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The key component to successful innovation and growth is teaming an analytical, or 'left-brain' thinker, with a 'right-brain' partner who excels at imaginative perspectives. This mix of cognitive styles provides creative yet realistic opportunity.

A six-part strategy is outlined that enables local businesses to successfully compete against larger multinational corporations. The strategy includes creating customized services or products, developing business models that address primary obstacles, utilizing updated technologies, and investing in talent.

The article deconstructs the concept of high performance, emphasizing the need for a variety of measurements and methodologies to appropriately assess different companies in disparate situations facing different challenges.

This article, reprinted from 1989, emphasizes the importance of stretch targets and ambitious goals, which require the innovative thinking and practices necessary for corporate growth.

The article focuses on the role of customer engagement in fostering corporate financial vitality, specifically those who are emotionally satisfied, rationally satisfied and dissatisfied.

Six rules are provided for conquering the strategy-to-performance gap: keeping the strategy concrete and simple, debating assumptions, maintain a common language, discussing resource management early, identifying priorities, monitoring performance, and rewarding execution capabilities.

Four spans are identified for developing high-performance positions: control, accountability, influence, and support. These cover resources, standardized measurements, intracompany interaction, and incentives. Their roles in improving performance are delineated using several companies as examples.

Tips for generating and implementing breakthrough growth ideas include forgetting, or transcending established corporate culture; borrowing, or leveraging existing assets; and learning, or allowing for mistakes that yield valuable experience.

Siemens AG chief executive officer Heinrich von Pierer discusses how the company evolved from a German-centric firm to an international corporation through innovation, cost reduction, growth and culture change during the post-unification era.

A fictional cross-selling scenario is presented, with different authors providing insight and advice. Discussion focuses on assessing the company's cross-selling environment as a whole, improving communication between client teams and product teams, and increasing management knowledge of technologies and products.

Tips for breaking out of recession-fed hesitancy include reducing uncertainty, decreasing the fear of failure, and creating momentum for change.

The article links outsourcing with business creativity and corporate growth.

The author advocates a shift from best practices to next practices, defined as future-focused strategies that take advantage of emerging opportunities.

The article outlines how selective innovation contributes to corporate growth, and provides illustrations from different companies on how to develop selection and implementation processes.

The role of effective leadership in promoting corporate growth is outlined.

An overview is presented on the need for experimentation in business research and practice to facilitate effective organizational change and strategic corporate growth.

An overview is presented on risk factors that make a business susceptible to competition, and traits that make a business a successful competitor. Risk factors include competitor introduction of superior offerings, shifts in demand, lower prices, and strategic errors.

An overview is presented on sales growth sources, emphasizing the importance of strategies that foster it, methods for ensuring its profitability, and the role of corporate leaders in sustaining and promoting it.