Copyright © 2009, SAS Institute Inc. All rights reserved ... · Positioning for the Future...
26
Copyright © 2009, SAS Institute Inc. All rights reserved. Company Confidential - For Internal Use Only
Transcript of Copyright © 2009, SAS Institute Inc. All rights reserved ... · Positioning for the Future...
Copyright copy 2009 SAS Institute Inc All rights reserved Company Confidential - For Internal Use Only
Copyright copy 2011 SAS Institute Inc All rights reserved
Keynote Identifying Your Companys Hidden Potential
Paul Nunes
Executive Director of Research for
the Institute for High Performance
Accenture
Copyright copy 2011 Accenture All Rights Reserved Accenture its logo and High Performance Delivered are trademarks of Accenture
Jumping the S-Curve
A cautionary talehellip
Some companies keep the hits cominghellip
Accenturersquos Definition of High Performance
Business
Performance
Time
First
Industry-Leading
Business
Second
Industry-Leading
Business
Third
Industry-Leading
Business
The Path of
High Performers
High Performance Consists of a Series of Climbs and Jumps Across S-curves
Nearly A Decade Of Research 31 Industry Peer sets grows to over 80
bull Began in Fall 2003
bull 5 dimensions of analysis 13 key metrics
Profitability
Growth
Positioning for the Future
Longevity
Consistency
Peer
Comp Longevity Profitability Growth FV Consistency
Avg
Score
3 Year
TRS
5 Year
TRS
7 Year
TRS
10 Year
TRS
3 Year
Spread 7 Year Spread
3 Yr Rev
CAGR
7 Yr Rev
CAGR Change Level
Rev
Growth Speed FV
Company 1 A B B B B A A B B B A A A A
Company 2 B C D B B A A C C C B C B A
Company 3 B- A A A A B C D D B C D D A
Company 4 B- B B B D C C C C B C C A A
Company 5 B- C C B C D C B B B C A D B
Company 6 B- B B A C C C C C B D A D C
Company 7 B- A A A B F F A A B D B F F
Company 8 C+ F F F F A A C D F A D A A
Company 9 C+ B A A A D D C B B D C F F
Company 10 C+ C D F D B B C D F C F A A
Company 11 C D D D D C C C D C C D B B
Company 12 C D D C B C C C C D D C A F
Company 13 C C A D F F F A A C D B F F
Company 14 C C C C B D D C C C D B F F
Company 15 C- C D C B C D D D C D F D D
Company 16 C- D F D D D C D D B D F C D
Company 17 D+ F D D C C D F D D D F B D
Company 18 D+ D C D D D D F F B D D F D
Company 19 D+ F F D F F D D F F F D F F
Detailed Scorecard (Example)
How Did They Do
HPB Companies comprise of the following 3M Adobe Apple Avon Products Best Buy Cisco Clorox Colgate-Palmolive Danaher General Electric The Home Depot Illinois Tool Works Intel JPM Chase Kellogg Nike Nintendo Nordstrom Novo Nordisk Pepsico Porsche Automobil Holding SE Procter amp Gamble Reckitt Benckiser Samsung Electronics Schlumberger Southwest Airlines Target Tesco Toyota Wal-Mart Wells Fargo Whirlpool Roche Holding
542
238
233
278
131
235
106
00
05
10
15
20
25
30
35
40
45
50
55
60
65
702 703 104 700 194 794 796 797 798 799 795 701 103 102 101 100 199 198 197 196 195
Hang Seng Index
Russell 3000 Index
Dow Jones Industrial Average
NYSE Composite Index
Average of HPB Companies
SampP 500 Index
FTSE All-Share Index (GBP)
Value of US$1 invested in Jan 1994
Value of US$1 invested in Jan 2004
264
113119
111
139
124
183
00
02
04
06
08
10
12
14
16
18
20
22
24
26
28
709 108 705 106 706 707 708 109 104 704 105 111 110 710 107
Average of HPB Companies
SampP 500 Index
Russell 3000 Index
Dow Jones Industrial Average
Hang Seng Index
NYSE Composite Index
FTSE All-Share Index (GBP)
The Imperative to Jump S-Curves Today
1 Stalling Usually Results In Stopping
2 Company Life Spans Are Growing Shorter
3 Global Competition Is Intensifying
4 Downturns Dont Lengthen Curves
They Shorten Them
Expected
Reality
Revenue
Time
Building and Sustaining High
Performance Discovering the Hidden S-
Curves
Hidden S-curves
Competition
Capabilities
Talent
Financial performance curve
Copyright copy 2011 Accenture All Rights Reserved 10
Maturity
Time
bull The Elements of Successfully Climbing and Jumping
Building and Sustaining High
Performance
Hidden S-curves of competition
Continual market relevance Competition
Capabilities Early commitment to new capabilities
Talent Constant talent surplus
Superior market focus
Distinctive capabilities
Serious talent
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to ldquobig enough market insightsrdquo
Superior market focus
Competition
A Big Enough Market Insight (BEMI)
0
5000
10000
15000
20000
25000
30000
35000
40000
0
1
2
3
4
5
6
7
8
Percent of US population with Diabetes
Novo Nordisk Sales (DKK millions)
DKK
millions
2000 2030
Rank Country
People with
diabetes
(millions)
Country
People with
diabetes
(millions)
1 India 317 India 794
2 China 208 China 423
3 US 177 US 303
4 Indonesia 84 Indonesia 213
5 Japan 68 Pakistan 139
6 Pakistan 52 Brazil 113
7 Russian
Federation 46 Bangladesh 111
8 Brazil 46 Japan 89
9 Italy 43 Philippines 78
10 Bangladesh 32 Egypt 67
Percentage of Civilian Population with Diagnosed Diabetes United States 1980ndash2007
CDC Diabetes Program httpwwwcdcgovdiabetesstatisticsprevnationalfigbyagehtm
Novo Nordisk Annual Financial Reports
WHO Diabetes Care Vol 27 No 5 (May 2004)
wwwwhointdiabetesfactsendiabcare0504pdf
Estimated Cases of Diabetes
Diabetes in the US amp Novo Nordisk Sales
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
9-10
4-7 55
0
1
2
3
4
5
6
7
8
9
10
Early DisposableDiapers
Diaper deliveryservices (including
laundering)
PampGs Pampers
Cents per diaper (1960s)
Diaper Options
Disposable Diapers
PampG calculated that a retail
price of 62 cents per diaper
would stimulate mass
demand
Threshold Competence before
Scaling
73
76
78
58
61
63
50
55
60
65
70
75
80
Celsior (LS400) Mercedes 420SE560 SE
BMW 735i
Decibels of Noise
Luxury Cars
Lexus vs Top Competitors
at 124mph
at 62mph
Source Jeffrey K Liker ldquoThe Toyota Way 14 Management Principles from the Worldrsquos Greatest Manufacturerrdquo (New York McGraw-Hill 2004) pages 47-50
Sources David Mayle Managing Innovation and Change pg 142 Michael Porter Cases in competitive strategy pg 143
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
Talent Serious talent
Become worthy through shared high expectations
Worthy of Serious Talent
Reliability Through a culture of honor
Predictability Through mutual accountability
Capability Through pervasive competence
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Edge-Centric Strategy
Edge of control Make strategy planning a continuous
exercise but not a permanent process
Edge of organization Pay attention to insights that arise from
the periphery of the organization
Edge of market Go beyond traditional sources of
information to gain crucial market insights
19 Copyright copy 2011 Accenture All Rights Reserved
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities
Evolve top team early to build new capabilities
Top Teams that Change Ahead of the Curve
bull Seek to evolve continually not just to replace
bull Create the right candidate for the right moment
Establish a Pattern of Early Renewal
Balance the Top Team for a Foot in Today and
Tomorrow
Organize to Avoid Overload
bull Get creative to balance vision and execution
bull Guarantee diversity of viewpoints not just people
bull Never underestimate the power of small changes
bull Create top teams within top teams
bull Manage down the time spent managing
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities Evolve top team early to build new capabilities
Talent
Constant talent surplus
Create a ldquohothouserdquo of talent
bull Hire for long-
term fit not short-term needs
bull Donrsquot stop choosing after hiring
Hothouses of Talent
Establish ldquoHotbedrdquo Conditions
to create a surplus of talent
Hire for life Create strength from stress
Cultivate hardiness through variety
bull Give people
assignments rather than jobs
bull Simplify
essential processes
bull Clear a path to the top step by step
bull Get employees
out more
bull Make sure theyrsquore all in it together
Provide room to grow
Your S-Curve Is Likely Shorter
Than You Think
Cloud Computing
Consumers in Emerging
Markets
Mobility
Global Talent Scarcity
Smart Infrastructure
Solutions
Sustainability
Business Analytics
Digital Marketing
Disruptive Forces
bullHow will you learn of important new trendsmdashand what role will strategy analytics play
bullHow can customer analytics help you determine the exact thresholds of competence you need to successfully launch a new offering
bullHow worthy of serious talent is your company really and how can you know
bullHow can analytics bring ideas and opportunities from your periphery to your center
bullHow can talent analytics help you determine who should be on your top team both today and tomorrow
bullHow can you better know and allocate the talent you have and see how much more you really you need to jump the S-curve
Questions to Consider
Copyright copy 2011 Accenture All Rights Reserved 25
Copyright copy 2009 SAS Institute Inc All rights reserved Company Confidential - For Internal Use Only
Copyright copy 2011 SAS Institute Inc All rights reserved
Keynote Identifying Your Companys Hidden Potential
Paul Nunes
Executive Director of Research for
the Institute for High Performance
Accenture
Copyright copy 2011 Accenture All Rights Reserved Accenture its logo and High Performance Delivered are trademarks of Accenture
Jumping the S-Curve
A cautionary talehellip
Some companies keep the hits cominghellip
Accenturersquos Definition of High Performance
Business
Performance
Time
First
Industry-Leading
Business
Second
Industry-Leading
Business
Third
Industry-Leading
Business
The Path of
High Performers
High Performance Consists of a Series of Climbs and Jumps Across S-curves
Nearly A Decade Of Research 31 Industry Peer sets grows to over 80
bull Began in Fall 2003
bull 5 dimensions of analysis 13 key metrics
Profitability
Growth
Positioning for the Future
Longevity
Consistency
Peer
Comp Longevity Profitability Growth FV Consistency
Avg
Score
3 Year
TRS
5 Year
TRS
7 Year
TRS
10 Year
TRS
3 Year
Spread 7 Year Spread
3 Yr Rev
CAGR
7 Yr Rev
CAGR Change Level
Rev
Growth Speed FV
Company 1 A B B B B A A B B B A A A A
Company 2 B C D B B A A C C C B C B A
Company 3 B- A A A A B C D D B C D D A
Company 4 B- B B B D C C C C B C C A A
Company 5 B- C C B C D C B B B C A D B
Company 6 B- B B A C C C C C B D A D C
Company 7 B- A A A B F F A A B D B F F
Company 8 C+ F F F F A A C D F A D A A
Company 9 C+ B A A A D D C B B D C F F
Company 10 C+ C D F D B B C D F C F A A
Company 11 C D D D D C C C D C C D B B
Company 12 C D D C B C C C C D D C A F
Company 13 C C A D F F F A A C D B F F
Company 14 C C C C B D D C C C D B F F
Company 15 C- C D C B C D D D C D F D D
Company 16 C- D F D D D C D D B D F C D
Company 17 D+ F D D C C D F D D D F B D
Company 18 D+ D C D D D D F F B D D F D
Company 19 D+ F F D F F D D F F F D F F
Detailed Scorecard (Example)
How Did They Do
HPB Companies comprise of the following 3M Adobe Apple Avon Products Best Buy Cisco Clorox Colgate-Palmolive Danaher General Electric The Home Depot Illinois Tool Works Intel JPM Chase Kellogg Nike Nintendo Nordstrom Novo Nordisk Pepsico Porsche Automobil Holding SE Procter amp Gamble Reckitt Benckiser Samsung Electronics Schlumberger Southwest Airlines Target Tesco Toyota Wal-Mart Wells Fargo Whirlpool Roche Holding
542
238
233
278
131
235
106
00
05
10
15
20
25
30
35
40
45
50
55
60
65
702 703 104 700 194 794 796 797 798 799 795 701 103 102 101 100 199 198 197 196 195
Hang Seng Index
Russell 3000 Index
Dow Jones Industrial Average
NYSE Composite Index
Average of HPB Companies
SampP 500 Index
FTSE All-Share Index (GBP)
Value of US$1 invested in Jan 1994
Value of US$1 invested in Jan 2004
264
113119
111
139
124
183
00
02
04
06
08
10
12
14
16
18
20
22
24
26
28
709 108 705 106 706 707 708 109 104 704 105 111 110 710 107
Average of HPB Companies
SampP 500 Index
Russell 3000 Index
Dow Jones Industrial Average
Hang Seng Index
NYSE Composite Index
FTSE All-Share Index (GBP)
The Imperative to Jump S-Curves Today
1 Stalling Usually Results In Stopping
2 Company Life Spans Are Growing Shorter
3 Global Competition Is Intensifying
4 Downturns Dont Lengthen Curves
They Shorten Them
Expected
Reality
Revenue
Time
Building and Sustaining High
Performance Discovering the Hidden S-
Curves
Hidden S-curves
Competition
Capabilities
Talent
Financial performance curve
Copyright copy 2011 Accenture All Rights Reserved 10
Maturity
Time
bull The Elements of Successfully Climbing and Jumping
Building and Sustaining High
Performance
Hidden S-curves of competition
Continual market relevance Competition
Capabilities Early commitment to new capabilities
Talent Constant talent surplus
Superior market focus
Distinctive capabilities
Serious talent
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to ldquobig enough market insightsrdquo
Superior market focus
Competition
A Big Enough Market Insight (BEMI)
0
5000
10000
15000
20000
25000
30000
35000
40000
0
1
2
3
4
5
6
7
8
Percent of US population with Diabetes
Novo Nordisk Sales (DKK millions)
DKK
millions
2000 2030
Rank Country
People with
diabetes
(millions)
Country
People with
diabetes
(millions)
1 India 317 India 794
2 China 208 China 423
3 US 177 US 303
4 Indonesia 84 Indonesia 213
5 Japan 68 Pakistan 139
6 Pakistan 52 Brazil 113
7 Russian
Federation 46 Bangladesh 111
8 Brazil 46 Japan 89
9 Italy 43 Philippines 78
10 Bangladesh 32 Egypt 67
Percentage of Civilian Population with Diagnosed Diabetes United States 1980ndash2007
CDC Diabetes Program httpwwwcdcgovdiabetesstatisticsprevnationalfigbyagehtm
Novo Nordisk Annual Financial Reports
WHO Diabetes Care Vol 27 No 5 (May 2004)
wwwwhointdiabetesfactsendiabcare0504pdf
Estimated Cases of Diabetes
Diabetes in the US amp Novo Nordisk Sales
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
9-10
4-7 55
0
1
2
3
4
5
6
7
8
9
10
Early DisposableDiapers
Diaper deliveryservices (including
laundering)
PampGs Pampers
Cents per diaper (1960s)
Diaper Options
Disposable Diapers
PampG calculated that a retail
price of 62 cents per diaper
would stimulate mass
demand
Threshold Competence before
Scaling
73
76
78
58
61
63
50
55
60
65
70
75
80
Celsior (LS400) Mercedes 420SE560 SE
BMW 735i
Decibels of Noise
Luxury Cars
Lexus vs Top Competitors
at 124mph
at 62mph
Source Jeffrey K Liker ldquoThe Toyota Way 14 Management Principles from the Worldrsquos Greatest Manufacturerrdquo (New York McGraw-Hill 2004) pages 47-50
Sources David Mayle Managing Innovation and Change pg 142 Michael Porter Cases in competitive strategy pg 143
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
Talent Serious talent
Become worthy through shared high expectations
Worthy of Serious Talent
Reliability Through a culture of honor
Predictability Through mutual accountability
Capability Through pervasive competence
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Edge-Centric Strategy
Edge of control Make strategy planning a continuous
exercise but not a permanent process
Edge of organization Pay attention to insights that arise from
the periphery of the organization
Edge of market Go beyond traditional sources of
information to gain crucial market insights
19 Copyright copy 2011 Accenture All Rights Reserved
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities
Evolve top team early to build new capabilities
Top Teams that Change Ahead of the Curve
bull Seek to evolve continually not just to replace
bull Create the right candidate for the right moment
Establish a Pattern of Early Renewal
Balance the Top Team for a Foot in Today and
Tomorrow
Organize to Avoid Overload
bull Get creative to balance vision and execution
bull Guarantee diversity of viewpoints not just people
bull Never underestimate the power of small changes
bull Create top teams within top teams
bull Manage down the time spent managing
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities Evolve top team early to build new capabilities
Talent
Constant talent surplus
Create a ldquohothouserdquo of talent
bull Hire for long-
term fit not short-term needs
bull Donrsquot stop choosing after hiring
Hothouses of Talent
Establish ldquoHotbedrdquo Conditions
to create a surplus of talent
Hire for life Create strength from stress
Cultivate hardiness through variety
bull Give people
assignments rather than jobs
bull Simplify
essential processes
bull Clear a path to the top step by step
bull Get employees
out more
bull Make sure theyrsquore all in it together
Provide room to grow
Your S-Curve Is Likely Shorter
Than You Think
Cloud Computing
Consumers in Emerging
Markets
Mobility
Global Talent Scarcity
Smart Infrastructure
Solutions
Sustainability
Business Analytics
Digital Marketing
Disruptive Forces
bullHow will you learn of important new trendsmdashand what role will strategy analytics play
bullHow can customer analytics help you determine the exact thresholds of competence you need to successfully launch a new offering
bullHow worthy of serious talent is your company really and how can you know
bullHow can analytics bring ideas and opportunities from your periphery to your center
bullHow can talent analytics help you determine who should be on your top team both today and tomorrow
bullHow can you better know and allocate the talent you have and see how much more you really you need to jump the S-curve
Questions to Consider
Copyright copy 2011 Accenture All Rights Reserved 25
Copyright copy 2009 SAS Institute Inc All rights reserved Company Confidential - For Internal Use Only
Copyright copy 2011 Accenture All Rights Reserved Accenture its logo and High Performance Delivered are trademarks of Accenture
Jumping the S-Curve
A cautionary talehellip
Some companies keep the hits cominghellip
Accenturersquos Definition of High Performance
Business
Performance
Time
First
Industry-Leading
Business
Second
Industry-Leading
Business
Third
Industry-Leading
Business
The Path of
High Performers
High Performance Consists of a Series of Climbs and Jumps Across S-curves
Nearly A Decade Of Research 31 Industry Peer sets grows to over 80
bull Began in Fall 2003
bull 5 dimensions of analysis 13 key metrics
Profitability
Growth
Positioning for the Future
Longevity
Consistency
Peer
Comp Longevity Profitability Growth FV Consistency
Avg
Score
3 Year
TRS
5 Year
TRS
7 Year
TRS
10 Year
TRS
3 Year
Spread 7 Year Spread
3 Yr Rev
CAGR
7 Yr Rev
CAGR Change Level
Rev
Growth Speed FV
Company 1 A B B B B A A B B B A A A A
Company 2 B C D B B A A C C C B C B A
Company 3 B- A A A A B C D D B C D D A
Company 4 B- B B B D C C C C B C C A A
Company 5 B- C C B C D C B B B C A D B
Company 6 B- B B A C C C C C B D A D C
Company 7 B- A A A B F F A A B D B F F
Company 8 C+ F F F F A A C D F A D A A
Company 9 C+ B A A A D D C B B D C F F
Company 10 C+ C D F D B B C D F C F A A
Company 11 C D D D D C C C D C C D B B
Company 12 C D D C B C C C C D D C A F
Company 13 C C A D F F F A A C D B F F
Company 14 C C C C B D D C C C D B F F
Company 15 C- C D C B C D D D C D F D D
Company 16 C- D F D D D C D D B D F C D
Company 17 D+ F D D C C D F D D D F B D
Company 18 D+ D C D D D D F F B D D F D
Company 19 D+ F F D F F D D F F F D F F
Detailed Scorecard (Example)
How Did They Do
HPB Companies comprise of the following 3M Adobe Apple Avon Products Best Buy Cisco Clorox Colgate-Palmolive Danaher General Electric The Home Depot Illinois Tool Works Intel JPM Chase Kellogg Nike Nintendo Nordstrom Novo Nordisk Pepsico Porsche Automobil Holding SE Procter amp Gamble Reckitt Benckiser Samsung Electronics Schlumberger Southwest Airlines Target Tesco Toyota Wal-Mart Wells Fargo Whirlpool Roche Holding
542
238
233
278
131
235
106
00
05
10
15
20
25
30
35
40
45
50
55
60
65
702 703 104 700 194 794 796 797 798 799 795 701 103 102 101 100 199 198 197 196 195
Hang Seng Index
Russell 3000 Index
Dow Jones Industrial Average
NYSE Composite Index
Average of HPB Companies
SampP 500 Index
FTSE All-Share Index (GBP)
Value of US$1 invested in Jan 1994
Value of US$1 invested in Jan 2004
264
113119
111
139
124
183
00
02
04
06
08
10
12
14
16
18
20
22
24
26
28
709 108 705 106 706 707 708 109 104 704 105 111 110 710 107
Average of HPB Companies
SampP 500 Index
Russell 3000 Index
Dow Jones Industrial Average
Hang Seng Index
NYSE Composite Index
FTSE All-Share Index (GBP)
The Imperative to Jump S-Curves Today
1 Stalling Usually Results In Stopping
2 Company Life Spans Are Growing Shorter
3 Global Competition Is Intensifying
4 Downturns Dont Lengthen Curves
They Shorten Them
Expected
Reality
Revenue
Time
Building and Sustaining High
Performance Discovering the Hidden S-
Curves
Hidden S-curves
Competition
Capabilities
Talent
Financial performance curve
Copyright copy 2011 Accenture All Rights Reserved 10
Maturity
Time
bull The Elements of Successfully Climbing and Jumping
Building and Sustaining High
Performance
Hidden S-curves of competition
Continual market relevance Competition
Capabilities Early commitment to new capabilities
Talent Constant talent surplus
Superior market focus
Distinctive capabilities
Serious talent
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to ldquobig enough market insightsrdquo
Superior market focus
Competition
A Big Enough Market Insight (BEMI)
0
5000
10000
15000
20000
25000
30000
35000
40000
0
1
2
3
4
5
6
7
8
Percent of US population with Diabetes
Novo Nordisk Sales (DKK millions)
DKK
millions
2000 2030
Rank Country
People with
diabetes
(millions)
Country
People with
diabetes
(millions)
1 India 317 India 794
2 China 208 China 423
3 US 177 US 303
4 Indonesia 84 Indonesia 213
5 Japan 68 Pakistan 139
6 Pakistan 52 Brazil 113
7 Russian
Federation 46 Bangladesh 111
8 Brazil 46 Japan 89
9 Italy 43 Philippines 78
10 Bangladesh 32 Egypt 67
Percentage of Civilian Population with Diagnosed Diabetes United States 1980ndash2007
CDC Diabetes Program httpwwwcdcgovdiabetesstatisticsprevnationalfigbyagehtm
Novo Nordisk Annual Financial Reports
WHO Diabetes Care Vol 27 No 5 (May 2004)
wwwwhointdiabetesfactsendiabcare0504pdf
Estimated Cases of Diabetes
Diabetes in the US amp Novo Nordisk Sales
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
9-10
4-7 55
0
1
2
3
4
5
6
7
8
9
10
Early DisposableDiapers
Diaper deliveryservices (including
laundering)
PampGs Pampers
Cents per diaper (1960s)
Diaper Options
Disposable Diapers
PampG calculated that a retail
price of 62 cents per diaper
would stimulate mass
demand
Threshold Competence before
Scaling
73
76
78
58
61
63
50
55
60
65
70
75
80
Celsior (LS400) Mercedes 420SE560 SE
BMW 735i
Decibels of Noise
Luxury Cars
Lexus vs Top Competitors
at 124mph
at 62mph
Source Jeffrey K Liker ldquoThe Toyota Way 14 Management Principles from the Worldrsquos Greatest Manufacturerrdquo (New York McGraw-Hill 2004) pages 47-50
Sources David Mayle Managing Innovation and Change pg 142 Michael Porter Cases in competitive strategy pg 143
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
Talent Serious talent
Become worthy through shared high expectations
Worthy of Serious Talent
Reliability Through a culture of honor
Predictability Through mutual accountability
Capability Through pervasive competence
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Edge-Centric Strategy
Edge of control Make strategy planning a continuous
exercise but not a permanent process
Edge of organization Pay attention to insights that arise from
the periphery of the organization
Edge of market Go beyond traditional sources of
information to gain crucial market insights
19 Copyright copy 2011 Accenture All Rights Reserved
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities
Evolve top team early to build new capabilities
Top Teams that Change Ahead of the Curve
bull Seek to evolve continually not just to replace
bull Create the right candidate for the right moment
Establish a Pattern of Early Renewal
Balance the Top Team for a Foot in Today and
Tomorrow
Organize to Avoid Overload
bull Get creative to balance vision and execution
bull Guarantee diversity of viewpoints not just people
bull Never underestimate the power of small changes
bull Create top teams within top teams
bull Manage down the time spent managing
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities Evolve top team early to build new capabilities
Talent
Constant talent surplus
Create a ldquohothouserdquo of talent
bull Hire for long-
term fit not short-term needs
bull Donrsquot stop choosing after hiring
Hothouses of Talent
Establish ldquoHotbedrdquo Conditions
to create a surplus of talent
Hire for life Create strength from stress
Cultivate hardiness through variety
bull Give people
assignments rather than jobs
bull Simplify
essential processes
bull Clear a path to the top step by step
bull Get employees
out more
bull Make sure theyrsquore all in it together
Provide room to grow
Your S-Curve Is Likely Shorter
Than You Think
Cloud Computing
Consumers in Emerging
Markets
Mobility
Global Talent Scarcity
Smart Infrastructure
Solutions
Sustainability
Business Analytics
Digital Marketing
Disruptive Forces
bullHow will you learn of important new trendsmdashand what role will strategy analytics play
bullHow can customer analytics help you determine the exact thresholds of competence you need to successfully launch a new offering
bullHow worthy of serious talent is your company really and how can you know
bullHow can analytics bring ideas and opportunities from your periphery to your center
bullHow can talent analytics help you determine who should be on your top team both today and tomorrow
bullHow can you better know and allocate the talent you have and see how much more you really you need to jump the S-curve
Questions to Consider
Copyright copy 2011 Accenture All Rights Reserved 25
Copyright copy 2009 SAS Institute Inc All rights reserved Company Confidential - For Internal Use Only
A cautionary talehellip
Some companies keep the hits cominghellip
Accenturersquos Definition of High Performance
Business
Performance
Time
First
Industry-Leading
Business
Second
Industry-Leading
Business
Third
Industry-Leading
Business
The Path of
High Performers
High Performance Consists of a Series of Climbs and Jumps Across S-curves
Nearly A Decade Of Research 31 Industry Peer sets grows to over 80
bull Began in Fall 2003
bull 5 dimensions of analysis 13 key metrics
Profitability
Growth
Positioning for the Future
Longevity
Consistency
Peer
Comp Longevity Profitability Growth FV Consistency
Avg
Score
3 Year
TRS
5 Year
TRS
7 Year
TRS
10 Year
TRS
3 Year
Spread 7 Year Spread
3 Yr Rev
CAGR
7 Yr Rev
CAGR Change Level
Rev
Growth Speed FV
Company 1 A B B B B A A B B B A A A A
Company 2 B C D B B A A C C C B C B A
Company 3 B- A A A A B C D D B C D D A
Company 4 B- B B B D C C C C B C C A A
Company 5 B- C C B C D C B B B C A D B
Company 6 B- B B A C C C C C B D A D C
Company 7 B- A A A B F F A A B D B F F
Company 8 C+ F F F F A A C D F A D A A
Company 9 C+ B A A A D D C B B D C F F
Company 10 C+ C D F D B B C D F C F A A
Company 11 C D D D D C C C D C C D B B
Company 12 C D D C B C C C C D D C A F
Company 13 C C A D F F F A A C D B F F
Company 14 C C C C B D D C C C D B F F
Company 15 C- C D C B C D D D C D F D D
Company 16 C- D F D D D C D D B D F C D
Company 17 D+ F D D C C D F D D D F B D
Company 18 D+ D C D D D D F F B D D F D
Company 19 D+ F F D F F D D F F F D F F
Detailed Scorecard (Example)
How Did They Do
HPB Companies comprise of the following 3M Adobe Apple Avon Products Best Buy Cisco Clorox Colgate-Palmolive Danaher General Electric The Home Depot Illinois Tool Works Intel JPM Chase Kellogg Nike Nintendo Nordstrom Novo Nordisk Pepsico Porsche Automobil Holding SE Procter amp Gamble Reckitt Benckiser Samsung Electronics Schlumberger Southwest Airlines Target Tesco Toyota Wal-Mart Wells Fargo Whirlpool Roche Holding
542
238
233
278
131
235
106
00
05
10
15
20
25
30
35
40
45
50
55
60
65
702 703 104 700 194 794 796 797 798 799 795 701 103 102 101 100 199 198 197 196 195
Hang Seng Index
Russell 3000 Index
Dow Jones Industrial Average
NYSE Composite Index
Average of HPB Companies
SampP 500 Index
FTSE All-Share Index (GBP)
Value of US$1 invested in Jan 1994
Value of US$1 invested in Jan 2004
264
113119
111
139
124
183
00
02
04
06
08
10
12
14
16
18
20
22
24
26
28
709 108 705 106 706 707 708 109 104 704 105 111 110 710 107
Average of HPB Companies
SampP 500 Index
Russell 3000 Index
Dow Jones Industrial Average
Hang Seng Index
NYSE Composite Index
FTSE All-Share Index (GBP)
The Imperative to Jump S-Curves Today
1 Stalling Usually Results In Stopping
2 Company Life Spans Are Growing Shorter
3 Global Competition Is Intensifying
4 Downturns Dont Lengthen Curves
They Shorten Them
Expected
Reality
Revenue
Time
Building and Sustaining High
Performance Discovering the Hidden S-
Curves
Hidden S-curves
Competition
Capabilities
Talent
Financial performance curve
Copyright copy 2011 Accenture All Rights Reserved 10
Maturity
Time
bull The Elements of Successfully Climbing and Jumping
Building and Sustaining High
Performance
Hidden S-curves of competition
Continual market relevance Competition
Capabilities Early commitment to new capabilities
Talent Constant talent surplus
Superior market focus
Distinctive capabilities
Serious talent
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to ldquobig enough market insightsrdquo
Superior market focus
Competition
A Big Enough Market Insight (BEMI)
0
5000
10000
15000
20000
25000
30000
35000
40000
0
1
2
3
4
5
6
7
8
Percent of US population with Diabetes
Novo Nordisk Sales (DKK millions)
DKK
millions
2000 2030
Rank Country
People with
diabetes
(millions)
Country
People with
diabetes
(millions)
1 India 317 India 794
2 China 208 China 423
3 US 177 US 303
4 Indonesia 84 Indonesia 213
5 Japan 68 Pakistan 139
6 Pakistan 52 Brazil 113
7 Russian
Federation 46 Bangladesh 111
8 Brazil 46 Japan 89
9 Italy 43 Philippines 78
10 Bangladesh 32 Egypt 67
Percentage of Civilian Population with Diagnosed Diabetes United States 1980ndash2007
CDC Diabetes Program httpwwwcdcgovdiabetesstatisticsprevnationalfigbyagehtm
Novo Nordisk Annual Financial Reports
WHO Diabetes Care Vol 27 No 5 (May 2004)
wwwwhointdiabetesfactsendiabcare0504pdf
Estimated Cases of Diabetes
Diabetes in the US amp Novo Nordisk Sales
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
9-10
4-7 55
0
1
2
3
4
5
6
7
8
9
10
Early DisposableDiapers
Diaper deliveryservices (including
laundering)
PampGs Pampers
Cents per diaper (1960s)
Diaper Options
Disposable Diapers
PampG calculated that a retail
price of 62 cents per diaper
would stimulate mass
demand
Threshold Competence before
Scaling
73
76
78
58
61
63
50
55
60
65
70
75
80
Celsior (LS400) Mercedes 420SE560 SE
BMW 735i
Decibels of Noise
Luxury Cars
Lexus vs Top Competitors
at 124mph
at 62mph
Source Jeffrey K Liker ldquoThe Toyota Way 14 Management Principles from the Worldrsquos Greatest Manufacturerrdquo (New York McGraw-Hill 2004) pages 47-50
Sources David Mayle Managing Innovation and Change pg 142 Michael Porter Cases in competitive strategy pg 143
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
Talent Serious talent
Become worthy through shared high expectations
Worthy of Serious Talent
Reliability Through a culture of honor
Predictability Through mutual accountability
Capability Through pervasive competence
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Edge-Centric Strategy
Edge of control Make strategy planning a continuous
exercise but not a permanent process
Edge of organization Pay attention to insights that arise from
the periphery of the organization
Edge of market Go beyond traditional sources of
information to gain crucial market insights
19 Copyright copy 2011 Accenture All Rights Reserved
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities
Evolve top team early to build new capabilities
Top Teams that Change Ahead of the Curve
bull Seek to evolve continually not just to replace
bull Create the right candidate for the right moment
Establish a Pattern of Early Renewal
Balance the Top Team for a Foot in Today and
Tomorrow
Organize to Avoid Overload
bull Get creative to balance vision and execution
bull Guarantee diversity of viewpoints not just people
bull Never underestimate the power of small changes
bull Create top teams within top teams
bull Manage down the time spent managing
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities Evolve top team early to build new capabilities
Talent
Constant talent surplus
Create a ldquohothouserdquo of talent
bull Hire for long-
term fit not short-term needs
bull Donrsquot stop choosing after hiring
Hothouses of Talent
Establish ldquoHotbedrdquo Conditions
to create a surplus of talent
Hire for life Create strength from stress
Cultivate hardiness through variety
bull Give people
assignments rather than jobs
bull Simplify
essential processes
bull Clear a path to the top step by step
bull Get employees
out more
bull Make sure theyrsquore all in it together
Provide room to grow
Your S-Curve Is Likely Shorter
Than You Think
Cloud Computing
Consumers in Emerging
Markets
Mobility
Global Talent Scarcity
Smart Infrastructure
Solutions
Sustainability
Business Analytics
Digital Marketing
Disruptive Forces
bullHow will you learn of important new trendsmdashand what role will strategy analytics play
bullHow can customer analytics help you determine the exact thresholds of competence you need to successfully launch a new offering
bullHow worthy of serious talent is your company really and how can you know
bullHow can analytics bring ideas and opportunities from your periphery to your center
bullHow can talent analytics help you determine who should be on your top team both today and tomorrow
bullHow can you better know and allocate the talent you have and see how much more you really you need to jump the S-curve
Questions to Consider
Copyright copy 2011 Accenture All Rights Reserved 25
Copyright copy 2009 SAS Institute Inc All rights reserved Company Confidential - For Internal Use Only
Some companies keep the hits cominghellip
Accenturersquos Definition of High Performance
Business
Performance
Time
First
Industry-Leading
Business
Second
Industry-Leading
Business
Third
Industry-Leading
Business
The Path of
High Performers
High Performance Consists of a Series of Climbs and Jumps Across S-curves
Nearly A Decade Of Research 31 Industry Peer sets grows to over 80
bull Began in Fall 2003
bull 5 dimensions of analysis 13 key metrics
Profitability
Growth
Positioning for the Future
Longevity
Consistency
Peer
Comp Longevity Profitability Growth FV Consistency
Avg
Score
3 Year
TRS
5 Year
TRS
7 Year
TRS
10 Year
TRS
3 Year
Spread 7 Year Spread
3 Yr Rev
CAGR
7 Yr Rev
CAGR Change Level
Rev
Growth Speed FV
Company 1 A B B B B A A B B B A A A A
Company 2 B C D B B A A C C C B C B A
Company 3 B- A A A A B C D D B C D D A
Company 4 B- B B B D C C C C B C C A A
Company 5 B- C C B C D C B B B C A D B
Company 6 B- B B A C C C C C B D A D C
Company 7 B- A A A B F F A A B D B F F
Company 8 C+ F F F F A A C D F A D A A
Company 9 C+ B A A A D D C B B D C F F
Company 10 C+ C D F D B B C D F C F A A
Company 11 C D D D D C C C D C C D B B
Company 12 C D D C B C C C C D D C A F
Company 13 C C A D F F F A A C D B F F
Company 14 C C C C B D D C C C D B F F
Company 15 C- C D C B C D D D C D F D D
Company 16 C- D F D D D C D D B D F C D
Company 17 D+ F D D C C D F D D D F B D
Company 18 D+ D C D D D D F F B D D F D
Company 19 D+ F F D F F D D F F F D F F
Detailed Scorecard (Example)
How Did They Do
HPB Companies comprise of the following 3M Adobe Apple Avon Products Best Buy Cisco Clorox Colgate-Palmolive Danaher General Electric The Home Depot Illinois Tool Works Intel JPM Chase Kellogg Nike Nintendo Nordstrom Novo Nordisk Pepsico Porsche Automobil Holding SE Procter amp Gamble Reckitt Benckiser Samsung Electronics Schlumberger Southwest Airlines Target Tesco Toyota Wal-Mart Wells Fargo Whirlpool Roche Holding
542
238
233
278
131
235
106
00
05
10
15
20
25
30
35
40
45
50
55
60
65
702 703 104 700 194 794 796 797 798 799 795 701 103 102 101 100 199 198 197 196 195
Hang Seng Index
Russell 3000 Index
Dow Jones Industrial Average
NYSE Composite Index
Average of HPB Companies
SampP 500 Index
FTSE All-Share Index (GBP)
Value of US$1 invested in Jan 1994
Value of US$1 invested in Jan 2004
264
113119
111
139
124
183
00
02
04
06
08
10
12
14
16
18
20
22
24
26
28
709 108 705 106 706 707 708 109 104 704 105 111 110 710 107
Average of HPB Companies
SampP 500 Index
Russell 3000 Index
Dow Jones Industrial Average
Hang Seng Index
NYSE Composite Index
FTSE All-Share Index (GBP)
The Imperative to Jump S-Curves Today
1 Stalling Usually Results In Stopping
2 Company Life Spans Are Growing Shorter
3 Global Competition Is Intensifying
4 Downturns Dont Lengthen Curves
They Shorten Them
Expected
Reality
Revenue
Time
Building and Sustaining High
Performance Discovering the Hidden S-
Curves
Hidden S-curves
Competition
Capabilities
Talent
Financial performance curve
Copyright copy 2011 Accenture All Rights Reserved 10
Maturity
Time
bull The Elements of Successfully Climbing and Jumping
Building and Sustaining High
Performance
Hidden S-curves of competition
Continual market relevance Competition
Capabilities Early commitment to new capabilities
Talent Constant talent surplus
Superior market focus
Distinctive capabilities
Serious talent
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to ldquobig enough market insightsrdquo
Superior market focus
Competition
A Big Enough Market Insight (BEMI)
0
5000
10000
15000
20000
25000
30000
35000
40000
0
1
2
3
4
5
6
7
8
Percent of US population with Diabetes
Novo Nordisk Sales (DKK millions)
DKK
millions
2000 2030
Rank Country
People with
diabetes
(millions)
Country
People with
diabetes
(millions)
1 India 317 India 794
2 China 208 China 423
3 US 177 US 303
4 Indonesia 84 Indonesia 213
5 Japan 68 Pakistan 139
6 Pakistan 52 Brazil 113
7 Russian
Federation 46 Bangladesh 111
8 Brazil 46 Japan 89
9 Italy 43 Philippines 78
10 Bangladesh 32 Egypt 67
Percentage of Civilian Population with Diagnosed Diabetes United States 1980ndash2007
CDC Diabetes Program httpwwwcdcgovdiabetesstatisticsprevnationalfigbyagehtm
Novo Nordisk Annual Financial Reports
WHO Diabetes Care Vol 27 No 5 (May 2004)
wwwwhointdiabetesfactsendiabcare0504pdf
Estimated Cases of Diabetes
Diabetes in the US amp Novo Nordisk Sales
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
9-10
4-7 55
0
1
2
3
4
5
6
7
8
9
10
Early DisposableDiapers
Diaper deliveryservices (including
laundering)
PampGs Pampers
Cents per diaper (1960s)
Diaper Options
Disposable Diapers
PampG calculated that a retail
price of 62 cents per diaper
would stimulate mass
demand
Threshold Competence before
Scaling
73
76
78
58
61
63
50
55
60
65
70
75
80
Celsior (LS400) Mercedes 420SE560 SE
BMW 735i
Decibels of Noise
Luxury Cars
Lexus vs Top Competitors
at 124mph
at 62mph
Source Jeffrey K Liker ldquoThe Toyota Way 14 Management Principles from the Worldrsquos Greatest Manufacturerrdquo (New York McGraw-Hill 2004) pages 47-50
Sources David Mayle Managing Innovation and Change pg 142 Michael Porter Cases in competitive strategy pg 143
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
Talent Serious talent
Become worthy through shared high expectations
Worthy of Serious Talent
Reliability Through a culture of honor
Predictability Through mutual accountability
Capability Through pervasive competence
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Edge-Centric Strategy
Edge of control Make strategy planning a continuous
exercise but not a permanent process
Edge of organization Pay attention to insights that arise from
the periphery of the organization
Edge of market Go beyond traditional sources of
information to gain crucial market insights
19 Copyright copy 2011 Accenture All Rights Reserved
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities
Evolve top team early to build new capabilities
Top Teams that Change Ahead of the Curve
bull Seek to evolve continually not just to replace
bull Create the right candidate for the right moment
Establish a Pattern of Early Renewal
Balance the Top Team for a Foot in Today and
Tomorrow
Organize to Avoid Overload
bull Get creative to balance vision and execution
bull Guarantee diversity of viewpoints not just people
bull Never underestimate the power of small changes
bull Create top teams within top teams
bull Manage down the time spent managing
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities Evolve top team early to build new capabilities
Talent
Constant talent surplus
Create a ldquohothouserdquo of talent
bull Hire for long-
term fit not short-term needs
bull Donrsquot stop choosing after hiring
Hothouses of Talent
Establish ldquoHotbedrdquo Conditions
to create a surplus of talent
Hire for life Create strength from stress
Cultivate hardiness through variety
bull Give people
assignments rather than jobs
bull Simplify
essential processes
bull Clear a path to the top step by step
bull Get employees
out more
bull Make sure theyrsquore all in it together
Provide room to grow
Your S-Curve Is Likely Shorter
Than You Think
Cloud Computing
Consumers in Emerging
Markets
Mobility
Global Talent Scarcity
Smart Infrastructure
Solutions
Sustainability
Business Analytics
Digital Marketing
Disruptive Forces
bullHow will you learn of important new trendsmdashand what role will strategy analytics play
bullHow can customer analytics help you determine the exact thresholds of competence you need to successfully launch a new offering
bullHow worthy of serious talent is your company really and how can you know
bullHow can analytics bring ideas and opportunities from your periphery to your center
bullHow can talent analytics help you determine who should be on your top team both today and tomorrow
bullHow can you better know and allocate the talent you have and see how much more you really you need to jump the S-curve
Questions to Consider
Copyright copy 2011 Accenture All Rights Reserved 25
Copyright copy 2009 SAS Institute Inc All rights reserved Company Confidential - For Internal Use Only
Accenturersquos Definition of High Performance
Business
Performance
Time
First
Industry-Leading
Business
Second
Industry-Leading
Business
Third
Industry-Leading
Business
The Path of
High Performers
High Performance Consists of a Series of Climbs and Jumps Across S-curves
Nearly A Decade Of Research 31 Industry Peer sets grows to over 80
bull Began in Fall 2003
bull 5 dimensions of analysis 13 key metrics
Profitability
Growth
Positioning for the Future
Longevity
Consistency
Peer
Comp Longevity Profitability Growth FV Consistency
Avg
Score
3 Year
TRS
5 Year
TRS
7 Year
TRS
10 Year
TRS
3 Year
Spread 7 Year Spread
3 Yr Rev
CAGR
7 Yr Rev
CAGR Change Level
Rev
Growth Speed FV
Company 1 A B B B B A A B B B A A A A
Company 2 B C D B B A A C C C B C B A
Company 3 B- A A A A B C D D B C D D A
Company 4 B- B B B D C C C C B C C A A
Company 5 B- C C B C D C B B B C A D B
Company 6 B- B B A C C C C C B D A D C
Company 7 B- A A A B F F A A B D B F F
Company 8 C+ F F F F A A C D F A D A A
Company 9 C+ B A A A D D C B B D C F F
Company 10 C+ C D F D B B C D F C F A A
Company 11 C D D D D C C C D C C D B B
Company 12 C D D C B C C C C D D C A F
Company 13 C C A D F F F A A C D B F F
Company 14 C C C C B D D C C C D B F F
Company 15 C- C D C B C D D D C D F D D
Company 16 C- D F D D D C D D B D F C D
Company 17 D+ F D D C C D F D D D F B D
Company 18 D+ D C D D D D F F B D D F D
Company 19 D+ F F D F F D D F F F D F F
Detailed Scorecard (Example)
How Did They Do
HPB Companies comprise of the following 3M Adobe Apple Avon Products Best Buy Cisco Clorox Colgate-Palmolive Danaher General Electric The Home Depot Illinois Tool Works Intel JPM Chase Kellogg Nike Nintendo Nordstrom Novo Nordisk Pepsico Porsche Automobil Holding SE Procter amp Gamble Reckitt Benckiser Samsung Electronics Schlumberger Southwest Airlines Target Tesco Toyota Wal-Mart Wells Fargo Whirlpool Roche Holding
542
238
233
278
131
235
106
00
05
10
15
20
25
30
35
40
45
50
55
60
65
702 703 104 700 194 794 796 797 798 799 795 701 103 102 101 100 199 198 197 196 195
Hang Seng Index
Russell 3000 Index
Dow Jones Industrial Average
NYSE Composite Index
Average of HPB Companies
SampP 500 Index
FTSE All-Share Index (GBP)
Value of US$1 invested in Jan 1994
Value of US$1 invested in Jan 2004
264
113119
111
139
124
183
00
02
04
06
08
10
12
14
16
18
20
22
24
26
28
709 108 705 106 706 707 708 109 104 704 105 111 110 710 107
Average of HPB Companies
SampP 500 Index
Russell 3000 Index
Dow Jones Industrial Average
Hang Seng Index
NYSE Composite Index
FTSE All-Share Index (GBP)
The Imperative to Jump S-Curves Today
1 Stalling Usually Results In Stopping
2 Company Life Spans Are Growing Shorter
3 Global Competition Is Intensifying
4 Downturns Dont Lengthen Curves
They Shorten Them
Expected
Reality
Revenue
Time
Building and Sustaining High
Performance Discovering the Hidden S-
Curves
Hidden S-curves
Competition
Capabilities
Talent
Financial performance curve
Copyright copy 2011 Accenture All Rights Reserved 10
Maturity
Time
bull The Elements of Successfully Climbing and Jumping
Building and Sustaining High
Performance
Hidden S-curves of competition
Continual market relevance Competition
Capabilities Early commitment to new capabilities
Talent Constant talent surplus
Superior market focus
Distinctive capabilities
Serious talent
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to ldquobig enough market insightsrdquo
Superior market focus
Competition
A Big Enough Market Insight (BEMI)
0
5000
10000
15000
20000
25000
30000
35000
40000
0
1
2
3
4
5
6
7
8
Percent of US population with Diabetes
Novo Nordisk Sales (DKK millions)
DKK
millions
2000 2030
Rank Country
People with
diabetes
(millions)
Country
People with
diabetes
(millions)
1 India 317 India 794
2 China 208 China 423
3 US 177 US 303
4 Indonesia 84 Indonesia 213
5 Japan 68 Pakistan 139
6 Pakistan 52 Brazil 113
7 Russian
Federation 46 Bangladesh 111
8 Brazil 46 Japan 89
9 Italy 43 Philippines 78
10 Bangladesh 32 Egypt 67
Percentage of Civilian Population with Diagnosed Diabetes United States 1980ndash2007
CDC Diabetes Program httpwwwcdcgovdiabetesstatisticsprevnationalfigbyagehtm
Novo Nordisk Annual Financial Reports
WHO Diabetes Care Vol 27 No 5 (May 2004)
wwwwhointdiabetesfactsendiabcare0504pdf
Estimated Cases of Diabetes
Diabetes in the US amp Novo Nordisk Sales
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
9-10
4-7 55
0
1
2
3
4
5
6
7
8
9
10
Early DisposableDiapers
Diaper deliveryservices (including
laundering)
PampGs Pampers
Cents per diaper (1960s)
Diaper Options
Disposable Diapers
PampG calculated that a retail
price of 62 cents per diaper
would stimulate mass
demand
Threshold Competence before
Scaling
73
76
78
58
61
63
50
55
60
65
70
75
80
Celsior (LS400) Mercedes 420SE560 SE
BMW 735i
Decibels of Noise
Luxury Cars
Lexus vs Top Competitors
at 124mph
at 62mph
Source Jeffrey K Liker ldquoThe Toyota Way 14 Management Principles from the Worldrsquos Greatest Manufacturerrdquo (New York McGraw-Hill 2004) pages 47-50
Sources David Mayle Managing Innovation and Change pg 142 Michael Porter Cases in competitive strategy pg 143
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
Talent Serious talent
Become worthy through shared high expectations
Worthy of Serious Talent
Reliability Through a culture of honor
Predictability Through mutual accountability
Capability Through pervasive competence
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Edge-Centric Strategy
Edge of control Make strategy planning a continuous
exercise but not a permanent process
Edge of organization Pay attention to insights that arise from
the periphery of the organization
Edge of market Go beyond traditional sources of
information to gain crucial market insights
19 Copyright copy 2011 Accenture All Rights Reserved
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities
Evolve top team early to build new capabilities
Top Teams that Change Ahead of the Curve
bull Seek to evolve continually not just to replace
bull Create the right candidate for the right moment
Establish a Pattern of Early Renewal
Balance the Top Team for a Foot in Today and
Tomorrow
Organize to Avoid Overload
bull Get creative to balance vision and execution
bull Guarantee diversity of viewpoints not just people
bull Never underestimate the power of small changes
bull Create top teams within top teams
bull Manage down the time spent managing
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities Evolve top team early to build new capabilities
Talent
Constant talent surplus
Create a ldquohothouserdquo of talent
bull Hire for long-
term fit not short-term needs
bull Donrsquot stop choosing after hiring
Hothouses of Talent
Establish ldquoHotbedrdquo Conditions
to create a surplus of talent
Hire for life Create strength from stress
Cultivate hardiness through variety
bull Give people
assignments rather than jobs
bull Simplify
essential processes
bull Clear a path to the top step by step
bull Get employees
out more
bull Make sure theyrsquore all in it together
Provide room to grow
Your S-Curve Is Likely Shorter
Than You Think
Cloud Computing
Consumers in Emerging
Markets
Mobility
Global Talent Scarcity
Smart Infrastructure
Solutions
Sustainability
Business Analytics
Digital Marketing
Disruptive Forces
bullHow will you learn of important new trendsmdashand what role will strategy analytics play
bullHow can customer analytics help you determine the exact thresholds of competence you need to successfully launch a new offering
bullHow worthy of serious talent is your company really and how can you know
bullHow can analytics bring ideas and opportunities from your periphery to your center
bullHow can talent analytics help you determine who should be on your top team both today and tomorrow
bullHow can you better know and allocate the talent you have and see how much more you really you need to jump the S-curve
Questions to Consider
Copyright copy 2011 Accenture All Rights Reserved 25
Copyright copy 2009 SAS Institute Inc All rights reserved Company Confidential - For Internal Use Only
Nearly A Decade Of Research 31 Industry Peer sets grows to over 80
bull Began in Fall 2003
bull 5 dimensions of analysis 13 key metrics
Profitability
Growth
Positioning for the Future
Longevity
Consistency
Peer
Comp Longevity Profitability Growth FV Consistency
Avg
Score
3 Year
TRS
5 Year
TRS
7 Year
TRS
10 Year
TRS
3 Year
Spread 7 Year Spread
3 Yr Rev
CAGR
7 Yr Rev
CAGR Change Level
Rev
Growth Speed FV
Company 1 A B B B B A A B B B A A A A
Company 2 B C D B B A A C C C B C B A
Company 3 B- A A A A B C D D B C D D A
Company 4 B- B B B D C C C C B C C A A
Company 5 B- C C B C D C B B B C A D B
Company 6 B- B B A C C C C C B D A D C
Company 7 B- A A A B F F A A B D B F F
Company 8 C+ F F F F A A C D F A D A A
Company 9 C+ B A A A D D C B B D C F F
Company 10 C+ C D F D B B C D F C F A A
Company 11 C D D D D C C C D C C D B B
Company 12 C D D C B C C C C D D C A F
Company 13 C C A D F F F A A C D B F F
Company 14 C C C C B D D C C C D B F F
Company 15 C- C D C B C D D D C D F D D
Company 16 C- D F D D D C D D B D F C D
Company 17 D+ F D D C C D F D D D F B D
Company 18 D+ D C D D D D F F B D D F D
Company 19 D+ F F D F F D D F F F D F F
Detailed Scorecard (Example)
How Did They Do
HPB Companies comprise of the following 3M Adobe Apple Avon Products Best Buy Cisco Clorox Colgate-Palmolive Danaher General Electric The Home Depot Illinois Tool Works Intel JPM Chase Kellogg Nike Nintendo Nordstrom Novo Nordisk Pepsico Porsche Automobil Holding SE Procter amp Gamble Reckitt Benckiser Samsung Electronics Schlumberger Southwest Airlines Target Tesco Toyota Wal-Mart Wells Fargo Whirlpool Roche Holding
542
238
233
278
131
235
106
00
05
10
15
20
25
30
35
40
45
50
55
60
65
702 703 104 700 194 794 796 797 798 799 795 701 103 102 101 100 199 198 197 196 195
Hang Seng Index
Russell 3000 Index
Dow Jones Industrial Average
NYSE Composite Index
Average of HPB Companies
SampP 500 Index
FTSE All-Share Index (GBP)
Value of US$1 invested in Jan 1994
Value of US$1 invested in Jan 2004
264
113119
111
139
124
183
00
02
04
06
08
10
12
14
16
18
20
22
24
26
28
709 108 705 106 706 707 708 109 104 704 105 111 110 710 107
Average of HPB Companies
SampP 500 Index
Russell 3000 Index
Dow Jones Industrial Average
Hang Seng Index
NYSE Composite Index
FTSE All-Share Index (GBP)
The Imperative to Jump S-Curves Today
1 Stalling Usually Results In Stopping
2 Company Life Spans Are Growing Shorter
3 Global Competition Is Intensifying
4 Downturns Dont Lengthen Curves
They Shorten Them
Expected
Reality
Revenue
Time
Building and Sustaining High
Performance Discovering the Hidden S-
Curves
Hidden S-curves
Competition
Capabilities
Talent
Financial performance curve
Copyright copy 2011 Accenture All Rights Reserved 10
Maturity
Time
bull The Elements of Successfully Climbing and Jumping
Building and Sustaining High
Performance
Hidden S-curves of competition
Continual market relevance Competition
Capabilities Early commitment to new capabilities
Talent Constant talent surplus
Superior market focus
Distinctive capabilities
Serious talent
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to ldquobig enough market insightsrdquo
Superior market focus
Competition
A Big Enough Market Insight (BEMI)
0
5000
10000
15000
20000
25000
30000
35000
40000
0
1
2
3
4
5
6
7
8
Percent of US population with Diabetes
Novo Nordisk Sales (DKK millions)
DKK
millions
2000 2030
Rank Country
People with
diabetes
(millions)
Country
People with
diabetes
(millions)
1 India 317 India 794
2 China 208 China 423
3 US 177 US 303
4 Indonesia 84 Indonesia 213
5 Japan 68 Pakistan 139
6 Pakistan 52 Brazil 113
7 Russian
Federation 46 Bangladesh 111
8 Brazil 46 Japan 89
9 Italy 43 Philippines 78
10 Bangladesh 32 Egypt 67
Percentage of Civilian Population with Diagnosed Diabetes United States 1980ndash2007
CDC Diabetes Program httpwwwcdcgovdiabetesstatisticsprevnationalfigbyagehtm
Novo Nordisk Annual Financial Reports
WHO Diabetes Care Vol 27 No 5 (May 2004)
wwwwhointdiabetesfactsendiabcare0504pdf
Estimated Cases of Diabetes
Diabetes in the US amp Novo Nordisk Sales
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
9-10
4-7 55
0
1
2
3
4
5
6
7
8
9
10
Early DisposableDiapers
Diaper deliveryservices (including
laundering)
PampGs Pampers
Cents per diaper (1960s)
Diaper Options
Disposable Diapers
PampG calculated that a retail
price of 62 cents per diaper
would stimulate mass
demand
Threshold Competence before
Scaling
73
76
78
58
61
63
50
55
60
65
70
75
80
Celsior (LS400) Mercedes 420SE560 SE
BMW 735i
Decibels of Noise
Luxury Cars
Lexus vs Top Competitors
at 124mph
at 62mph
Source Jeffrey K Liker ldquoThe Toyota Way 14 Management Principles from the Worldrsquos Greatest Manufacturerrdquo (New York McGraw-Hill 2004) pages 47-50
Sources David Mayle Managing Innovation and Change pg 142 Michael Porter Cases in competitive strategy pg 143
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
Talent Serious talent
Become worthy through shared high expectations
Worthy of Serious Talent
Reliability Through a culture of honor
Predictability Through mutual accountability
Capability Through pervasive competence
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Edge-Centric Strategy
Edge of control Make strategy planning a continuous
exercise but not a permanent process
Edge of organization Pay attention to insights that arise from
the periphery of the organization
Edge of market Go beyond traditional sources of
information to gain crucial market insights
19 Copyright copy 2011 Accenture All Rights Reserved
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities
Evolve top team early to build new capabilities
Top Teams that Change Ahead of the Curve
bull Seek to evolve continually not just to replace
bull Create the right candidate for the right moment
Establish a Pattern of Early Renewal
Balance the Top Team for a Foot in Today and
Tomorrow
Organize to Avoid Overload
bull Get creative to balance vision and execution
bull Guarantee diversity of viewpoints not just people
bull Never underestimate the power of small changes
bull Create top teams within top teams
bull Manage down the time spent managing
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities Evolve top team early to build new capabilities
Talent
Constant talent surplus
Create a ldquohothouserdquo of talent
bull Hire for long-
term fit not short-term needs
bull Donrsquot stop choosing after hiring
Hothouses of Talent
Establish ldquoHotbedrdquo Conditions
to create a surplus of talent
Hire for life Create strength from stress
Cultivate hardiness through variety
bull Give people
assignments rather than jobs
bull Simplify
essential processes
bull Clear a path to the top step by step
bull Get employees
out more
bull Make sure theyrsquore all in it together
Provide room to grow
Your S-Curve Is Likely Shorter
Than You Think
Cloud Computing
Consumers in Emerging
Markets
Mobility
Global Talent Scarcity
Smart Infrastructure
Solutions
Sustainability
Business Analytics
Digital Marketing
Disruptive Forces
bullHow will you learn of important new trendsmdashand what role will strategy analytics play
bullHow can customer analytics help you determine the exact thresholds of competence you need to successfully launch a new offering
bullHow worthy of serious talent is your company really and how can you know
bullHow can analytics bring ideas and opportunities from your periphery to your center
bullHow can talent analytics help you determine who should be on your top team both today and tomorrow
bullHow can you better know and allocate the talent you have and see how much more you really you need to jump the S-curve
Questions to Consider
Copyright copy 2011 Accenture All Rights Reserved 25
Copyright copy 2009 SAS Institute Inc All rights reserved Company Confidential - For Internal Use Only
How Did They Do
HPB Companies comprise of the following 3M Adobe Apple Avon Products Best Buy Cisco Clorox Colgate-Palmolive Danaher General Electric The Home Depot Illinois Tool Works Intel JPM Chase Kellogg Nike Nintendo Nordstrom Novo Nordisk Pepsico Porsche Automobil Holding SE Procter amp Gamble Reckitt Benckiser Samsung Electronics Schlumberger Southwest Airlines Target Tesco Toyota Wal-Mart Wells Fargo Whirlpool Roche Holding
542
238
233
278
131
235
106
00
05
10
15
20
25
30
35
40
45
50
55
60
65
702 703 104 700 194 794 796 797 798 799 795 701 103 102 101 100 199 198 197 196 195
Hang Seng Index
Russell 3000 Index
Dow Jones Industrial Average
NYSE Composite Index
Average of HPB Companies
SampP 500 Index
FTSE All-Share Index (GBP)
Value of US$1 invested in Jan 1994
Value of US$1 invested in Jan 2004
264
113119
111
139
124
183
00
02
04
06
08
10
12
14
16
18
20
22
24
26
28
709 108 705 106 706 707 708 109 104 704 105 111 110 710 107
Average of HPB Companies
SampP 500 Index
Russell 3000 Index
Dow Jones Industrial Average
Hang Seng Index
NYSE Composite Index
FTSE All-Share Index (GBP)
The Imperative to Jump S-Curves Today
1 Stalling Usually Results In Stopping
2 Company Life Spans Are Growing Shorter
3 Global Competition Is Intensifying
4 Downturns Dont Lengthen Curves
They Shorten Them
Expected
Reality
Revenue
Time
Building and Sustaining High
Performance Discovering the Hidden S-
Curves
Hidden S-curves
Competition
Capabilities
Talent
Financial performance curve
Copyright copy 2011 Accenture All Rights Reserved 10
Maturity
Time
bull The Elements of Successfully Climbing and Jumping
Building and Sustaining High
Performance
Hidden S-curves of competition
Continual market relevance Competition
Capabilities Early commitment to new capabilities
Talent Constant talent surplus
Superior market focus
Distinctive capabilities
Serious talent
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to ldquobig enough market insightsrdquo
Superior market focus
Competition
A Big Enough Market Insight (BEMI)
0
5000
10000
15000
20000
25000
30000
35000
40000
0
1
2
3
4
5
6
7
8
Percent of US population with Diabetes
Novo Nordisk Sales (DKK millions)
DKK
millions
2000 2030
Rank Country
People with
diabetes
(millions)
Country
People with
diabetes
(millions)
1 India 317 India 794
2 China 208 China 423
3 US 177 US 303
4 Indonesia 84 Indonesia 213
5 Japan 68 Pakistan 139
6 Pakistan 52 Brazil 113
7 Russian
Federation 46 Bangladesh 111
8 Brazil 46 Japan 89
9 Italy 43 Philippines 78
10 Bangladesh 32 Egypt 67
Percentage of Civilian Population with Diagnosed Diabetes United States 1980ndash2007
CDC Diabetes Program httpwwwcdcgovdiabetesstatisticsprevnationalfigbyagehtm
Novo Nordisk Annual Financial Reports
WHO Diabetes Care Vol 27 No 5 (May 2004)
wwwwhointdiabetesfactsendiabcare0504pdf
Estimated Cases of Diabetes
Diabetes in the US amp Novo Nordisk Sales
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
9-10
4-7 55
0
1
2
3
4
5
6
7
8
9
10
Early DisposableDiapers
Diaper deliveryservices (including
laundering)
PampGs Pampers
Cents per diaper (1960s)
Diaper Options
Disposable Diapers
PampG calculated that a retail
price of 62 cents per diaper
would stimulate mass
demand
Threshold Competence before
Scaling
73
76
78
58
61
63
50
55
60
65
70
75
80
Celsior (LS400) Mercedes 420SE560 SE
BMW 735i
Decibels of Noise
Luxury Cars
Lexus vs Top Competitors
at 124mph
at 62mph
Source Jeffrey K Liker ldquoThe Toyota Way 14 Management Principles from the Worldrsquos Greatest Manufacturerrdquo (New York McGraw-Hill 2004) pages 47-50
Sources David Mayle Managing Innovation and Change pg 142 Michael Porter Cases in competitive strategy pg 143
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
Talent Serious talent
Become worthy through shared high expectations
Worthy of Serious Talent
Reliability Through a culture of honor
Predictability Through mutual accountability
Capability Through pervasive competence
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Edge-Centric Strategy
Edge of control Make strategy planning a continuous
exercise but not a permanent process
Edge of organization Pay attention to insights that arise from
the periphery of the organization
Edge of market Go beyond traditional sources of
information to gain crucial market insights
19 Copyright copy 2011 Accenture All Rights Reserved
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities
Evolve top team early to build new capabilities
Top Teams that Change Ahead of the Curve
bull Seek to evolve continually not just to replace
bull Create the right candidate for the right moment
Establish a Pattern of Early Renewal
Balance the Top Team for a Foot in Today and
Tomorrow
Organize to Avoid Overload
bull Get creative to balance vision and execution
bull Guarantee diversity of viewpoints not just people
bull Never underestimate the power of small changes
bull Create top teams within top teams
bull Manage down the time spent managing
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities Evolve top team early to build new capabilities
Talent
Constant talent surplus
Create a ldquohothouserdquo of talent
bull Hire for long-
term fit not short-term needs
bull Donrsquot stop choosing after hiring
Hothouses of Talent
Establish ldquoHotbedrdquo Conditions
to create a surplus of talent
Hire for life Create strength from stress
Cultivate hardiness through variety
bull Give people
assignments rather than jobs
bull Simplify
essential processes
bull Clear a path to the top step by step
bull Get employees
out more
bull Make sure theyrsquore all in it together
Provide room to grow
Your S-Curve Is Likely Shorter
Than You Think
Cloud Computing
Consumers in Emerging
Markets
Mobility
Global Talent Scarcity
Smart Infrastructure
Solutions
Sustainability
Business Analytics
Digital Marketing
Disruptive Forces
bullHow will you learn of important new trendsmdashand what role will strategy analytics play
bullHow can customer analytics help you determine the exact thresholds of competence you need to successfully launch a new offering
bullHow worthy of serious talent is your company really and how can you know
bullHow can analytics bring ideas and opportunities from your periphery to your center
bullHow can talent analytics help you determine who should be on your top team both today and tomorrow
bullHow can you better know and allocate the talent you have and see how much more you really you need to jump the S-curve
Questions to Consider
Copyright copy 2011 Accenture All Rights Reserved 25
Copyright copy 2009 SAS Institute Inc All rights reserved Company Confidential - For Internal Use Only
The Imperative to Jump S-Curves Today
1 Stalling Usually Results In Stopping
2 Company Life Spans Are Growing Shorter
3 Global Competition Is Intensifying
4 Downturns Dont Lengthen Curves
They Shorten Them
Expected
Reality
Revenue
Time
Building and Sustaining High
Performance Discovering the Hidden S-
Curves
Hidden S-curves
Competition
Capabilities
Talent
Financial performance curve
Copyright copy 2011 Accenture All Rights Reserved 10
Maturity
Time
bull The Elements of Successfully Climbing and Jumping
Building and Sustaining High
Performance
Hidden S-curves of competition
Continual market relevance Competition
Capabilities Early commitment to new capabilities
Talent Constant talent surplus
Superior market focus
Distinctive capabilities
Serious talent
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to ldquobig enough market insightsrdquo
Superior market focus
Competition
A Big Enough Market Insight (BEMI)
0
5000
10000
15000
20000
25000
30000
35000
40000
0
1
2
3
4
5
6
7
8
Percent of US population with Diabetes
Novo Nordisk Sales (DKK millions)
DKK
millions
2000 2030
Rank Country
People with
diabetes
(millions)
Country
People with
diabetes
(millions)
1 India 317 India 794
2 China 208 China 423
3 US 177 US 303
4 Indonesia 84 Indonesia 213
5 Japan 68 Pakistan 139
6 Pakistan 52 Brazil 113
7 Russian
Federation 46 Bangladesh 111
8 Brazil 46 Japan 89
9 Italy 43 Philippines 78
10 Bangladesh 32 Egypt 67
Percentage of Civilian Population with Diagnosed Diabetes United States 1980ndash2007
CDC Diabetes Program httpwwwcdcgovdiabetesstatisticsprevnationalfigbyagehtm
Novo Nordisk Annual Financial Reports
WHO Diabetes Care Vol 27 No 5 (May 2004)
wwwwhointdiabetesfactsendiabcare0504pdf
Estimated Cases of Diabetes
Diabetes in the US amp Novo Nordisk Sales
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
9-10
4-7 55
0
1
2
3
4
5
6
7
8
9
10
Early DisposableDiapers
Diaper deliveryservices (including
laundering)
PampGs Pampers
Cents per diaper (1960s)
Diaper Options
Disposable Diapers
PampG calculated that a retail
price of 62 cents per diaper
would stimulate mass
demand
Threshold Competence before
Scaling
73
76
78
58
61
63
50
55
60
65
70
75
80
Celsior (LS400) Mercedes 420SE560 SE
BMW 735i
Decibels of Noise
Luxury Cars
Lexus vs Top Competitors
at 124mph
at 62mph
Source Jeffrey K Liker ldquoThe Toyota Way 14 Management Principles from the Worldrsquos Greatest Manufacturerrdquo (New York McGraw-Hill 2004) pages 47-50
Sources David Mayle Managing Innovation and Change pg 142 Michael Porter Cases in competitive strategy pg 143
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
Talent Serious talent
Become worthy through shared high expectations
Worthy of Serious Talent
Reliability Through a culture of honor
Predictability Through mutual accountability
Capability Through pervasive competence
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Edge-Centric Strategy
Edge of control Make strategy planning a continuous
exercise but not a permanent process
Edge of organization Pay attention to insights that arise from
the periphery of the organization
Edge of market Go beyond traditional sources of
information to gain crucial market insights
19 Copyright copy 2011 Accenture All Rights Reserved
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities
Evolve top team early to build new capabilities
Top Teams that Change Ahead of the Curve
bull Seek to evolve continually not just to replace
bull Create the right candidate for the right moment
Establish a Pattern of Early Renewal
Balance the Top Team for a Foot in Today and
Tomorrow
Organize to Avoid Overload
bull Get creative to balance vision and execution
bull Guarantee diversity of viewpoints not just people
bull Never underestimate the power of small changes
bull Create top teams within top teams
bull Manage down the time spent managing
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities Evolve top team early to build new capabilities
Talent
Constant talent surplus
Create a ldquohothouserdquo of talent
bull Hire for long-
term fit not short-term needs
bull Donrsquot stop choosing after hiring
Hothouses of Talent
Establish ldquoHotbedrdquo Conditions
to create a surplus of talent
Hire for life Create strength from stress
Cultivate hardiness through variety
bull Give people
assignments rather than jobs
bull Simplify
essential processes
bull Clear a path to the top step by step
bull Get employees
out more
bull Make sure theyrsquore all in it together
Provide room to grow
Your S-Curve Is Likely Shorter
Than You Think
Cloud Computing
Consumers in Emerging
Markets
Mobility
Global Talent Scarcity
Smart Infrastructure
Solutions
Sustainability
Business Analytics
Digital Marketing
Disruptive Forces
bullHow will you learn of important new trendsmdashand what role will strategy analytics play
bullHow can customer analytics help you determine the exact thresholds of competence you need to successfully launch a new offering
bullHow worthy of serious talent is your company really and how can you know
bullHow can analytics bring ideas and opportunities from your periphery to your center
bullHow can talent analytics help you determine who should be on your top team both today and tomorrow
bullHow can you better know and allocate the talent you have and see how much more you really you need to jump the S-curve
Questions to Consider
Copyright copy 2011 Accenture All Rights Reserved 25
Copyright copy 2009 SAS Institute Inc All rights reserved Company Confidential - For Internal Use Only
Building and Sustaining High
Performance Discovering the Hidden S-
Curves
Hidden S-curves
Competition
Capabilities
Talent
Financial performance curve
Copyright copy 2011 Accenture All Rights Reserved 10
Maturity
Time
bull The Elements of Successfully Climbing and Jumping
Building and Sustaining High
Performance
Hidden S-curves of competition
Continual market relevance Competition
Capabilities Early commitment to new capabilities
Talent Constant talent surplus
Superior market focus
Distinctive capabilities
Serious talent
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to ldquobig enough market insightsrdquo
Superior market focus
Competition
A Big Enough Market Insight (BEMI)
0
5000
10000
15000
20000
25000
30000
35000
40000
0
1
2
3
4
5
6
7
8
Percent of US population with Diabetes
Novo Nordisk Sales (DKK millions)
DKK
millions
2000 2030
Rank Country
People with
diabetes
(millions)
Country
People with
diabetes
(millions)
1 India 317 India 794
2 China 208 China 423
3 US 177 US 303
4 Indonesia 84 Indonesia 213
5 Japan 68 Pakistan 139
6 Pakistan 52 Brazil 113
7 Russian
Federation 46 Bangladesh 111
8 Brazil 46 Japan 89
9 Italy 43 Philippines 78
10 Bangladesh 32 Egypt 67
Percentage of Civilian Population with Diagnosed Diabetes United States 1980ndash2007
CDC Diabetes Program httpwwwcdcgovdiabetesstatisticsprevnationalfigbyagehtm
Novo Nordisk Annual Financial Reports
WHO Diabetes Care Vol 27 No 5 (May 2004)
wwwwhointdiabetesfactsendiabcare0504pdf
Estimated Cases of Diabetes
Diabetes in the US amp Novo Nordisk Sales
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
9-10
4-7 55
0
1
2
3
4
5
6
7
8
9
10
Early DisposableDiapers
Diaper deliveryservices (including
laundering)
PampGs Pampers
Cents per diaper (1960s)
Diaper Options
Disposable Diapers
PampG calculated that a retail
price of 62 cents per diaper
would stimulate mass
demand
Threshold Competence before
Scaling
73
76
78
58
61
63
50
55
60
65
70
75
80
Celsior (LS400) Mercedes 420SE560 SE
BMW 735i
Decibels of Noise
Luxury Cars
Lexus vs Top Competitors
at 124mph
at 62mph
Source Jeffrey K Liker ldquoThe Toyota Way 14 Management Principles from the Worldrsquos Greatest Manufacturerrdquo (New York McGraw-Hill 2004) pages 47-50
Sources David Mayle Managing Innovation and Change pg 142 Michael Porter Cases in competitive strategy pg 143
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
Talent Serious talent
Become worthy through shared high expectations
Worthy of Serious Talent
Reliability Through a culture of honor
Predictability Through mutual accountability
Capability Through pervasive competence
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Edge-Centric Strategy
Edge of control Make strategy planning a continuous
exercise but not a permanent process
Edge of organization Pay attention to insights that arise from
the periphery of the organization
Edge of market Go beyond traditional sources of
information to gain crucial market insights
19 Copyright copy 2011 Accenture All Rights Reserved
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities
Evolve top team early to build new capabilities
Top Teams that Change Ahead of the Curve
bull Seek to evolve continually not just to replace
bull Create the right candidate for the right moment
Establish a Pattern of Early Renewal
Balance the Top Team for a Foot in Today and
Tomorrow
Organize to Avoid Overload
bull Get creative to balance vision and execution
bull Guarantee diversity of viewpoints not just people
bull Never underestimate the power of small changes
bull Create top teams within top teams
bull Manage down the time spent managing
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities Evolve top team early to build new capabilities
Talent
Constant talent surplus
Create a ldquohothouserdquo of talent
bull Hire for long-
term fit not short-term needs
bull Donrsquot stop choosing after hiring
Hothouses of Talent
Establish ldquoHotbedrdquo Conditions
to create a surplus of talent
Hire for life Create strength from stress
Cultivate hardiness through variety
bull Give people
assignments rather than jobs
bull Simplify
essential processes
bull Clear a path to the top step by step
bull Get employees
out more
bull Make sure theyrsquore all in it together
Provide room to grow
Your S-Curve Is Likely Shorter
Than You Think
Cloud Computing
Consumers in Emerging
Markets
Mobility
Global Talent Scarcity
Smart Infrastructure
Solutions
Sustainability
Business Analytics
Digital Marketing
Disruptive Forces
bullHow will you learn of important new trendsmdashand what role will strategy analytics play
bullHow can customer analytics help you determine the exact thresholds of competence you need to successfully launch a new offering
bullHow worthy of serious talent is your company really and how can you know
bullHow can analytics bring ideas and opportunities from your periphery to your center
bullHow can talent analytics help you determine who should be on your top team both today and tomorrow
bullHow can you better know and allocate the talent you have and see how much more you really you need to jump the S-curve
Questions to Consider
Copyright copy 2011 Accenture All Rights Reserved 25
Copyright copy 2009 SAS Institute Inc All rights reserved Company Confidential - For Internal Use Only
bull The Elements of Successfully Climbing and Jumping
Building and Sustaining High
Performance
Hidden S-curves of competition
Continual market relevance Competition
Capabilities Early commitment to new capabilities
Talent Constant talent surplus
Superior market focus
Distinctive capabilities
Serious talent
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to ldquobig enough market insightsrdquo
Superior market focus
Competition
A Big Enough Market Insight (BEMI)
0
5000
10000
15000
20000
25000
30000
35000
40000
0
1
2
3
4
5
6
7
8
Percent of US population with Diabetes
Novo Nordisk Sales (DKK millions)
DKK
millions
2000 2030
Rank Country
People with
diabetes
(millions)
Country
People with
diabetes
(millions)
1 India 317 India 794
2 China 208 China 423
3 US 177 US 303
4 Indonesia 84 Indonesia 213
5 Japan 68 Pakistan 139
6 Pakistan 52 Brazil 113
7 Russian
Federation 46 Bangladesh 111
8 Brazil 46 Japan 89
9 Italy 43 Philippines 78
10 Bangladesh 32 Egypt 67
Percentage of Civilian Population with Diagnosed Diabetes United States 1980ndash2007
CDC Diabetes Program httpwwwcdcgovdiabetesstatisticsprevnationalfigbyagehtm
Novo Nordisk Annual Financial Reports
WHO Diabetes Care Vol 27 No 5 (May 2004)
wwwwhointdiabetesfactsendiabcare0504pdf
Estimated Cases of Diabetes
Diabetes in the US amp Novo Nordisk Sales
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
9-10
4-7 55
0
1
2
3
4
5
6
7
8
9
10
Early DisposableDiapers
Diaper deliveryservices (including
laundering)
PampGs Pampers
Cents per diaper (1960s)
Diaper Options
Disposable Diapers
PampG calculated that a retail
price of 62 cents per diaper
would stimulate mass
demand
Threshold Competence before
Scaling
73
76
78
58
61
63
50
55
60
65
70
75
80
Celsior (LS400) Mercedes 420SE560 SE
BMW 735i
Decibels of Noise
Luxury Cars
Lexus vs Top Competitors
at 124mph
at 62mph
Source Jeffrey K Liker ldquoThe Toyota Way 14 Management Principles from the Worldrsquos Greatest Manufacturerrdquo (New York McGraw-Hill 2004) pages 47-50
Sources David Mayle Managing Innovation and Change pg 142 Michael Porter Cases in competitive strategy pg 143
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
Talent Serious talent
Become worthy through shared high expectations
Worthy of Serious Talent
Reliability Through a culture of honor
Predictability Through mutual accountability
Capability Through pervasive competence
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Edge-Centric Strategy
Edge of control Make strategy planning a continuous
exercise but not a permanent process
Edge of organization Pay attention to insights that arise from
the periphery of the organization
Edge of market Go beyond traditional sources of
information to gain crucial market insights
19 Copyright copy 2011 Accenture All Rights Reserved
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities
Evolve top team early to build new capabilities
Top Teams that Change Ahead of the Curve
bull Seek to evolve continually not just to replace
bull Create the right candidate for the right moment
Establish a Pattern of Early Renewal
Balance the Top Team for a Foot in Today and
Tomorrow
Organize to Avoid Overload
bull Get creative to balance vision and execution
bull Guarantee diversity of viewpoints not just people
bull Never underestimate the power of small changes
bull Create top teams within top teams
bull Manage down the time spent managing
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities Evolve top team early to build new capabilities
Talent
Constant talent surplus
Create a ldquohothouserdquo of talent
bull Hire for long-
term fit not short-term needs
bull Donrsquot stop choosing after hiring
Hothouses of Talent
Establish ldquoHotbedrdquo Conditions
to create a surplus of talent
Hire for life Create strength from stress
Cultivate hardiness through variety
bull Give people
assignments rather than jobs
bull Simplify
essential processes
bull Clear a path to the top step by step
bull Get employees
out more
bull Make sure theyrsquore all in it together
Provide room to grow
Your S-Curve Is Likely Shorter
Than You Think
Cloud Computing
Consumers in Emerging
Markets
Mobility
Global Talent Scarcity
Smart Infrastructure
Solutions
Sustainability
Business Analytics
Digital Marketing
Disruptive Forces
bullHow will you learn of important new trendsmdashand what role will strategy analytics play
bullHow can customer analytics help you determine the exact thresholds of competence you need to successfully launch a new offering
bullHow worthy of serious talent is your company really and how can you know
bullHow can analytics bring ideas and opportunities from your periphery to your center
bullHow can talent analytics help you determine who should be on your top team both today and tomorrow
bullHow can you better know and allocate the talent you have and see how much more you really you need to jump the S-curve
Questions to Consider
Copyright copy 2011 Accenture All Rights Reserved 25
Copyright copy 2009 SAS Institute Inc All rights reserved Company Confidential - For Internal Use Only
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to ldquobig enough market insightsrdquo
Superior market focus
Competition
A Big Enough Market Insight (BEMI)
0
5000
10000
15000
20000
25000
30000
35000
40000
0
1
2
3
4
5
6
7
8
Percent of US population with Diabetes
Novo Nordisk Sales (DKK millions)
DKK
millions
2000 2030
Rank Country
People with
diabetes
(millions)
Country
People with
diabetes
(millions)
1 India 317 India 794
2 China 208 China 423
3 US 177 US 303
4 Indonesia 84 Indonesia 213
5 Japan 68 Pakistan 139
6 Pakistan 52 Brazil 113
7 Russian
Federation 46 Bangladesh 111
8 Brazil 46 Japan 89
9 Italy 43 Philippines 78
10 Bangladesh 32 Egypt 67
Percentage of Civilian Population with Diagnosed Diabetes United States 1980ndash2007
CDC Diabetes Program httpwwwcdcgovdiabetesstatisticsprevnationalfigbyagehtm
Novo Nordisk Annual Financial Reports
WHO Diabetes Care Vol 27 No 5 (May 2004)
wwwwhointdiabetesfactsendiabcare0504pdf
Estimated Cases of Diabetes
Diabetes in the US amp Novo Nordisk Sales
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
9-10
4-7 55
0
1
2
3
4
5
6
7
8
9
10
Early DisposableDiapers
Diaper deliveryservices (including
laundering)
PampGs Pampers
Cents per diaper (1960s)
Diaper Options
Disposable Diapers
PampG calculated that a retail
price of 62 cents per diaper
would stimulate mass
demand
Threshold Competence before
Scaling
73
76
78
58
61
63
50
55
60
65
70
75
80
Celsior (LS400) Mercedes 420SE560 SE
BMW 735i
Decibels of Noise
Luxury Cars
Lexus vs Top Competitors
at 124mph
at 62mph
Source Jeffrey K Liker ldquoThe Toyota Way 14 Management Principles from the Worldrsquos Greatest Manufacturerrdquo (New York McGraw-Hill 2004) pages 47-50
Sources David Mayle Managing Innovation and Change pg 142 Michael Porter Cases in competitive strategy pg 143
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
Talent Serious talent
Become worthy through shared high expectations
Worthy of Serious Talent
Reliability Through a culture of honor
Predictability Through mutual accountability
Capability Through pervasive competence
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Edge-Centric Strategy
Edge of control Make strategy planning a continuous
exercise but not a permanent process
Edge of organization Pay attention to insights that arise from
the periphery of the organization
Edge of market Go beyond traditional sources of
information to gain crucial market insights
19 Copyright copy 2011 Accenture All Rights Reserved
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities
Evolve top team early to build new capabilities
Top Teams that Change Ahead of the Curve
bull Seek to evolve continually not just to replace
bull Create the right candidate for the right moment
Establish a Pattern of Early Renewal
Balance the Top Team for a Foot in Today and
Tomorrow
Organize to Avoid Overload
bull Get creative to balance vision and execution
bull Guarantee diversity of viewpoints not just people
bull Never underestimate the power of small changes
bull Create top teams within top teams
bull Manage down the time spent managing
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities Evolve top team early to build new capabilities
Talent
Constant talent surplus
Create a ldquohothouserdquo of talent
bull Hire for long-
term fit not short-term needs
bull Donrsquot stop choosing after hiring
Hothouses of Talent
Establish ldquoHotbedrdquo Conditions
to create a surplus of talent
Hire for life Create strength from stress
Cultivate hardiness through variety
bull Give people
assignments rather than jobs
bull Simplify
essential processes
bull Clear a path to the top step by step
bull Get employees
out more
bull Make sure theyrsquore all in it together
Provide room to grow
Your S-Curve Is Likely Shorter
Than You Think
Cloud Computing
Consumers in Emerging
Markets
Mobility
Global Talent Scarcity
Smart Infrastructure
Solutions
Sustainability
Business Analytics
Digital Marketing
Disruptive Forces
bullHow will you learn of important new trendsmdashand what role will strategy analytics play
bullHow can customer analytics help you determine the exact thresholds of competence you need to successfully launch a new offering
bullHow worthy of serious talent is your company really and how can you know
bullHow can analytics bring ideas and opportunities from your periphery to your center
bullHow can talent analytics help you determine who should be on your top team both today and tomorrow
bullHow can you better know and allocate the talent you have and see how much more you really you need to jump the S-curve
Questions to Consider
Copyright copy 2011 Accenture All Rights Reserved 25
Copyright copy 2009 SAS Institute Inc All rights reserved Company Confidential - For Internal Use Only
A Big Enough Market Insight (BEMI)
0
5000
10000
15000
20000
25000
30000
35000
40000
0
1
2
3
4
5
6
7
8
Percent of US population with Diabetes
Novo Nordisk Sales (DKK millions)
DKK
millions
2000 2030
Rank Country
People with
diabetes
(millions)
Country
People with
diabetes
(millions)
1 India 317 India 794
2 China 208 China 423
3 US 177 US 303
4 Indonesia 84 Indonesia 213
5 Japan 68 Pakistan 139
6 Pakistan 52 Brazil 113
7 Russian
Federation 46 Bangladesh 111
8 Brazil 46 Japan 89
9 Italy 43 Philippines 78
10 Bangladesh 32 Egypt 67
Percentage of Civilian Population with Diagnosed Diabetes United States 1980ndash2007
CDC Diabetes Program httpwwwcdcgovdiabetesstatisticsprevnationalfigbyagehtm
Novo Nordisk Annual Financial Reports
WHO Diabetes Care Vol 27 No 5 (May 2004)
wwwwhointdiabetesfactsendiabcare0504pdf
Estimated Cases of Diabetes
Diabetes in the US amp Novo Nordisk Sales
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
9-10
4-7 55
0
1
2
3
4
5
6
7
8
9
10
Early DisposableDiapers
Diaper deliveryservices (including
laundering)
PampGs Pampers
Cents per diaper (1960s)
Diaper Options
Disposable Diapers
PampG calculated that a retail
price of 62 cents per diaper
would stimulate mass
demand
Threshold Competence before
Scaling
73
76
78
58
61
63
50
55
60
65
70
75
80
Celsior (LS400) Mercedes 420SE560 SE
BMW 735i
Decibels of Noise
Luxury Cars
Lexus vs Top Competitors
at 124mph
at 62mph
Source Jeffrey K Liker ldquoThe Toyota Way 14 Management Principles from the Worldrsquos Greatest Manufacturerrdquo (New York McGraw-Hill 2004) pages 47-50
Sources David Mayle Managing Innovation and Change pg 142 Michael Porter Cases in competitive strategy pg 143
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
Talent Serious talent
Become worthy through shared high expectations
Worthy of Serious Talent
Reliability Through a culture of honor
Predictability Through mutual accountability
Capability Through pervasive competence
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Edge-Centric Strategy
Edge of control Make strategy planning a continuous
exercise but not a permanent process
Edge of organization Pay attention to insights that arise from
the periphery of the organization
Edge of market Go beyond traditional sources of
information to gain crucial market insights
19 Copyright copy 2011 Accenture All Rights Reserved
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities
Evolve top team early to build new capabilities
Top Teams that Change Ahead of the Curve
bull Seek to evolve continually not just to replace
bull Create the right candidate for the right moment
Establish a Pattern of Early Renewal
Balance the Top Team for a Foot in Today and
Tomorrow
Organize to Avoid Overload
bull Get creative to balance vision and execution
bull Guarantee diversity of viewpoints not just people
bull Never underestimate the power of small changes
bull Create top teams within top teams
bull Manage down the time spent managing
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities Evolve top team early to build new capabilities
Talent
Constant talent surplus
Create a ldquohothouserdquo of talent
bull Hire for long-
term fit not short-term needs
bull Donrsquot stop choosing after hiring
Hothouses of Talent
Establish ldquoHotbedrdquo Conditions
to create a surplus of talent
Hire for life Create strength from stress
Cultivate hardiness through variety
bull Give people
assignments rather than jobs
bull Simplify
essential processes
bull Clear a path to the top step by step
bull Get employees
out more
bull Make sure theyrsquore all in it together
Provide room to grow
Your S-Curve Is Likely Shorter
Than You Think
Cloud Computing
Consumers in Emerging
Markets
Mobility
Global Talent Scarcity
Smart Infrastructure
Solutions
Sustainability
Business Analytics
Digital Marketing
Disruptive Forces
bullHow will you learn of important new trendsmdashand what role will strategy analytics play
bullHow can customer analytics help you determine the exact thresholds of competence you need to successfully launch a new offering
bullHow worthy of serious talent is your company really and how can you know
bullHow can analytics bring ideas and opportunities from your periphery to your center
bullHow can talent analytics help you determine who should be on your top team both today and tomorrow
bullHow can you better know and allocate the talent you have and see how much more you really you need to jump the S-curve
Questions to Consider
Copyright copy 2011 Accenture All Rights Reserved 25
Copyright copy 2009 SAS Institute Inc All rights reserved Company Confidential - For Internal Use Only
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
9-10
4-7 55
0
1
2
3
4
5
6
7
8
9
10
Early DisposableDiapers
Diaper deliveryservices (including
laundering)
PampGs Pampers
Cents per diaper (1960s)
Diaper Options
Disposable Diapers
PampG calculated that a retail
price of 62 cents per diaper
would stimulate mass
demand
Threshold Competence before
Scaling
73
76
78
58
61
63
50
55
60
65
70
75
80
Celsior (LS400) Mercedes 420SE560 SE
BMW 735i
Decibels of Noise
Luxury Cars
Lexus vs Top Competitors
at 124mph
at 62mph
Source Jeffrey K Liker ldquoThe Toyota Way 14 Management Principles from the Worldrsquos Greatest Manufacturerrdquo (New York McGraw-Hill 2004) pages 47-50
Sources David Mayle Managing Innovation and Change pg 142 Michael Porter Cases in competitive strategy pg 143
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
Talent Serious talent
Become worthy through shared high expectations
Worthy of Serious Talent
Reliability Through a culture of honor
Predictability Through mutual accountability
Capability Through pervasive competence
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Edge-Centric Strategy
Edge of control Make strategy planning a continuous
exercise but not a permanent process
Edge of organization Pay attention to insights that arise from
the periphery of the organization
Edge of market Go beyond traditional sources of
information to gain crucial market insights
19 Copyright copy 2011 Accenture All Rights Reserved
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities
Evolve top team early to build new capabilities
Top Teams that Change Ahead of the Curve
bull Seek to evolve continually not just to replace
bull Create the right candidate for the right moment
Establish a Pattern of Early Renewal
Balance the Top Team for a Foot in Today and
Tomorrow
Organize to Avoid Overload
bull Get creative to balance vision and execution
bull Guarantee diversity of viewpoints not just people
bull Never underestimate the power of small changes
bull Create top teams within top teams
bull Manage down the time spent managing
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities Evolve top team early to build new capabilities
Talent
Constant talent surplus
Create a ldquohothouserdquo of talent
bull Hire for long-
term fit not short-term needs
bull Donrsquot stop choosing after hiring
Hothouses of Talent
Establish ldquoHotbedrdquo Conditions
to create a surplus of talent
Hire for life Create strength from stress
Cultivate hardiness through variety
bull Give people
assignments rather than jobs
bull Simplify
essential processes
bull Clear a path to the top step by step
bull Get employees
out more
bull Make sure theyrsquore all in it together
Provide room to grow
Your S-Curve Is Likely Shorter
Than You Think
Cloud Computing
Consumers in Emerging
Markets
Mobility
Global Talent Scarcity
Smart Infrastructure
Solutions
Sustainability
Business Analytics
Digital Marketing
Disruptive Forces
bullHow will you learn of important new trendsmdashand what role will strategy analytics play
bullHow can customer analytics help you determine the exact thresholds of competence you need to successfully launch a new offering
bullHow worthy of serious talent is your company really and how can you know
bullHow can analytics bring ideas and opportunities from your periphery to your center
bullHow can talent analytics help you determine who should be on your top team both today and tomorrow
bullHow can you better know and allocate the talent you have and see how much more you really you need to jump the S-curve
Questions to Consider
Copyright copy 2011 Accenture All Rights Reserved 25
Copyright copy 2009 SAS Institute Inc All rights reserved Company Confidential - For Internal Use Only
9-10
4-7 55
0
1
2
3
4
5
6
7
8
9
10
Early DisposableDiapers
Diaper deliveryservices (including
laundering)
PampGs Pampers
Cents per diaper (1960s)
Diaper Options
Disposable Diapers
PampG calculated that a retail
price of 62 cents per diaper
would stimulate mass
demand
Threshold Competence before
Scaling
73
76
78
58
61
63
50
55
60
65
70
75
80
Celsior (LS400) Mercedes 420SE560 SE
BMW 735i
Decibels of Noise
Luxury Cars
Lexus vs Top Competitors
at 124mph
at 62mph
Source Jeffrey K Liker ldquoThe Toyota Way 14 Management Principles from the Worldrsquos Greatest Manufacturerrdquo (New York McGraw-Hill 2004) pages 47-50
Sources David Mayle Managing Innovation and Change pg 142 Michael Porter Cases in competitive strategy pg 143
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
Talent Serious talent
Become worthy through shared high expectations
Worthy of Serious Talent
Reliability Through a culture of honor
Predictability Through mutual accountability
Capability Through pervasive competence
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Edge-Centric Strategy
Edge of control Make strategy planning a continuous
exercise but not a permanent process
Edge of organization Pay attention to insights that arise from
the periphery of the organization
Edge of market Go beyond traditional sources of
information to gain crucial market insights
19 Copyright copy 2011 Accenture All Rights Reserved
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities
Evolve top team early to build new capabilities
Top Teams that Change Ahead of the Curve
bull Seek to evolve continually not just to replace
bull Create the right candidate for the right moment
Establish a Pattern of Early Renewal
Balance the Top Team for a Foot in Today and
Tomorrow
Organize to Avoid Overload
bull Get creative to balance vision and execution
bull Guarantee diversity of viewpoints not just people
bull Never underestimate the power of small changes
bull Create top teams within top teams
bull Manage down the time spent managing
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities Evolve top team early to build new capabilities
Talent
Constant talent surplus
Create a ldquohothouserdquo of talent
bull Hire for long-
term fit not short-term needs
bull Donrsquot stop choosing after hiring
Hothouses of Talent
Establish ldquoHotbedrdquo Conditions
to create a surplus of talent
Hire for life Create strength from stress
Cultivate hardiness through variety
bull Give people
assignments rather than jobs
bull Simplify
essential processes
bull Clear a path to the top step by step
bull Get employees
out more
bull Make sure theyrsquore all in it together
Provide room to grow
Your S-Curve Is Likely Shorter
Than You Think
Cloud Computing
Consumers in Emerging
Markets
Mobility
Global Talent Scarcity
Smart Infrastructure
Solutions
Sustainability
Business Analytics
Digital Marketing
Disruptive Forces
bullHow will you learn of important new trendsmdashand what role will strategy analytics play
bullHow can customer analytics help you determine the exact thresholds of competence you need to successfully launch a new offering
bullHow worthy of serious talent is your company really and how can you know
bullHow can analytics bring ideas and opportunities from your periphery to your center
bullHow can talent analytics help you determine who should be on your top team both today and tomorrow
bullHow can you better know and allocate the talent you have and see how much more you really you need to jump the S-curve
Questions to Consider
Copyright copy 2011 Accenture All Rights Reserved 25
Copyright copy 2009 SAS Institute Inc All rights reserved Company Confidential - For Internal Use Only
bull Three Elements of Successfully Climbing
Building High Performance
Hidden S-curves of competition
Commit to big enough market insightsrdquo
Superior market focus
Competition
Capabilities Distinctive capabilities
Build threshold competence before scaling
Talent Serious talent
Become worthy through shared high expectations
Worthy of Serious Talent
Reliability Through a culture of honor
Predictability Through mutual accountability
Capability Through pervasive competence
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Edge-Centric Strategy
Edge of control Make strategy planning a continuous
exercise but not a permanent process
Edge of organization Pay attention to insights that arise from
the periphery of the organization
Edge of market Go beyond traditional sources of
information to gain crucial market insights
19 Copyright copy 2011 Accenture All Rights Reserved
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities
Evolve top team early to build new capabilities
Top Teams that Change Ahead of the Curve
bull Seek to evolve continually not just to replace
bull Create the right candidate for the right moment
Establish a Pattern of Early Renewal
Balance the Top Team for a Foot in Today and
Tomorrow
Organize to Avoid Overload
bull Get creative to balance vision and execution
bull Guarantee diversity of viewpoints not just people
bull Never underestimate the power of small changes
bull Create top teams within top teams
bull Manage down the time spent managing
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities Evolve top team early to build new capabilities
Talent
Constant talent surplus
Create a ldquohothouserdquo of talent
bull Hire for long-
term fit not short-term needs
bull Donrsquot stop choosing after hiring
Hothouses of Talent
Establish ldquoHotbedrdquo Conditions
to create a surplus of talent
Hire for life Create strength from stress
Cultivate hardiness through variety
bull Give people
assignments rather than jobs
bull Simplify
essential processes
bull Clear a path to the top step by step
bull Get employees
out more
bull Make sure theyrsquore all in it together
Provide room to grow
Your S-Curve Is Likely Shorter
Than You Think
Cloud Computing
Consumers in Emerging
Markets
Mobility
Global Talent Scarcity
Smart Infrastructure
Solutions
Sustainability
Business Analytics
Digital Marketing
Disruptive Forces
bullHow will you learn of important new trendsmdashand what role will strategy analytics play
bullHow can customer analytics help you determine the exact thresholds of competence you need to successfully launch a new offering
bullHow worthy of serious talent is your company really and how can you know
bullHow can analytics bring ideas and opportunities from your periphery to your center
bullHow can talent analytics help you determine who should be on your top team both today and tomorrow
bullHow can you better know and allocate the talent you have and see how much more you really you need to jump the S-curve
Questions to Consider
Copyright copy 2011 Accenture All Rights Reserved 25
Copyright copy 2009 SAS Institute Inc All rights reserved Company Confidential - For Internal Use Only
Worthy of Serious Talent
Reliability Through a culture of honor
Predictability Through mutual accountability
Capability Through pervasive competence
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Edge-Centric Strategy
Edge of control Make strategy planning a continuous
exercise but not a permanent process
Edge of organization Pay attention to insights that arise from
the periphery of the organization
Edge of market Go beyond traditional sources of
information to gain crucial market insights
19 Copyright copy 2011 Accenture All Rights Reserved
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities
Evolve top team early to build new capabilities
Top Teams that Change Ahead of the Curve
bull Seek to evolve continually not just to replace
bull Create the right candidate for the right moment
Establish a Pattern of Early Renewal
Balance the Top Team for a Foot in Today and
Tomorrow
Organize to Avoid Overload
bull Get creative to balance vision and execution
bull Guarantee diversity of viewpoints not just people
bull Never underestimate the power of small changes
bull Create top teams within top teams
bull Manage down the time spent managing
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities Evolve top team early to build new capabilities
Talent
Constant talent surplus
Create a ldquohothouserdquo of talent
bull Hire for long-
term fit not short-term needs
bull Donrsquot stop choosing after hiring
Hothouses of Talent
Establish ldquoHotbedrdquo Conditions
to create a surplus of talent
Hire for life Create strength from stress
Cultivate hardiness through variety
bull Give people
assignments rather than jobs
bull Simplify
essential processes
bull Clear a path to the top step by step
bull Get employees
out more
bull Make sure theyrsquore all in it together
Provide room to grow
Your S-Curve Is Likely Shorter
Than You Think
Cloud Computing
Consumers in Emerging
Markets
Mobility
Global Talent Scarcity
Smart Infrastructure
Solutions
Sustainability
Business Analytics
Digital Marketing
Disruptive Forces
bullHow will you learn of important new trendsmdashand what role will strategy analytics play
bullHow can customer analytics help you determine the exact thresholds of competence you need to successfully launch a new offering
bullHow worthy of serious talent is your company really and how can you know
bullHow can analytics bring ideas and opportunities from your periphery to your center
bullHow can talent analytics help you determine who should be on your top team both today and tomorrow
bullHow can you better know and allocate the talent you have and see how much more you really you need to jump the S-curve
Questions to Consider
Copyright copy 2011 Accenture All Rights Reserved 25
Copyright copy 2009 SAS Institute Inc All rights reserved Company Confidential - For Internal Use Only
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Edge-Centric Strategy
Edge of control Make strategy planning a continuous
exercise but not a permanent process
Edge of organization Pay attention to insights that arise from
the periphery of the organization
Edge of market Go beyond traditional sources of
information to gain crucial market insights
19 Copyright copy 2011 Accenture All Rights Reserved
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities
Evolve top team early to build new capabilities
Top Teams that Change Ahead of the Curve
bull Seek to evolve continually not just to replace
bull Create the right candidate for the right moment
Establish a Pattern of Early Renewal
Balance the Top Team for a Foot in Today and
Tomorrow
Organize to Avoid Overload
bull Get creative to balance vision and execution
bull Guarantee diversity of viewpoints not just people
bull Never underestimate the power of small changes
bull Create top teams within top teams
bull Manage down the time spent managing
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities Evolve top team early to build new capabilities
Talent
Constant talent surplus
Create a ldquohothouserdquo of talent
bull Hire for long-
term fit not short-term needs
bull Donrsquot stop choosing after hiring
Hothouses of Talent
Establish ldquoHotbedrdquo Conditions
to create a surplus of talent
Hire for life Create strength from stress
Cultivate hardiness through variety
bull Give people
assignments rather than jobs
bull Simplify
essential processes
bull Clear a path to the top step by step
bull Get employees
out more
bull Make sure theyrsquore all in it together
Provide room to grow
Your S-Curve Is Likely Shorter
Than You Think
Cloud Computing
Consumers in Emerging
Markets
Mobility
Global Talent Scarcity
Smart Infrastructure
Solutions
Sustainability
Business Analytics
Digital Marketing
Disruptive Forces
bullHow will you learn of important new trendsmdashand what role will strategy analytics play
bullHow can customer analytics help you determine the exact thresholds of competence you need to successfully launch a new offering
bullHow worthy of serious talent is your company really and how can you know
bullHow can analytics bring ideas and opportunities from your periphery to your center
bullHow can talent analytics help you determine who should be on your top team both today and tomorrow
bullHow can you better know and allocate the talent you have and see how much more you really you need to jump the S-curve
Questions to Consider
Copyright copy 2011 Accenture All Rights Reserved 25
Copyright copy 2009 SAS Institute Inc All rights reserved Company Confidential - For Internal Use Only
Edge-Centric Strategy
Edge of control Make strategy planning a continuous
exercise but not a permanent process
Edge of organization Pay attention to insights that arise from
the periphery of the organization
Edge of market Go beyond traditional sources of
information to gain crucial market insights
19 Copyright copy 2011 Accenture All Rights Reserved
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities
Evolve top team early to build new capabilities
Top Teams that Change Ahead of the Curve
bull Seek to evolve continually not just to replace
bull Create the right candidate for the right moment
Establish a Pattern of Early Renewal
Balance the Top Team for a Foot in Today and
Tomorrow
Organize to Avoid Overload
bull Get creative to balance vision and execution
bull Guarantee diversity of viewpoints not just people
bull Never underestimate the power of small changes
bull Create top teams within top teams
bull Manage down the time spent managing
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities Evolve top team early to build new capabilities
Talent
Constant talent surplus
Create a ldquohothouserdquo of talent
bull Hire for long-
term fit not short-term needs
bull Donrsquot stop choosing after hiring
Hothouses of Talent
Establish ldquoHotbedrdquo Conditions
to create a surplus of talent
Hire for life Create strength from stress
Cultivate hardiness through variety
bull Give people
assignments rather than jobs
bull Simplify
essential processes
bull Clear a path to the top step by step
bull Get employees
out more
bull Make sure theyrsquore all in it together
Provide room to grow
Your S-Curve Is Likely Shorter
Than You Think
Cloud Computing
Consumers in Emerging
Markets
Mobility
Global Talent Scarcity
Smart Infrastructure
Solutions
Sustainability
Business Analytics
Digital Marketing
Disruptive Forces
bullHow will you learn of important new trendsmdashand what role will strategy analytics play
bullHow can customer analytics help you determine the exact thresholds of competence you need to successfully launch a new offering
bullHow worthy of serious talent is your company really and how can you know
bullHow can analytics bring ideas and opportunities from your periphery to your center
bullHow can talent analytics help you determine who should be on your top team both today and tomorrow
bullHow can you better know and allocate the talent you have and see how much more you really you need to jump the S-curve
Questions to Consider
Copyright copy 2011 Accenture All Rights Reserved 25
Copyright copy 2009 SAS Institute Inc All rights reserved Company Confidential - For Internal Use Only
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities
Evolve top team early to build new capabilities
Top Teams that Change Ahead of the Curve
bull Seek to evolve continually not just to replace
bull Create the right candidate for the right moment
Establish a Pattern of Early Renewal
Balance the Top Team for a Foot in Today and
Tomorrow
Organize to Avoid Overload
bull Get creative to balance vision and execution
bull Guarantee diversity of viewpoints not just people
bull Never underestimate the power of small changes
bull Create top teams within top teams
bull Manage down the time spent managing
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities Evolve top team early to build new capabilities
Talent
Constant talent surplus
Create a ldquohothouserdquo of talent
bull Hire for long-
term fit not short-term needs
bull Donrsquot stop choosing after hiring
Hothouses of Talent
Establish ldquoHotbedrdquo Conditions
to create a surplus of talent
Hire for life Create strength from stress
Cultivate hardiness through variety
bull Give people
assignments rather than jobs
bull Simplify
essential processes
bull Clear a path to the top step by step
bull Get employees
out more
bull Make sure theyrsquore all in it together
Provide room to grow
Your S-Curve Is Likely Shorter
Than You Think
Cloud Computing
Consumers in Emerging
Markets
Mobility
Global Talent Scarcity
Smart Infrastructure
Solutions
Sustainability
Business Analytics
Digital Marketing
Disruptive Forces
bullHow will you learn of important new trendsmdashand what role will strategy analytics play
bullHow can customer analytics help you determine the exact thresholds of competence you need to successfully launch a new offering
bullHow worthy of serious talent is your company really and how can you know
bullHow can analytics bring ideas and opportunities from your periphery to your center
bullHow can talent analytics help you determine who should be on your top team both today and tomorrow
bullHow can you better know and allocate the talent you have and see how much more you really you need to jump the S-curve
Questions to Consider
Copyright copy 2011 Accenture All Rights Reserved 25
Copyright copy 2009 SAS Institute Inc All rights reserved Company Confidential - For Internal Use Only
Top Teams that Change Ahead of the Curve
bull Seek to evolve continually not just to replace
bull Create the right candidate for the right moment
Establish a Pattern of Early Renewal
Balance the Top Team for a Foot in Today and
Tomorrow
Organize to Avoid Overload
bull Get creative to balance vision and execution
bull Guarantee diversity of viewpoints not just people
bull Never underestimate the power of small changes
bull Create top teams within top teams
bull Manage down the time spent managing
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities Evolve top team early to build new capabilities
Talent
Constant talent surplus
Create a ldquohothouserdquo of talent
bull Hire for long-
term fit not short-term needs
bull Donrsquot stop choosing after hiring
Hothouses of Talent
Establish ldquoHotbedrdquo Conditions
to create a surplus of talent
Hire for life Create strength from stress
Cultivate hardiness through variety
bull Give people
assignments rather than jobs
bull Simplify
essential processes
bull Clear a path to the top step by step
bull Get employees
out more
bull Make sure theyrsquore all in it together
Provide room to grow
Your S-Curve Is Likely Shorter
Than You Think
Cloud Computing
Consumers in Emerging
Markets
Mobility
Global Talent Scarcity
Smart Infrastructure
Solutions
Sustainability
Business Analytics
Digital Marketing
Disruptive Forces
bullHow will you learn of important new trendsmdashand what role will strategy analytics play
bullHow can customer analytics help you determine the exact thresholds of competence you need to successfully launch a new offering
bullHow worthy of serious talent is your company really and how can you know
bullHow can analytics bring ideas and opportunities from your periphery to your center
bullHow can talent analytics help you determine who should be on your top team both today and tomorrow
bullHow can you better know and allocate the talent you have and see how much more you really you need to jump the S-curve
Questions to Consider
Copyright copy 2011 Accenture All Rights Reserved 25
Copyright copy 2009 SAS Institute Inc All rights reserved Company Confidential - For Internal Use Only
bull Three Elements of Successfully Jumping
Sustaining High Performance
Hidden S-curves of competition
Define and execute edge-centric strategy
Continual market relevance
Competition
Capabilities
Early commitment to new capabilities Evolve top team early to build new capabilities
Talent
Constant talent surplus
Create a ldquohothouserdquo of talent
bull Hire for long-
term fit not short-term needs
bull Donrsquot stop choosing after hiring
Hothouses of Talent
Establish ldquoHotbedrdquo Conditions
to create a surplus of talent
Hire for life Create strength from stress
Cultivate hardiness through variety
bull Give people
assignments rather than jobs
bull Simplify
essential processes
bull Clear a path to the top step by step
bull Get employees
out more
bull Make sure theyrsquore all in it together
Provide room to grow
Your S-Curve Is Likely Shorter
Than You Think
Cloud Computing
Consumers in Emerging
Markets
Mobility
Global Talent Scarcity
Smart Infrastructure
Solutions
Sustainability
Business Analytics
Digital Marketing
Disruptive Forces
bullHow will you learn of important new trendsmdashand what role will strategy analytics play
bullHow can customer analytics help you determine the exact thresholds of competence you need to successfully launch a new offering
bullHow worthy of serious talent is your company really and how can you know
bullHow can analytics bring ideas and opportunities from your periphery to your center
bullHow can talent analytics help you determine who should be on your top team both today and tomorrow
bullHow can you better know and allocate the talent you have and see how much more you really you need to jump the S-curve
Questions to Consider
Copyright copy 2011 Accenture All Rights Reserved 25
Copyright copy 2009 SAS Institute Inc All rights reserved Company Confidential - For Internal Use Only
bull Hire for long-
term fit not short-term needs
bull Donrsquot stop choosing after hiring
Hothouses of Talent
Establish ldquoHotbedrdquo Conditions
to create a surplus of talent
Hire for life Create strength from stress
Cultivate hardiness through variety
bull Give people
assignments rather than jobs
bull Simplify
essential processes
bull Clear a path to the top step by step
bull Get employees
out more
bull Make sure theyrsquore all in it together
Provide room to grow
Your S-Curve Is Likely Shorter
Than You Think
Cloud Computing
Consumers in Emerging
Markets
Mobility
Global Talent Scarcity
Smart Infrastructure
Solutions
Sustainability
Business Analytics
Digital Marketing
Disruptive Forces
bullHow will you learn of important new trendsmdashand what role will strategy analytics play
bullHow can customer analytics help you determine the exact thresholds of competence you need to successfully launch a new offering
bullHow worthy of serious talent is your company really and how can you know
bullHow can analytics bring ideas and opportunities from your periphery to your center
bullHow can talent analytics help you determine who should be on your top team both today and tomorrow
bullHow can you better know and allocate the talent you have and see how much more you really you need to jump the S-curve
Questions to Consider
Copyright copy 2011 Accenture All Rights Reserved 25
Copyright copy 2009 SAS Institute Inc All rights reserved Company Confidential - For Internal Use Only
Your S-Curve Is Likely Shorter
Than You Think
Cloud Computing
Consumers in Emerging
Markets
Mobility
Global Talent Scarcity
Smart Infrastructure
Solutions
Sustainability
Business Analytics
Digital Marketing
Disruptive Forces
bullHow will you learn of important new trendsmdashand what role will strategy analytics play
bullHow can customer analytics help you determine the exact thresholds of competence you need to successfully launch a new offering
bullHow worthy of serious talent is your company really and how can you know
bullHow can analytics bring ideas and opportunities from your periphery to your center
bullHow can talent analytics help you determine who should be on your top team both today and tomorrow
bullHow can you better know and allocate the talent you have and see how much more you really you need to jump the S-curve
Questions to Consider
Copyright copy 2011 Accenture All Rights Reserved 25
Copyright copy 2009 SAS Institute Inc All rights reserved Company Confidential - For Internal Use Only
bullHow will you learn of important new trendsmdashand what role will strategy analytics play
bullHow can customer analytics help you determine the exact thresholds of competence you need to successfully launch a new offering
bullHow worthy of serious talent is your company really and how can you know
bullHow can analytics bring ideas and opportunities from your periphery to your center
bullHow can talent analytics help you determine who should be on your top team both today and tomorrow
bullHow can you better know and allocate the talent you have and see how much more you really you need to jump the S-curve
Questions to Consider
Copyright copy 2011 Accenture All Rights Reserved 25
Copyright copy 2009 SAS Institute Inc All rights reserved Company Confidential - For Internal Use Only
Copyright copy 2009 SAS Institute Inc All rights reserved Company Confidential - For Internal Use Only
![A.N.S.V.S.A · 2018. 8. 9. · FV 13 Babesti FV 2 Bixad F V ] 2 Batarci FV 14 Halmeu FV 29 Dacia FV 36 Foieni FV 37 Sanislau FV 38 Piscolt . AV Silvatica AV Oas A VP Certcze A VPS](https://static.fdocuments.net/doc/165x107/5fd9f3aeec14dd3d7c54bb33/ansvsa-2018-8-9-fv-13-babesti-fv-2-bixad-f-v-2-batarci-fv-14-halmeu.jpg)
