New book from The Enterprise Edge® Founder & CEO Mark Vigoroso
coming in Spring 2026!

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Every generation of executives believes it is operating in unusually complex conditions. This time, they are probably right.

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Markets are saturated. Buyers are better informed and more risk - averse. Technology stacks have expanded faster than organizational discipline. Capital is no longer abundant, patience is thinner, and growth is scrutinized more closely than at any point in the last decade. Artificial intelligence promises leverage while quietly increasing volatility. Growth is still demanded - by boards, investors, employees, and markets - but the path to achieving it feels increasingly unstable.

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Most leadership teams respond in predictable ways.

• They invest in more tools.

• They hire more specialists.

• They launch new initiatives.

• They talk more frequently about alignment.

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Yet for many organizations, growth becomes harder to produce, more expensive to sustain, and increasingly difficult to explain. Forecasts widen. Margins compress. Confidence erodes - not necessarily because results are poor, but because leaders can no longer describe why outcomes are changing.

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This book begins with a simple, uncomfortable premise:

• Growth does not stall because organizations lack ambition.

• It stalls because they lack control over the system that produces it.

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Revenue does not emerge from effort alone. It emerges from the interaction of forces - some visible, many ignored - operating inside constraints. When those forces are aligned, growth compounds. When they are misaligned, effort increases while outcomes degrade.

That is not a strategy problem. It is not a talent problem. It is not a technology problem.

It is a systems problem.

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Why This Book Exists

Most books on growth fall into one of three categories.

• The first focuses on tactics: marketing playbooks, sales methodologies, growth hacks. These can be useful, but they age quickly and rarely explain why the same tactics work in one organization and fail in another.

• The second focuses on vision: leadership mindset, cultural alignment, innovation narratives. These inspire, but they often collapse under operational pressure.

• The third focuses on technology: platforms, automation, AI. These promise efficiency, yet frequently introduce new forms of complexity and risk.

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This book takes a different approach.

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It treats growth as a governable system - one that can be designed, modeled, measured, and corrected. Not with mathematical precision, but with enough causal clarity to restore confidence and predictability. The framework introduced here - Revenue Physics        - does not replace judgment or leadership. It disciplines them. It provides a shared language for boards and executives to understand why growth behaves the way it does, where risk accumulates, and how advantage compounds.