Each day, the data onslaught that hits markets has an outsized impact on how stocks around the world move.While it’s easy to get caught up in this noise, investors trying to get ahead of the curve need to focus on the big trends.
We have identified these big trends in The Global 20.
The list includes the rapidly growing field of genomics, a group of emerging countries that are outpacing the BRICs, and the revolutionary new way that retailers sell goods.
See on www.businessinsider.com
Every year, Booz & Company takes an intensive look at CEO turnover among the world’s top 2,500 public companies. Our research now reaches back to 2000, giving us over a decade of perspective on the tenure and job functions of these global business leaders. Annually, we consider a new dimension of transition and change, looking deeply into such topics as the evolution of corporate governance practices, the special pressures on new CEOs, or the role of the corporate core and its effect on tenure and turnover.
Since its inception, the study has included an analysis by both geography and industry. It also looks at major trends with respect to CEO succession over time: the predominance of company insiders taking the top job, the split of the CEO and chairman roles, and the growth of the apprentice model, in which the new CEO’s predecessor assumes the job of board chairman.
The study looks at the world’s 2,500 largest public companies as measured by their market capitalization. The analysis of this data set — as a byproduct — illustrates the gradual migration of the largest companies from the mature economies of the United States, Canada, Western Europe, and Japan to emerging economies. If this pattern continues, within a few years the companies in the world’s mature Western economies could represent a minority of our sample.
See on www.booz.com
Reorganizations often fail. New BCG research has uncovered six critical success factors that can dramatically flip a company’s odds of reorganization success.
With all the uncertainty that business leaders face today, the one thing they can count on is organizational change. Reorganization has become a fact of business life, an undertaking now as commonplace as launching a line extension was 20 years ago. Heightened volatility, shifting economic realities, and more rapidly evolving competition are forcing companies to adapt and restructure—and to do so more frequently, more fundamentally, and faster than ever before. In fact, in a recent BCG study of executives worldwide (leaders at organizations with more than 1,000 employees), almost 90 percent of those surveyed said they had recently carried out a reorganization. Roughly half were large-scale enterprise-wide reorganizations—efforts designed to fuel global expansion, unleash innovation, capitalize on a market trend, slash costs, digest a merger or an acquisition, or respond to a major social or economic shift. Some reorganizations were implemented during a crisis (amid plummeting profits, for example), others during periods of strength and stability.
See on www.bcgperspectives.com