What Leaders Can Do About the Shrinking Life Expectancy of Corporations
The life span of the average public company has nearly halved over just three decades, and the five-year exit risk for companies traded in the US now stands at 32 percent. What can CEOs do to drive both performance and longevity?
Superior investment performance by asset managers is no guarantee of increased market share. Achieving growth requires generating more value from go-to-market capabilities—notably marketing, sales, and pricing.
China has become a two-speed consumer market. The optimistic, “high-speed” market disproportionately consists of middle- to upper-middle-class and affluent households that are powering consumer spending.
Many decentralized companies have practices that vary widely across sites. Correcting this—and implementing advanced techniques such as lean—requires a company-wide production system that establishes the right degree of standardization.
A sea change is under way in the automotive-supply, construction equipment, and chemical industries as rapidly growing emerging-market companies challenge the global leadership of multinational corporations.
A new and more complex phase of globalization has begun. Rather than determine whether their companies should go global, CEOs must now figure out how they can do so in a way that works for the long term.