Cracking the organizational code for growth Chemicals ... · the corporate center - Designing...
Transcript of Cracking the organizational code for growth Chemicals ... · the corporate center - Designing...
© OLIVER WYMAN
Cracking the organizational code for growth
Chemicals & Materials growth analysis
January 2013
1 1 © OLIVER WYMAN
Contents
1) Key organizational challenges in the industry 2
2) Growth performance of key players 4
3) How Industry players are exploiting organizational levers 13
4) Why participate in Oliver Wyman’s study? 17
Page
2
Key organizational challenges in the industry
Section 1
3 3 © OLIVER WYMAN
Looking at growth in the chemicals and materials industry
• While strategic issues impacting this sector have been analysed at length, designing and
implementing the right organization remains the key lever to both enable and achieve
sustainable growth.
• Major multinationals need to overcome the organizational challenges associated with:
- Migrating from being a product - to solution - and service-provider
- Achieving the right power and resource distribution between business lines, regions, and
the corporate center
- Designing alternative organizational models to address new growth opportunities
- Putting in place the right organizational and management models in emerging countries
- Implementing customer-oriented processes
- Tailoring customer-interaction models and channels
- Developing a growth-nurturing culture
- Preparing for the future while delivering short-term results
• Oliver Wyman is currently launching a study to further understand, qualify, and quantify the
required organizational levers and how they impact the long-term sustainable growth
prospects within the chemicals and materials industries.
• The following pages provide a preliminary view of recent growth results within the sector,
based on publicly available information, in order to showcase the importance of identifying the
organizational levers that propelled star performers’ growth trajectories.
4
Growth performance of the key players
Section 2
5 5 © OLIVER WYMAN
85% 15%
2012 market influence of the top ten players (vs. Top 100)
Top ten global players in the chemicals industry (2012 B$)
Top sector players The industry remains extremely fragmented
95.2
65.7
64.7
59.9
51.3
50.6
46.9
38.7
37.9
27.5
Note:
Chemical activity only
Categorization by revenue is relative to the overall top 100 sample Source : ICIS Chemical Business
6 6 © OLIVER WYMAN
What was the impact of the 2008 economic crisis on the industry? While 55% managed double-digit growth pre-crisis, a full 76% reached this goal after crisis despite the recession
Catching-up
34% of companies
Anemic
10% of companies
AGRIUM INC
AIR LIQUIDE SA AIRGAS INC
AKZO NOBEL ASAHI KASEI CORP
AVERY DENNISON CORP
BASF SE
BRASKEM SA-PREF A
CF INDUSTRIES HOLDINGS INC
CHEVRON CORP DU PONT (E.I.) DE NEMOURS
EASTMAN CHEMICAL CO
EMPRESAS COPEC SA
EXXON MOBIL CORP
FORMOSA CHEMICALS & FIBRE
FORMOSA PLASTICS CORP
GEORGIA GULF CORP
HUNTSMAN CORP
JOHNSON MATTHEY PLC
KEMIRA OYJ
LAFARGE SA
LINDE AG
MITSUBISHI CHEMICAL HOLDINGS
MONSANTO CO
MOSAIC CO/THE
NOVO NORDISK A/S-B
POTASH CORP OF SASKATCHEWAN
PRAXAIR INC
RELIANCE INDUSTRIES LTD
RPM INTERNATIONAL INC
SASOL LTD
SAUDI IND INVESTMENT GROUP
SCOTTS MIRACLE-GRO CO-CL A
SIKA AG-BR
SOLVAY SA
YULE CATTO & COMPANY PLC
-20%
-10%
0%
10%
20%
30%
40%
50%
60%
-30% -20% -10% 0% 10% 20% 30% 40% 50% 60%
Significant double-digit growth is necessary just to keep pace within the industry.
Revenue Growth (CAGR 2005-2007)
Rev
en
ue G
row
th (
CA
GR
2009
-2011)
Note:
Origins of each axis set to 10% to differentiate
double-digit growth
Superstars
42% of companies
Stalling
13% of companies
Decelerating Growth
Accelerating Growth
Source : Bloomberg, Oliver Wyman proprietary analysis
7 7 © OLIVER WYMAN
What are the growth trends in the industry? With a few exceptions, revenue growth after the recession has outpaced growth prior to the recession
Source : Bloomberg, Oliver Wyman proprietary analysis
-30%
-20%
-10%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1 11 21 31 41 51 61 71 81 91
Rev
en
ue C
AG
R
Company Rank
2005-2007
2009-2011
8 8 © OLIVER WYMAN
AGRIUM INC
AIR LIQUIDE SA
AIRGAS INC
ARKEMA
ASAHI KASEI CORP
AVERY DENNISON CORP
BASF SE BP PLC
BRASKEM SA-PREF A CHEVRON CORP
CLARIANT AG-REG
COOKSON GROUP PLC
DOW CHEMICAL CO/THE
DU PONT (E.I.) DE NEMOURS
EASTMAN CHEMICAL CO
EXXON MOBIL CORP FORMOSA PLASTICS CORP
INDUSTRIES QATAR
IRPC PCL
JOHNSON MATTHEY PLC
KEMIRA OYJ
LAFARGE SA
MEXICHEM SAB DE CV-*
MITSUBISHI GAS CHEMICAL CO
MONSANTO CO
POTASH CORP OF SASKATCHEWAN
PPG INDUSTRIES INC
RECTICEL
RELIANCE INDUSTRIES LTD
SAUDI BASIC INDUSTRIES CORP
SAUDI IND INVESTMENT GROUP
SCHULMAN (A.) INC
SCOTTS MIRACLE-GRO CO-CL A
SIKA AG-BR
SOLVAY SA
TESSENDERLO CHEMIE
WESTLAKE CHEMICAL CORP
WR GRACE & CO
YARA INTERNATIONAL ASA
-40%
-20%
0%
20%
40%
60%
80%
100%
120%
140%
-10% 0% 10% 20% 30% 40% 50% 60%
Should growth or efficiency be pursued? 66% of firms that beat average EBITDA did so by pursuing a growth vs. efficiency play
Revenue Growth (CAGR 2009-2011)
EB
ITD
A G
row
th (
CA
GR
2009
-2011)
Note:
Categorization by revenue and EBITDA quadrant is relative to the
overall sample
Highly profitable growth
27% of companies
Efficiency play
10% of companies
Falling behind
48% of companies
Less or unprofitable growth
15% of companies
Source : Bloomberg, Oliver Wyman proprietary analysis
9 9 © OLIVER WYMAN
Market cap and growth are highly correlated Companies that showed highly profitable growth outperformed the market cap growth of their competitors
Source : Bloomberg, Oliver Wyman proprietary analysis
Unprofitable growth is sanctioned by the market
4.2%
-7.6%
12.1% 11.4%
-20.0%
0.0%
20.0%
Falling behind Less or unprofitable growth Highly profitable growth Efficiency play
Mark
et
Cap
CA
GR
(2
0009
-2011)
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AGRIUM INC
AIR LIQUIDE SA AIR PRODUCTS & CHEMICALS INC
AKZO NOBEL
ALBEMARLE CORP
ARKEMA
ASAHI KASEI CORP
AVERY DENNISON CORP
BASF SE
CABOT CORP
CELANESE CORP-SERIES A
CEMENTOS PORTLANDVALDERRIVAS
CF INDUSTRIES HOLDINGS INC
CLARIANT AG-REG COOKSON GROUP PLC
CRODA INTERNATIONAL PLC
DENKI KAGAKU KOGYO K K
DIC CORP DOW CHEMICAL CO/THE
DU PONT (E.I.) DE NEMOURS
EASTMAN CHEMICAL CO
EMS-CHEMIE HOLDING AG-REG
FERRO CORP
FMC CORP
FORMOSA CHEMICALS & FIBRE
FORMOSA PLASTICS CORP
GIVAUDAN-REG
HANWHA CHEMICAL CORP
HUNTSMAN CORP
INTL FLAVORS & FRAGRANCES
ISRAEL CHEMICALS LTD
JOHNSON MATTHEY PLC
JSR CORP
KANEKA CORP
KURARAY CO LTD
LA SEDA DE BARCELONA
LAFARGE SA
LG CHEM LTD
LINDE AG LONZA GROUP AG-REG MEXICHEM SAB DE CV-*
MITSUBISHI CHEMICAL HOLDINGS
MITSUI CHEMICALS INC
MONSANTO CO
MOSAIC CO/THE
NIPPON SHOKUBAI CO LTD
NOVO NORDISK A/S-B
NOVOZYMES A/S-B SHARES
POLYONE CORPORATION
POTASH CORP OF SASKATCHEWAN
PPG INDUSTRIES INC
PRAXAIR INC
RECKITT BENCKISER GROUP PLC
RECTICEL
RELIANCE INDUSTRIES LTD REPSOL SA
ROCKWOOD HOLDINGS INC
SCHULMAN (A.) INC
SCOTTS MIRACLE-GRO CO-CL A
SGL CARBON SE
SHIN-ETSU CHEMICAL CO LTD
SHOWA DENKO K K
SIGMA-ALDRICH
SIKA AG-BR
SOLVAY SA
STEPAN CO
SUMITOMO CHEMICAL CO LTD
SYMRISE AG
SYNGENTA AG-REG
TAIYO NIPPON SANSO CORP
TESSENDERLO CHEMIE
TISZA CHEMICAL GROUP PLC
TORAY INDUSTRIES INC
ULTRAPAR PARTICIPACOES SA
VALHI INC
WACKER CHEMIE AG
WESTLAKE CHEMICAL CORP
WR GRACE & CO YARA INTERNATIONAL ASA
YULE CATTO & COMPANY PLC
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
500 5000 50000 500000
EB
ITD
A M
arg
in (
2009
-2011)
Average Revenue (2009-2011)
Does company size impact EBITDA growth? Smaller companies showed ability to grow EBITDA at a higher rate, although average growth rate was consistent irrespective of size
Source : Bloomberg, Oliver Wyman proprietary analysis
11 11 © OLIVER WYMAN
AGRIUM INC
AIR LIQUIDE SA
AIR PRODUCTS & CHEMICALS INC
AIRGAS INC
ALBEMARLE CORP
ARKEMA
AVERY DENNISON CORP
BASF SE
BRASKEM SA-PREF A
CABOT CORP
CEMENTOS PORTLANDVALDERRIVAS
CF INDUSTRIES HOLDINGS INC
COOKSON GROUP PLC
CYTEC INDUSTRIES INC
DIC CORP
DOW CHEMICAL CO/THE
DU PONT (E.I.) DE NEMOURS
EASTMAN CHEMICAL CO
EMPRESAS COPEC SA
EMS-CHEMIE HOLDING AG-REG
FERRO CORP
FORMOSA PLASTICS CORP
GEORGIA GULF CORP
HANWHA CHEMICAL CORP
HUNTSMAN CORP
ISRAEL CHEMICALS LTD JOHNSON MATTHEY PLC
LA SEDA DE BARCELONA
LAFARGE SA
MEXICHEM SAB DE CV-*
MITSUBISHI CHEMICAL HOLDINGS
MITSUBISHI GAS CHEMICAL CO MITSUI CHEMICALS INC
MONSANTO CO
NOVO NORDISK A/S-B
POLSKI KONCERN NAFTOWY ORLEN
POTASH CORP OF SASKATCHEWAN
PRAXAIR INC
RECTICEL
RELIANCE INDUSTRIES LTD
REPSOL SA
SASOL LTD
SAUDI BASIC INDUSTRIES CORP
SAUDI IND INVESTMENT GROUP
SCOTTS MIRACLE-GRO CO-CL A
SHERWIN-WILLIAMS CO/THE
SIGMA-ALDRICH
SOLVAY SA STEPAN CO
TISZA CHEMICAL GROUP PLC
TOSOH CORP
ULTRAPAR PARTICIPACOES SA
VALHI INC
YULE CATTO & COMPANY PLC
-30%
-20%
-10%
0%
10%
20%
30%
40%
50%
60%
500 5000 50000 500000
Does company size influence revenue growth ? The largest companies were able to achieve higher average revenue growth
Average Annual Revenue in M USD (2009 – 2011)
Rev
en
ue G
row
th (
CA
GR
2009 –
2011)
Source : Bloomberg, Oliver Wyman proprietary analysis
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Does revenue growth influence EBITDA? Higher sales revenues growth often comes at the expense of EBITDA
AGRIUM INC
AIR LIQUIDE SA AIR PRODUCTS & CHEMICALS INC
AIRGAS INC
AKZO NOBEL
ALBEMARLE CORP
ARKEMA
ASAHI KASEI CORP
AVERY DENNISON CORP
BASF SE
BRASKEM SA-PREF A
CABOT CORP
CF INDUSTRIES HOLDINGS INC
CHEVRON CORP
COOKSON GROUP PLC
CRODA INTERNATIONAL PLC
CYTEC INDUSTRIES INC
DIC CORP
DOW CHEMICAL CO/THE
DU PONT (E.I.) DE NEMOURS
EASTMAN CHEMICAL CO
EMPRESAS COPEC SA
EMS-CHEMIE HOLDING AG-REG
FERRO CORP
FMC CORP
FORMOSA CHEMICALS & FIBRE
FORMOSA PLASTICS CORP
GEORGIA GULF CORP
GIVAUDAN-REG
HUNTSMAN CORP
INDUSTRIES QATAR
INTL FLAVORS & FRAGRANCES
ISRAEL CHEMICALS LTD
JOHNSON MATTHEY PLC
JSR CORP
KANEKA CORP
KEMIRA OYJ
KURARAY CO LTD
LA SEDA DE BARCELONA
LAFARGE SA
LG CHEM LTD
LONZA GROUP AG-REG MEXICHEM SAB DE CV-*
MITSUBISHI CHEMICAL HOLDINGS
MITSUI CHEMICALS INC
MONSANTO CO MOSAIC CO/THE
NEWMARKET CORP
NOVO NORDISK A/S-B
NOVOZYMES A/S-B SHARES
POLSKI KONCERN NAFTOWY ORLEN
POLYONE CORPORATION
POTASH CORP OF SASKATCHEWAN
PPG INDUSTRIES INC
PRAXAIR INC
RECKITT BENCKISER GROUP PLC
RECTICEL
RELIANCE INDUSTRIES LTD REPSOL SA
ROCKWOOD HOLDINGS INC
RPM INTERNATIONAL INC
SASOL LTD
SAUDI BASIC INDUSTRIES CORP
SAUDI IND INVESTMENT GROUP
SCHULMAN (A.) INC
SCOTTS MIRACLE-GRO CO
SGL CARBON SE
SHERWIN-WILLIAMS CO/THE
SHIN-ETSU CHEMICAL CO LTD
SIGMA-ALDRICH
SIKA AG-BR
SOLVAY SA
SUMITOMO CHEMICAL CO LTD
SYMRISE AG
SYNGENTA AG-REG
TAIYO NIPPON SANSO CORP
TESSENDERLO CHEMIE
TISZA CHEMICAL GROUP PLC
ULTRAPAR PARTICIPACOES SA
VALHI INC VALSPAR CORP
WACKER CHEMIE AG
WESTLAKE CHEMICAL CORP
WR GRACE & CO YARA INTERNATIONAL ASA
YULE CATTO & COMPANY PLC
0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
-20% -10% 0% 10% 20% 30% 40% 50% 60%
EB
ITD
A M
arg
in (
2009
-2011)
Sales Revenue CAGR (2009-2011)
Source : Bloomberg, Oliver Wyman proprietary analysis
13
How industry players are exploiting
organizational levers
Section 3
14 14 © OLIVER WYMAN
THE DOW CHEMICAL COMPANY
KEY ORGANIZATIONAL ATTRIBUTES (con’t)
ORGANIZATION
Move to a Global Business Unit model & Empower GBU Presidents
GBU grouped by customer segments / business models with oversight from
EC members
One president in each key regional area
Dow’s Corporate Centre will be responsible for meeting GBU needs
Creation of a vice president of Strategic Development and Planning position.
INNOVATION
Focusing on unique, innovative, high-margin products (i.e. solar shingles)
Dow Commits $25 Million per year to advance research in leading universities
Leveraged innovation capabilities to improve operational and overhead
efficiencies
TRANSFORMATION
Adaptation of the organization every 2 to 3 years
Reduce costs, to be more responsive on capturing opportunities
Turn resources toward the customers and markets
Less structure at the top of the Company with more deployment and
implementation in the market
Become a more agile, flexible and customer-focused company
Support its global strategy: strong Investments in the Middle East
KEY ORGANIZATIONAL ATTRIBUTES
STRATEGY
Target to triple cash flows between 2012 (1.25B$) and 2015 (2-3B$)
EBITDA growth to come from margin growth, ethylene cycle and
innovation
VALUES
Sustainability is the centerpiece of DOW’s product development and
partnerships around the world
TALENT & REWARDS
Hire and reward systems changed to foster innovation
ACQUISITIONS
Strong use of joint ventures in Middle East and Asia
COMPANY AT A GLANCE
• Sales 2011: $60 billion
• 52,000 people worldwide
• 197 sites
• Worldwide presence in 36 countries
• Revenue CAGR (2009-2011): ~15%.
Source : Public information , annual report
15 15 © OLIVER WYMAN
BASF
KEY ORGANIZATIONAL ATTRIBUTES (con’t)
ORGANIZATION
5 business segments with 14 divisions – 70 Global & Regional BUs
Division bears operational accountability
Regional division ensures financial reporting and optimize infrastructure
Executive team double hatted on regional and functional role
TALENT
Competencies adapted by business and customer interaction model
Best team strategy: excellent people, excellent place to work, and excellent
leaders
INNOVATION AND R&D
Global technology platforms combined with decentralized development units
VALUES
Creative, Open, Responsible, Entrepreneurial
TRANSFORMATION
Latest update of the organization structure in November 2012
Realignment of product groups in Chemicals segment to enhance operational
and technology excellence
New division performance materials in the functional materials & solutions
COMPANY AT A GLANCE
• Sales 2011: $73.5 billion
• 111,000 people worldwide
• 370 production sites
• Worldwide presence in 80 countries
• Revenue CAGR (2009-2011): ~20%
Source : Public information , annual report
KEY ORGANIZATIONAL ATTRIBUTES
PURPOSE
We create chemistry for a sustainable future
STRATEGY
One is greater than the sum of the parts: we add value as one
company
Long term growth prevails on short term results
Move from commodities to specialties to functionalities
ACQUISITONS
Acquisition to support key capabilities (i.e. Becker to bolster crop
protection), innovation driven, reducing cyclicality, strict financial
criteria (ROI > 8%)
15 B$ of acquisitions and 10 B$ of divestments over the last 10 years
16 16 © OLIVER WYMAN
BRASKEM COMPANY AT A GLANCE
• Sales 2011: $23.8 billion
• 7,600 people worldwide
• 36 industrial units
• Worldwide presence in 60 countries.
• Revenue CAGR (2009-2011): ~55%
Source : Public information , annual report
KEY ORGANIZATIONAL ATTRIBUTES (con’t)
ORGANIZATION
3 business units (Polymers, Basic Petro Chemicals, International BD)
2 technology and innovation centers
EC composed of 11 members (Units and functions)
TALENT
CEO and former CEO were both homegrown
Objective to develop entrepreneur profiles and attract international talent to
support international growth
INNOVATION AND R&D
Focus on meeting client needs to add quality to the end products
Bolstered by open innovation, working through partnerships. Numerous
partnerships with research centers, scientific community and universities
12% of revenues over the last three years coming from innovations developed
in the period
CULTURE AND VALUES
Culture based on Odebrecht’s values: client satisfaction, responsible
operation, confidence in people, people self development, decentralized
operations, reinvestments of results, returns for stakeholders and investors
TRANSFORMATION
Operational excellence program in partnership with SAP, standardize
business processes, simplify application map, create management platform to
support growth
KEY ORGANIZATIONAL ATTRIBUTES
PURPOSE / VISION
Be the world leader in sustainable chemistry, innovating to better serve
people
STRATEGY
Maximizing growth while improving efficiency
Provide high qualified service based on the premise of responsible and
active operations in line with sustainable development
Industrial base in Latin America to enjoy access to raw materials and
competitive conditions
ACQUISITONS
Acquisition of Quattor to increase the scale and diversify feedstock
Acquisition of Sunoco Chemicals to increase US footprint
Acquisition of Dow poly propylene – footprint in US and Germany
Currently capturing the synergies resulting from both integrations
17
Why participate in Oliver Wyman’s study?
Section 4
18 18 © OLIVER WYMAN
Why participate in Oliver Wyman’s study? To understand the organizational drivers behind the variations in growth results - looking beyond the typical strategic contributors
• The most comprehensive study in
the sector on the subject
• High caliber of global corporations
participating within your industry
• Privileged access to insights on the
key trends to face industry
challenges
• Customized report highlighting how
your company’s measures against
best practices
• Flexible approach to optimize your
involvement (a short interview or
online questionnaire)
• Complimentary participation
Reasons for participating
For more info, or to register for
participation, please contact us at
1. Key Industry Trends
• A comprehensive view of key trends and their impact on the
industry
• Perspectives on how these trends have had an impact on growth
within the industry
• Conclusions as to what has contributed to the success of the
“Superstars” and those companies achieving highly profitable
growth
2. Customized analysis: how Company X measures up
against the industry
• A detailed comparison of Company X against each of the
identified organizational levers and best practices
• Comparison to peers with respect to the application of the levers
and best practices and the resulting growth success
3. Key highlights and best practices
• A summary perspective of Company X relative to the industry and
our best practices analysis
4. Backup
• Flat report with answers from Company X
Cracking the Organizational Code for Growth: Feedback Report - Company X
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