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The Transformation 20 STRATEGIC CHANGE RANKINGS for 2019 The Transformation 20 STRATEGIC CHANGE RANKINGS FOR 2019 Spotlighting the 20 global companies that have achieved the highest-impact business transformations over the past decade By Scott D. Anthony, Alasdair Trotter, Rob Bell and Evan I. Schwartz » Introducingoducing the the Transformation 20 20 THE TRANSFORMATION 20 » Top-Level Themes from the Transformation 20 ometimes it’s a financial To better understand the dynamics outside the core that can be » The Five Behaviors S crisis, sometimes it’s the of why and how transformation attributed to new growth areas. of Transformational threat from a disruptive competitor, happens, Innosight developed a Organizations sometimes growth just hits a wall, methodology to evaluate strategic 2. Repositioning the Core sometimes it’s the opportunity change efforts, with the aim of How effectively has the company » Seven Transformations to ride a global megatrend and identifying best practices across adapted its traditional core to Watch sometimes it’s simply the result of industries and public companies to changes or disruptions in systematic planning for the future. that exemplify leadership its markets, thus giving its » T20 finalists are headquartered excellence. While other business legacy business new life? across the world Whatever motivates a leadership rankings rely on metrics such as team to embark on strategic revenue, market value or subjective 3. Financials » Conclusions transformation, it’s often easier in assessments such as “most Has the company posted strong the short term not to undertake innovative,” the Transformation financial and stock market » T20 Methodology the challenge (or delay the 20 research team screened all performance, or has it turned decision for just one more year), the companies in the S&P 500 around its business from losses or » T20 Panel of Judges which is why stories of successful and the Global 2000 by looking slow growth to get back on track? corporate change efforts are so across three categories of data: We looked at revenue compound » About the authors and Innosight rare. Yet strategic transformation annual growth rate (CAGR), — adapting a core business to 1. New Growth profitability and stock price CAGR » Snapshots of the disruptive change while also How successful has the company during the transformation period, T20 Companies creating new growth around new been at creating new products, which was different for each firm. products, services or business services, markets and business models — may be the leadership models? This includes our primary Our initial phase of research imperative of the 21st century. metric: the percentage of revenue identified 52 companies making 2 » Introducingoducing the the substantial progress toward “What businesses are doing here is fundamentally Transformation 20 20 transformation — merely 3% changing in form or substance. A piece, if not the of the public companies in our » Top-Level Themes from data set. From this second- essence, of the old remains, but what emerges the Transformation 20 round list, an Innosight partner is clearly different in material ways. It is a liquid » The Five Behaviors panel voted to narrow it down of Transformational to 27 finalists. For the third becoming a gas. Lead turning into gold. A caterpillar Organizations round, the Transformation 20 becoming a butterfly.” winners were selected by a panel » Seven Transformations of management experts (see — INNOSIGHT’S SCOTT ANTHONY AND MARK JOHNSON, WITH CLARK GILBERT, to Watch IN THEIR BOOK, DUAL TRANSFORMATION (HBR PRESS, 2017) the full methodology and list of judges on pages 20-21). » T20 finalists are headquartered Ørsted's Transformation global overproduction sent gas across the world The 2019 list includes 20 firms, Consider the case of Ørsted, prices plunging by 90% over versus 10 for our previous the Copenhagen-based energy several years. S&P downgraded » Conclusions rankings in 2017. The immediate company which, at No. 7, is the 6,000-employee firm’s reason for the bigger list is the highest-ranked European credit rating to negative, raising » T20 Methodology that the judges’ scores were firm on the list. While every the cost of its considerable extremely close, as all 20 of transformation story is different debt. The board hired a former » T20 Panel of Judges these firms have achieved and yields valuable leadership leader of the transformation compelling results. But the wider lessons, this one happened to be at LEGO, Henrik Poulsen, as » About the authors and Innosight reason may be that awareness triggered by an industry crisis. the new CEO. Whereas some of transformation itself seems leaders might have gone into » Snapshots of the to be widening, with more and The Crisis crisis management mode, T20 Companies more companies recognizing In 2012, Denmark’s largest laying off workers until prices the urgency of the challenge, energy company, founded as recovered, Poulsen recognized as well as what a profound Danish Oil and Natural Gas, slid the moment as an opportunity shift these efforts represent. into a financial predicament as for fundamental change. 3 » Introducing the the The Transformation Plan TrTransansformationformation 20 20 “We saw the need to build an entirely new company,” Poulsen » Top-Level Themes from told Innosight. “It had to be a the Transformation 20 radical transformation; we needed » The Five Behaviors to build a new core business and of Transformational find new areas of sustainable Organizations growth. We looked at the mandate to combat climate change and » Seven Transformations we became one of the few to Watch companies to wholeheartedly make this profound decision, » T20 finalists are VIDEO: Ørsted’s North America CEO Thomas Brostrøm reveals the biggest challenges of transforming. headquartered to be one of the first to go across the world from black to green energy.” Discovering New The Results » Conclusions Adapting the Core Growth Areas The company was renamed Poulsen emphasized both the The company had invested in Ørsted after the legendary Danish » T20 Methodology short-term and long-term nature offshore wind power, but the scientist Hans Christian Ørsted, of the change. “We looked at the technology was still too expensive, who discovered the principles of » T20 Panel of Judges 12 different lines of business we producing energy that was electromagnetism. This helped more than double the price of infuse a sense of purpose into the » About the authors were in and went through them and Innosight asset by asset, to see where onshore wind. So the company organization that drove it to cut the we saw competitive strength. embarked on a systematic cost of offshore wind power by 63% » Snapshots of the Coal, oil and gas were rapidly “cost-out” program to reduce while building three major, new, T20 Companies eroding as businesses, so we the expense of every aspect of ocean-based wind farms in the U.K. decided to divest eight of our building and running offshore and acquiring a leading company in twelve divisions and use the wind farms while achieving the U.S. to pioneer North American proceeds to reduce our debt.” scale in this emerging market. offshore waters see( video). 4 » Introducingoducing the the Previously 80% owned by the than $3 billion since 2013, and With this set of criteria and Transformation 20 20 Danish government, Ørsted’s IPO in Ørsted is now the world’s largest such stories in mind, we 2016 was one of the year’s largest. offshore wind company, with a 30% present the T20 for 2019: » Top-Level Themes from Net profits have surged by more share of a booming global market. the Transformation 20 » The Five Behaviors The Transformation 20 of Transformational COMPANY CEO NEW GROWTH AREAS STOCK CAGR Organizations (% of total business) (vs. benchmark since base year of transformation) #1. Netflix* Reed Hastings original content (44%) 59% (vs. 10% for S&P 500 since 2012) » Seven Transformations #2. Adobe* Shantanu Narayen “digital experiences” (27%) 26% (vs. 10% for S&P 500 since 2009) to Watch #3. Amazon* Jeff Bezos Amazon Web Services (11%) 39% (vs. 10% for S&P 500 since 2009) #4. Tencent Pony Ma Huateng fintech, transportation (25%) 32% (vs. 1% for Hang Seng – 2011) » T20 finalists are headquartered #5. Microsoft* Satya Nadella intelligent cloud (29%) 17% (vs. 9% for S&P 500 since 2010) across the world #6. Alibaba Daniel Zhang fintech/sports/entertainment (14%) 8% (vs. 1% for NYSE Index since 2013) #7. Ørsted Henrik Poulsen offshore wind (37%) 30% (vs. 0% for OMX Copenhagen – 2017) » Conclusions #8. Intuit Sasan Goodarzi “online ecosystem” (14%) 22% (vs. 10% for S&P 500 since 2012) #9. Ping An Ma Mingzhe fintech and health tech (6%) 17% (vs. 2% for SSE Index since 2012) » T20 Methodology #10. DBS Group Piyush Gupta global digital platforms (48%) 12% (vs. -1% for Singapore Xchange – 2013) #11. A. O. Smith Kevin Wheeler water tech (100%) 25% (vs. 10% for S&P 500 since 2009) » T20 Panel of Judges #12. Neste Peter Vanacker renewable fuels (70%) 24% (vs. 7% for OMX Helsinki 25 – 2010) » About the authors #13. Siemens Joe Kaeser “digital factory” initiative (26%) 8% (vs. 8% for the DAX Index since 2012) and Innosight #14. Schneider Jean-Pascal Tricoire IoT solutions (22%) 8% (vs. 6% for S&P Global 100 since 2012) #15. Cisco Chuck Robbins subscription applications (43%) 9% (vs. 9% for S&P 500 since 2010) » Snapshots of the #16. Ecolab Douglas Baker Jr. water and energy services (44%) 16% (vs. 9% for S&P 500 since 2011) T20 Companies # 17. Fujifilm Shigetaka Komori healthcare/medical imaging (18%) 7% (vs. 6% for Tokyo Exchange – 2010) #18. AIA Group Ng Keng Hooi wellness & prevention (10%) 15% (vs. 2% for Hong Seng Index – 2013) #19. Dell Tech.** Michael Dell infrastructure & security (51%) 29% (vs. 11% for S&P 500 since 2013) #20. Philips Frans van Houten healthcare (65%) 6% (vs.
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