The companies that compound year after year share a few habits. They define growth in terms of unit economics, not headline revenue. They invest in retention before acquisition. And they build systems that survive the people who designed them.
Where most growth plans fall apart is the handoff between strategy and execution. The plan is brilliant in the boardroom and unrecognisable on the shop floor six months later.
Treat the operating model as part of the strategy, not a separate problem. The best plan in the world is worth nothing if the team executing it doesn't see themselves in it.
