2. 68%
more likely for relevant com-
panies to be recommend to
friends and family
25%
of customers would
cease doing business
with irrelevant companies
64% of brand switches driven
by lack of relevance
lostinpotential revenuein
2017duetobrandswitching
intheUSalone
$1 trillion
3. of executives representing the
highest- performing organizations
agree “customerexpectationsare
increasinglyshapedbythemost
relevant,real-time,anddynamic
experiences.”
90%
Those at lower
performing
companies were 20%
less likely to agree
!
Highperformers
aremorelikelyto
understandandact
onthesechanges
highest- performing organizations
“customerexpectationsare
increasinglyshapedbythemost
relevant,real-time,anddynamic
20%
understandandact
4. of high performers believe their business
needs a “muchmoreiterative,dynamic,
agileapproachtodoingbusiness
comparedtothreeyearsago.”84%
agreed that “businessreinventionis
requiredtobesuccessfulintoday’s
context.”
89% Among
lower-performing
organizations, 67%
agreed
!
Highperformerswere
farmoreadeptat
bridgingthegapbetween
knowledgeofwhatis
neededtosucceedand
achievingit.The
knowledge-achievement
gapamongother
companieswasupto
seventimesgreater.
5. 50%
Fivecapabilitysetsdrivehyper-relevance
Our research of over 1000 companies finds “high vitality”
companies that excel at these five capability sets are:
Rewire culture and workforce
by infusing a powerful mindset
that keeps customers at the core.
Target core and disruptive
growth initiatives.
Design products and services
as hyper-relevant platforms.
Build, prototype and scale
new and innovative experiences.
Scale a broad and essential
set of ecosystem partners.
more likely to report a strong
readiness to weather business
cycles and disruptions than low
vitality companies in their industry.
as likely to achieve above-
average revenue and
profitable growth.
TIMES
3
6. Wecallthesecompanies“LivingBusinesses”
They are all dedicated to:
Theseorganizationsconsistentlydeliverintelligent
experiencesandareengagedinresponsive
innovation.
Consistentlydeliveringintelligent
experiences
Engaginginresponsiveinnovation
Becominganagileorganism,with operating models
that have done away with internal siloes so pertinent
knowledge can be accessed when needed, resulting
in swift and confident decision-making
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