategies for growth that should be key focus areas for any consumer company. Matt Leeds, a partner at L Catterton-a consumer-focused private-equity firm with approximately $35 billion of assets under management-has been part of growth success stories at companies such as the hot-sauce maker Cholula and the breakfast brand Kodiak Cakes. Graduated magna cum laude from Tufts, where he was an Omidyar Scholar Has represented L Catterton on the board of directors at companies including Cholula, Kodiak Cakes, Everlane, and Inspired Pet Nutritionīegan his career as an investment banker at JPMorgan Chase, working in the consumer/retail and industrial groups
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