Why Do Companies Get Stuck? How Implementing the TGO 1-2-3 Process Can Help.

Are you looking for a Third Growth Option ℠ ?

We all get stuck—it’s part of growth. But getting unstuck doesn’t mean charging ahead blindly. Often, the smartest move is to pause, zoom out, and chart a clearer path forward.

Here’s a quick breakdown of how the 1-2-3 Growth Process helps turn inertia into momentum:

1. 1 week to evaluate your current situation, define the opportunity, and pinpoint what needs to change.
2. 2-3 months to build a detailed roadmap—marketing, finance, operations, all lined up with timelines and targets.
3. 2+ years of focused execution, with built-in accountability so progress doesn’t stall.

The magic is in breaking big goals into bite-sized actions—structured enough to keep you on track, flexible enough to adapt as you go.

What’s working for you and your team when it comes to getting unstuck? Let’s share ideas.

Always growing.

Benno Duenkelsbuehler

CEO & Chief Sherpa of (re)ALIGN

reALIGNforResults.com

[e-mail]

Episode Transcript

Speaker 1 (00:07):
Why?
How do we get stuck?
Why do we get stuck?
We all get stuck.
Companies, businesses get stuck, people, executive workers get
stuck, we all get stuck.
And the biggest, the best way toget unstuck, obviously is to
step back, look at the future,try to articulate and then

(00:29):
reverse engineer into you know,something I could do today to
make to take that next step intothe future.
Um, but there are, there's alot of confusion around
processes to you know, growthprocesses and strategic planning
.
Strategic planning, by the way,is it's not a thing, it is two

(00:49):
things.
Right, there's strategy,articulating where do you want
to be?
Uh, what does the future looklike and then the planning part
is the reverse engineering ofthat future into today, creating
time-bound and money-boundactivities that can be executed

(01:10):
right.
So it's two different things.
Strategic planning, we use aprocess a one, two, three growth
process.
That works really really well.
So I'm just going to share itbecause I think it'll help a lot
of people.
One is a week-long thing.
Two is a month-long thing.

(01:32):
Three is a year or years-longthing.
One, the week-long thing, is anevaluation where we go in and
we figure out what is thesituation, the good, the bad and
the ugly.
What is the opportunity?
Is it a million-dollar or abillion-dollar opportunity?
And is it a channel or acategory?

(01:53):
What kind of opportunity is it?
And three, what are theactivities required to turn that
opportunity into reality?
So that's a week-longevaluation, pretty simple.
Then two of the one two, threegrowth process is roadmapping.

(02:13):
That takes a month or maybe twoor three months, where you go
into great detail aroundmarketing activities, financial
forecasting activities,operational activities, and
you're planning things out andGantt charts and time and action
calendars and financial P&Lforecasts right and develop

(02:38):
milestones that you can holdyourself accountable to.
For step number three, which isexecution, takes you know, you
know, might take a year or twoto three years to execute the
milestones.
And now you're just, you know,putting one foot in front of the
other and making sure that Imake sure that you do it, you

(03:01):
make sure that I do it right, wemake sure that we do it.
So break down the elephant onepiece, you know, one bite at a
time, and to get unstuck, use aprocess that is not

(03:30):
over-engineered and not lackingaltogether.
For us, this one, two, threegrowth process is wonderful.
It's simple enough and yet eachof the three steps is highly
relevant and makes it easy toeat the elephant one bite at a
time.
I'd love to hear from all ofyou guys what things you're
doing to help yourselves andyour team get unstuck and
unleash the future.