Strategyn 12re

Growth Strategy Consulting

The fastest path to growth is the customer outcome no competitor is addressing. Strategyn’s ODI process finds it — and has an 86% success rate doing so.

30-minutes with a senior Strategyn consultant. You’ll leave with a clear read on how to solve your growth challenge.

Free 10-minute assessment. 

Growth strategy consulting for companies where the standard playbook has stopped working

Reason 1

Revenue growth has plateaued

Your core business is mature. Incremental product improvements and pricing moves are producing diminishing returns. The board wants a credible growth strategy for the next phase.

Reason 2

A major market initiative underperformed

You launched something the team was confident in. The market didn’t respond. The problem wasn’t execution — it was the underlying growth thesis, and you need a better way to find the next one.

Reason 3

You’re evaluating new markets or segments

Multiple growth vectors look viable on paper. You need a rigorous, evidence-based process to evaluate them — not more opinions about which direction feels right.

Reason 4

You need to move faster than the competition

Growth opportunities close. You don’t have time for an 18-month discovery process. You need a focused approach that produces a defensible growth strategy in weeks, not quarters.

image of a hand holding a lens

What Is Growth Strategy Consulting?

Growth strategy consulting helps B2B companies identify and pursue the most viable paths to organic revenue growth.

A growth strategy consultant analyzes markets, customers, and competitive dynamics to produce a roadmap for capturing new revenue. Strategyn’s approach differs from standard consulting: instead of starting with market data, we measure the specific customer outcomes that are underserved by existing solutions — the precise gaps where real growth opportunity lives.

Why standard growth strategies miss the real opportunity

Standard growth strategy consulting starts with the wrong inputs. Market sizing, competitive benchmarking, and financial modeling tell you what the market looks like — not what customers are actually struggling to accomplish. The gap between those two things is where most growth initiatives fail.

The 80+% failure rate in innovation isn’t a failure of execution. Companies execute well. It’s a failure of direction — resources deployed against opportunities that were never grounded in what customers genuinely needed.

Strategyn’s Outcome-Driven Innovation (ODI™) process reverses the sequence. Before any strategic framing, we measure the specific jobs customers are trying to get done and — critically — which desired outcomes those jobs produce that current solutions are failing to deliver. Those underserved outcomes are quantified opportunities, not hypotheses.

A growth approach built on that data doesn’t require guesswork about whether the market will respond. The market tells you exactly what to build.
✕ Standard Growth Consulting
★ ODI-Based Growth Strategy (Strategyn)
Starts with market sizing and competitive benchmarking
Starts with measuring customer outcome gaps
Growth thesis based on directional data and team judgment
Growth thesis based on quantified, statistically valid opportunity scores
Identifies markets where you could compete
Identifies the specific outcomes competitors are failing to serve — where you can win
Recommendations backed by financial models and industry frameworks
Recommendations backed by customer outcome data that is measurable, actionable, and stable over time
17% average success rate on growth and innovation initiatives
86% success rate — 5x the industry average
Engagements end with a deliverable
ODI becomes a repeatable internal capability

The ODI process for growth strategy

Five steps that produce a growth strategy grounded in what customers actually need — not what the market appears to offer. Each step links to its corresponding deep-dive page in the Outcome-Driven Innovation hub.
1

Step 01

Define the Market

We define your market around the job customers are trying to get done — not your product category, not your competitive set, and not a demographic cluster. This reframe reveals adjacent markets you didn’t know you were competing in, and competitors you didn’t know you had.

Learn more →
2

Step 02

Uncover Desired Outcomes

Through structured qualitative interviews with job executors, we uncover the complete set of desired outcome statements. These are the specific metrics customers use to judge whether a solution is getting the job done. A typical engagement uncovers 75 to 165 distinct outcomes — stable, measurable, and solution-independent.

Learn more →
3

Step 03

Quantify the Opportunities

We survey 180–400 customers and apply the Opportunity Algorithm to every outcome. The resulting Opportunity Landscape shows exactly which outcomes are underserved (growth targets) and which are overserved (cost-reduction targets). This is where strategy stops being directional and becomes precise.

Learn more →
4

Step 04

Segment the Market

Standard segmentation groups customers by firmographics. Outcome-Based Segmentation groups them by which outcomes they most need solved — revealing hidden segments with distinct growth profiles and moving you beyond “enter a bigger market” to a precise, defensible target.

Learn more →
5

Step 05

Formulate the Growth Strategy

With a validated opportunity landscape and clear segment profiles, we build a prioritised growth roadmap — selecting segments, determining strategy type (differentiated, dominant, disruptive, or discreet), and producing specific market moves. The output is a strategy your team can execute, not a deck of observations.

Learn more →

What a growth strategy consulting engagement looks like

8 to 12 weeks from kickoff to growth strategy delivery. Faster where your team has existing customer access. Deliverables include an Opportunity Landscape, segment descriptions, and a prioritised growth strategy roadmap with specific market move recommendations.

Weeks 1-2

Discovery

Define the market, conduct qualitative interviews.
Output: Job Map and complete set of desired outcome statements.

Weeks 3-6

Quantification

Survey design, data collection, Opportunity Algorithm analysis.
Output: Opportunity Landscape with scored outcomes and initial segment profiles.

Weeks 7-12

Strategy

Segment selection, strategy type determination, competitive positioning, roadmap development.
Output: Growth strategy document and prioritised market action plan.

Tony Ulwick — Founder, Strategyn

Tony is the pioneer of Jobs-to-be-Done Theory and the inventor of Outcome-Driven Innovation® — the process that transforms innovation from an art to a science. Published in Harvard Business Review and MIT Sloan Management Review, he is the author of What Customers Want and Jobs to Be Done: Theory to Practice.

I call him the Deming of Innovation because, more than anyone else, Tony has turned innovation into a science.

— Philip Kotler, Professor Emeritus of Marketing, Kellogg School of Management

what ODI delivers

Growth strategy in practice:

Medical Device

1 to 20+%
market share
With less than 1% share, Cordis used ODI to interview cardiologists, nurses, and lab personnel around the outcomes needed to restore blood flow. Quantitative research revealed unmet needs in newly discovered segments — and exposed the stent as an opportunity hiding in plain sight.
We introduced 19 new angioplasty balloon products — all of which became number 1 or 2 in the market. We reprioritized resources to become first to market with the stent. It became a $1B industry in under two years.”

Rick Faleschini, VP Marketing, Cordis

Technology

+200M

Revenue Growth
Kroll had failed twice entering the electronic document discovery market. ODI re-defined the market around the job lawyers were trying to get done — finding evidence. Interviews with 40 lawyers produced a Job Map and 73 outcome statements; 177 lawyers prioritized them quantitatively.
What struck me about ODI was the concept that outcomes wouldn’t change over time. We were trying to figure out what lawyers were trying to accomplish — not what features they wanted.“

Ben Allen, CEO, Kroll

Enterprise Software

2X YoY
Revenue Growth
Microsoft’s Software Assurance offering was underperforming as renewals declined. ODI revealed a much broader set of underserved outcomes — workforce productivity, deployment efficiency, license management — that went well beyond upgrade access, and that Microsoft could address with existing capabilities repositioned around them.
We were a business facing a potential crisis. Using ODI, we were able to discover many new growth opportunities, pull together a valuable offering and reframe our marketing message around a PC lifecycle management offering. In a market under immense price pressure, Strategyn helped us grow a struggling business.”

Dave Wascha, Director

Ready to see where your growth opportunity actually lives?

Most strategy calls start with a pitch. This one starts with a question: what are your customers trying to accomplish that no one is delivering today? That’s usually where the conversation gets interesting.
For teams ready to talk

30-minutes with a senior Strategyn consultant. You’ll leave with a clear read on how to solve your growth challenge.

Not ready to talk but curious?

Free 10-minute assessment. 

ODI-based growth strategy works best in specific situations

Your growth has stalled and you’ve run out of obvious explanations.
ODI is most powerful when the standard options — pricing moves, geographic expansion, feature additions — have stopped producing meaningful growth. That stall usually means unmet customer outcomes are the real constraint.
You’re in a market where customers are highly rational evaluators.
ODI works particularly well in B2B markets, healthcare, industrial, and professional services — anywhere that buyers assess solutions against specific performance criteria. Those criteria are exactly what ODI measures.
You need growth strategy that survives leadership scrutiny.
ODI produces recommendations backed by statistically valid customer data, not directional analysis. If your board or investors need more than a consultant’s judgment, that rigor matters.
You want to move before the window closes.
Underserved customer outcomes don’t stay that way forever. When a competitor discovers the same gap and moves, the opportunity compresses. ODI gives you a defensible first-mover thesis before the market corrects.
You need a growth partner, not a growth presentation.
Strategyn engagements produce a strategy your team can execute — with specific segment targets, prioritised outcomes to address, and a roadmap for market moves. Not a deck of directional observations you’ll shelve in 90 days.

Growth strategy consulting: common questions

Ready to turn your growth strategy into a science?

30 minutes with a senior Strategyn consultant. You’ll leave with a clear read on whether ODI fits your situation — and if it does, what a focused engagement would look like.

Not ready for a call? Try the Innovation Assessment. Get a clear read on where your current innovation process is leaving growth on the table.