Organizations frequently pursue growth initiatives without sufficient alignment between strategic ambition and institutional capability. While expansion strategies may generate short-term revenue acceleration, structural fragility often emerges when leadership depth, process clarity, and governance discipline lag behind market ambition. This misalignment produces performance volatility, operational strain, and capital inefficiency. This article reconceptualizes General Business Development as a readiness architect responsible for synchronizing growth strategy with organizational capability maturity. Rather than positioning Business Development as a revenue-generation function alone, the study frames it as a structural integrator that calibrates expansion pacing, leadership development, process stabilization, and governance evolution. The article introduces a Capability-Centered Management Model that aligns capability mapping, governance maturity diagnostics, feedback systems, and performance discipline within a structured readiness framework. By embedding sequencing logic and adaptive recalibration mechanisms, organizations can scale without eroding institutional resilience. This reframing positions General Business Development as a central driver of organizational preparedness, transforming growth from an opportunistic objective into a structurally disciplined progression.
Mufit Ozcan (2025) studied this question.