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Growth Strategies After the Deep Recession

Time to Re-Start the Corporate Engine

For all the creativity, commitment to excel, and new strategies used during the deep recession, C-level executives in most industries were most concerned about survival since 2007. The historic down economy dramatically altered the face of both U.S. and global industries.

However, it is now time to re-energize the corporate machine to strive for growth and renewed prosperity. C-level executives should adopt an “if it’s to be, it’s up to me,” mentality. Economic recoveries do not fuel themselves. Business, government, and individuals must all make positive contributions to re-starting the national economic engine.

Some issues that influence both the recession and the recovery are different than those that have come before. These new realities will help or hurt the recovery level, depending on the development of effective strategies to both fuel and manage growth. First, understand some of the new realities.

  • People are moving to new residences and jobs less than at any period since World War II: Uncertainties generated by the recession remain, causing the population to become less mobile.
  • The projected job market remains depressing: Until the business community truly believes the down economy has ended, they will be cautious in creating new jobs.
  • There have been huge wealth losses in stock and bond portfolios, real estate investments, and retirement accounts, both corporate and individual: From massive losses in university endowment funds to the most modest individual 401-k, many funds have become so depleted, recovery is unstable at best.
  • There is a continuing weak demand for goods and services: The huge number of real estate foreclosures and retirement fund losses are still foremost in the minds of consumers. People are controlling all but necessary purchases.
  • The increasingly aging population creates new marketing challenges: As the Baby Boomer population ages, combined with fewer births, the classic 25 to 54 age group is no longer the supreme marketing target.



Develop Strategies to Encourage Growth Under These Conditions

On the surface, it is natural to feel a bit discouraged with some of these prevailing conditions. Obviously these realities paint a picture of some new challenges to senior executives seeking to generate corporate growth.

Conversely, U.S. business has always made a strong comeback after economic adversity and shown amazing resiliency. This outstanding record is no accident. The commitment and dedication of senior executives in all industries has lit the fire of corporate growth after each previous down economy.

Creating and implementing strategies that address the prevailing conditions and interjecting effective methods to achieve corporate goals is the legacy of superior C-level executives. Here are some suggestions to help spur executive creativity and develop new strategies for growth in light of the effects of the prior recession.

  • Embrace a positive, “can do” philosophy: Most superior senior executives typically operate with this attitude. There are indications that some members of the senior management community, by necessity or circumstances, had to stifle this common winning philosophy during the deep recession. To spur creativity and success, senior executives should re-energize this attitude.
  • Productivity, up around four percent in 2009 (in the depths of the recession), should be a major focus: Productivity should replace survival as a primary focus. Company productivity displayed good signs of “life” in 2009. It’s time to develop strategies stressing this critical component of corporate success.
  • Concentrate on profits, which have increased over 20 percent since their low point during the down economy: The “lean and mean” approach favored during the recession is reaping rewards, increasing profitability by double digits. Like the productivity component noted above, profits, not mere survival, should be a primary focus of new growth strategies.
  • Harness the benefits generated by the recession: Similar to prior down economies, some benefits typically emerge. For example, consider the massive cost cutting efforts of U.S. business during the recession. Those organizations that survived and prospered have increased (sometimes significantly) efficiency. Some senior executives witnessed their companies performing at previously unattainable efficiency levels. Use this recession benefit to generate even more successful growth strategies.
  • Identify and embrace new markets for products and services. Accepting continued soft U.S. consumer demand, C-level executives should seek new markets to offset weak domestic spending projections. For example, consider commencing or increasing exports to those areas of the world that project being more active consumers of your products or services.
  • Adopt an entrepreneurship attitude. Typical entrepreneur attitudes include creativity, intelligent risk-taking, innovation, commitment, positivity, and a constant will to win. The challenges posed by the global recession and the potential obstacles to a strong recovery demand that senior executives take a page from their entrepreneur textbook.



A strong post-recession recovery will not happen by itself. However, C-level executives that adopt some of the offered suggestions and develop growth strategies that embrace reality should navigate their companies to renewed success. These are exciting times for the bold and the controlled.