Leadership has a serious impact on Corporate Transformations and Value Creation!
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
?? During the past two decades, only 26% of corporate transformations successfully created value in both the short and long terms.
?? The average tenure of companies on the S&P 500 index has more than halved since the late 1970s
?? A leadership change during a transformation is associated with a 4.1% points higher TSR performance over the five-year time horizon (compared to the previous downturn period).
? Having a long-term strategic orientation exhibits a strong positive impact on transformation performance, being associated with a 12.5% points higher TSR impact over a five-year horizon.
At any point in the past 20 years, roughly 30% of companies significantly underperformed their sector for a period of multiple years, making transformation a necessity for performance reasons, according to a new interesting research published by 波士顿谘询公司 BCG Henderson Institute using data ?? from a sample including nearly 2,000 public companies from around the globe that generated at least $10 billion in revenue in 2022 or had a market capitalization of $10 billion at the end of that year.
?In transformations, Timing matters
Researchers found that pre-emptive transformations are initiated while total shareholder return (TSR) is in line with or ahead of industry averages.
?? These transformations create significantly more value in the medium and long run (+2.7 percentage point TSR over a three-year horizon) than reactive transformations
The positive TSR impact is even higher - an additional 3.7 percentage points over the five-year period - if the new leadership comes from outside of the company.
?? A change in leadership is not a guaranteed success driver; it is also associated with a high variance in TSR outcomes.
As such, this effect is less driven by the leader per se than by their willingness and commitment to making a change particularly at a time when leadership engagement in transformations is on the decline.
?Only 1 in 4 transformations yield outperformance in the short and long term
Researchers found that successful transformations are the exception, rather than the norm, even when measured on very modest criteria. More than 70% of companies fail to outperform their industry peer group average in both the short (one year) and long term (five years), after a previous performance downturn period.
?The benefits of Preemptive Transformation
Researchers noticed that Preemptive transformations in which leaders act to fix things before they break, demonstrating their initiative and commitment—are associated with higher leadership stability than reactive ones (4.7 percentage point lower frequency of CEO change during the transformation period)
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Also based on previous research, outperformance following a preemptive transformation is true not only in aggregate but across most industries, except financial services.
A small “momentum effect,” where previously outperforming companies continue to outperform, is observable on shorter time frames (up to one year).
??Researchers conclude that in order to maintain outperformance, companies should pursue preemptive transformation rather than relying on performance momentum to sustain itself.
In addition to having better financial performance, researchers believe that Preemptive transformations offer three secondary benefits.
1?? These transformations take less time: preemptive transformations result in consecutive restructuring costs for an average of only 12 months, compared with 14 months for reactive ones.
2?? They are less costly: The costs of restructuring in preemptive transformations total 1.5% of yearly revenues, on average, compared with 1.8% for reactive transformations.
3??They increased leadership stability: The share of companies experiencing a CEO change in the two years following the start of the transformation is significantly lower in the case of preemption (16% versus 21%).
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This interesting research over a 20-year period demonstrates that although transformations are essential for businesses, too many of them fail after a few years. The impact of leadership and the preparation of the workforce is essential and above all the failure of a transformation is costly. Finally, the leader of the market today may not necessarily be the leader tomorrow.
Thank you ?? 波士顿谘询公司 researchers team for these insightful findings: Martin Reeves Christian Gruss Kristy Ellmer Adam Job, PhD Gabe Bouslov Paul Catchlove
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Love this deep dive into transformation strategies and leadership impact! To further innovate, consider implementing multi-variant growth hacking techniques, like A/B/C/D/E/F/G testing, across different dimensions of the transformation process to identify the most effective strategies and leadership styles.
Industry Veteran | Exploring Future of Work | Great Manager’s Coach & Mentor
7 个月Absolutely, Nicolas BEHBAHANI - Agree - Reaction can be for accidents & Preventing / Pre-emptive Plans leads to success. ?? On the flip side, understanding the success rate & the key factors driving it is indeed crucial. Here's a summary of the essential points: 1. Leadership Stability: Consistent leadership from the beginning to the end of the transformation program is essential for its success. Leaders provide guidance, inspire confidence, & maintains momentum throughout the journey. 2. Adaptability: Recognizing that ExcepTions are the rule, organizations must embrace adaptability. - Implementing a Strategy Map approach that involves continuously mapping market dynamics, preparing the team, Taking Action, Reviewing progress, & re-planning as needed ensures agile & responsiveness to change. ??♂? In essence, sustained leadership stability coupled with a dynamic & adaptable strategy execution approach are paramount for achieving successful transformation & value creation.
Bringing Human Touch to Talent Acquisition
7 个月Complacency is what harms most businesses and people. It’s like running on Autopilot. If there is one thing we learned from the past, it’s that, change is inevitable whether we like it or not. So, ‘Never stop adapting’. Many great leaders have learned that “your strategy is only as good as your ability to adapt fast”. Having that tremendous capacity to adapt as the ‘game changes’ is how you become resilient and continue to grow. ‘Big Picture Thinking’ - Envisioning. Traditionally, many leaders announce new strategies based on data from last year (backward) and they forget that the course they are taking is far riskier because its based on ‘late metrics’ and it only narrows your perspective. What they should be doing is ????constantly studying what their customers and other stakeholders have to say. If they do so, they will be able to see the bigger picture, have a complete perspective and be able to envision (what are the calculated risks that can be taken or see the opportunities). When taking this approach, you’re not stagnating and waiting for losses to happen, you’re fixing it before things turn bad!
Helping brands become visible | Fractional CMO | Former Inc. Magazine Columnist | Celeb Interviews: Mark Cuban & Marcus Lemonis
7 个月Absolutely insightful findings! Transformation and leadership are essential for staying ahead in today's ever-evolving landscape.
Exited founder turned CEO-coach | Helping founders scale their companies without sacrificing themselves.
7 个月Absolutely fascinating insights on transformational leadership and valuable contributions towards performance improvement!