Our initial phase of research identified 52 companies making substantial progress towards transformation-merely 3% of the public companies in our data set. REPOSITIONING THE CORE: How effectively has the company adapted its traditional core to changes or disruptions in its markets, thus giving its legacy business new life.ģ. FINANCIALS:Has the company posted strong financial and stock market performance, or has it turned around its business from losses or slow growth to get back on track? We looked at revenue CAGR (compound annual growth rate), profitability, and stock price CAGR during the transformation period, which was different for each firm. NEW GROWTH:How successful has the company been at creating new products, services, new markets, and new business models? This includes our primary metric: the percent of revenue outside the core that can be attributed to new growth areas.Ģ. While other business rankings rely on metrics such as revenue, market value, or subjective assessments such as “most innovative,” the Transformation 20 research team screened all the companies in the S&P 500 and the Global 2000 by looking across three categories of data:ġ. ![]() ![]() To better understand the dynamics of why and how transformation happens, Innosight developed a methodology to evaluate strategic change efforts, with the aim of identifying best practices across industries, and public companies that exemplify leadership excellence.
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