Transforming for Growth: An Evidence-Based Guide
To address disruption from COVID-19, companies need to reimagine their business models with transformation that both sustainably accelerates growth and generates shareholder value.
To address disruption from COVID-19, companies need to reimagine their business models with transformation that both sustainably accelerates growth and generates shareholder value.
Many companies were lucky to survive the global financial crisis, but some seized the opportunity to make needed changes. Here are lessons from the top performers.
Companies’ transformation track records are mixed. Top performers unlock value quickly by focusing on changes that will improve profit margins and valuation multiples.
Seven evidence-based factors can boost your chances for a successful transformation.
What does data say about transformation success factors? Despite the high stakes of business transformations, many leadership teams rely on anecdotal, rather than empirical evidence.
It's never too early to transform. Preemptive transformations generate higher returns than reactive ones do, but they require a mindset of urgency, exploration, and flexibility.
Creating value from underperforming acquisitions is challenging. Buyers should keep these six critical factors in mind.
The pandemic is forcing companies to be more sure-footed in their change efforts. Here are insights from those that have succeeded.
Half the battle in transformations is overcoming mental roadblocks to change in the organization. Here’s what leaders can learn from behavioral science to improve the odds of success.
Change is hard, but readiness is all. Companies prepared to manage the leader, people, and program journeys can double their chances of success.
In the heat of the pandemic, leaders instinctively made people their priority. As they move forward to transform, how do companies keep employees front and center?
Like a CTO, the leader of an alpine climb must marshal all of his or her skills in program design, motivation, and contingency planning to tip the odds toward success.
The odds are stacked against leaders who manage major organizational changes. But those who model the behaviors they seek and are persistent, hypervigilant, and flexible can improve their chances of success.
Failed transformations come with a high price tag—including shrinking profit margins, lost market share, and diminished competitive advantage. In an attempt to avoid these woes, organizations often designate a company executive in charge of transformation. But as with transformations themselves, many such transformation officers struggle to succeed.
When one of the world’s biggest steel companies ran into a crisis, it successfully launched a major change initiative—and integrated the ability to change into its DNA.
The Sixt Group’s head of strategy offers lessons from the 2008 crisis for businesses suffering in today’s COVID-19 slowdown.
