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How companies can deliver
radically greater value in fast-
changing markets
March 2021
2
True reinvention brings compelling results that matter to
customers and investors
• A Global Hotel Company completed a wholesale restructure and deliberate design of lean and agile
business units, which drove turnaround and growth. Their stock price rose by 71% in less than a year, and
operating costs were reduced by more than $100 million/year at the same time that employee surveys
showed a dramatic increase in engagement and confidence in company leadership.
• Supercell, an on-line fantasy game company, was founded in 2010, and developed one mega hit game
each year winning hundreds of millions of loyal customers. By 2019, Supercell had a market value of
more than $10 billion and revenue of more than $2 billion. For a company with only 240 employees that
means average revenue per employee reaching $10 million.
• An Energy Company reinvented itself, driving cost reductions of greater than 20% while experiencing
15% production increases in an industry downturn while also significantly improving engagement and
commitment across the organization.
• Amazon’s culture of customer obsession, failing quickly, and doubling down when a product resonates
with customers has led it to be the fastest company ever to reach $100 billion in sales.
3
Moretraditional organizations arescrambling to learn how to build the
agilitythat seems built-in to new ageorganizations
RBL research into new age economy
companies vividly captures the way
that some organizations have been
able to rapidly adapt and grow,
delivering superior customer and
investor results in the last decade.
Their market valuations have
doubled and tripled over the last five
years, displacing more traditional
companies like Intel and GE.
4
Where is your
company in your
business life cycle
today?
Where will you be in 5
years without radical
reinvention?
Is your organization solving the challenges of today and laying the groundwork for tomorrow?
“Agility,” “speed,” and “digital” are great buzzwords but without more fundamental reinvention,
you risk becoming disrupted by more agile upstarts like AirBnB, Netflix, or Uber.
As themarket has driven shorter and shorter business lifecycles, has
your organization adapted and reinvented at thesamespeed?
5
New economyorganizationshavecommonalitiesthat enablerapid
adaptation, growth and profitability
1. Governance is focused on strategic enablement not risk avoidance
2. Structure is designed to kill bureaucracy and speed up decisions
3. Central support functions as a strategic hub for gathering and sharing key insights and
capabilities
Even though they operate in different industries and are different in many ways, there are
some commonalities in new economy organizations that enable their rapid adaptation, growth,
and profitability. For example:
Each of these is further illustrated on the next three pages.
6
1. Governanceasstrategic enablementnot risk avoidance
Product and business development is structured to encourage experimentation and
aggressively incubating multiple opportunities simultaneously.
Traditional Companies New Economy Companies
• Worried about failure, not success
• Once initiated, they’re tough to stop
• High control in early stages
• Talent is highly constrained around existing
structure
• Worried about success, not failure
• Have to get to proof of concept quickly
• High control in late stages
• Fluid talent movement around the
opportunities
7
2. Killbureaucracyand speed up decisions
Structure is flipped to put teams, capabilities, and decision-making closer to the customer
Traditional Companies
Executives
Teams/Customers
Executives
Teams/Customers
New Economy Companies
8
3. Centralsupport functionsasastrategic hub
The platform’s role is to develop a vibrant ecosystem to leverage capabilities and insights
across business units, partners, and other stakeholders.
Platform
9
Even themost traditional companies can learn from new economy
companies about how to lead, organize, and deliver on customer needs.
As organizations reinvent themselves,
they are able to create the
infrastructure for continuous
adaptation and reinvention.
The buzzwords become reality.
Executives
Teams/Customers
New Economy Companies
We can help.
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Reinventing the Organization

  • 1. How companies can deliver radically greater value in fast- changing markets March 2021
  • 2. 2 True reinvention brings compelling results that matter to customers and investors • A Global Hotel Company completed a wholesale restructure and deliberate design of lean and agile business units, which drove turnaround and growth. Their stock price rose by 71% in less than a year, and operating costs were reduced by more than $100 million/year at the same time that employee surveys showed a dramatic increase in engagement and confidence in company leadership. • Supercell, an on-line fantasy game company, was founded in 2010, and developed one mega hit game each year winning hundreds of millions of loyal customers. By 2019, Supercell had a market value of more than $10 billion and revenue of more than $2 billion. For a company with only 240 employees that means average revenue per employee reaching $10 million. • An Energy Company reinvented itself, driving cost reductions of greater than 20% while experiencing 15% production increases in an industry downturn while also significantly improving engagement and commitment across the organization. • Amazon’s culture of customer obsession, failing quickly, and doubling down when a product resonates with customers has led it to be the fastest company ever to reach $100 billion in sales.
  • 3. 3 Moretraditional organizations arescrambling to learn how to build the agilitythat seems built-in to new ageorganizations RBL research into new age economy companies vividly captures the way that some organizations have been able to rapidly adapt and grow, delivering superior customer and investor results in the last decade. Their market valuations have doubled and tripled over the last five years, displacing more traditional companies like Intel and GE.
  • 4. 4 Where is your company in your business life cycle today? Where will you be in 5 years without radical reinvention? Is your organization solving the challenges of today and laying the groundwork for tomorrow? “Agility,” “speed,” and “digital” are great buzzwords but without more fundamental reinvention, you risk becoming disrupted by more agile upstarts like AirBnB, Netflix, or Uber. As themarket has driven shorter and shorter business lifecycles, has your organization adapted and reinvented at thesamespeed?
  • 5. 5 New economyorganizationshavecommonalitiesthat enablerapid adaptation, growth and profitability 1. Governance is focused on strategic enablement not risk avoidance 2. Structure is designed to kill bureaucracy and speed up decisions 3. Central support functions as a strategic hub for gathering and sharing key insights and capabilities Even though they operate in different industries and are different in many ways, there are some commonalities in new economy organizations that enable their rapid adaptation, growth, and profitability. For example: Each of these is further illustrated on the next three pages.
  • 6. 6 1. Governanceasstrategic enablementnot risk avoidance Product and business development is structured to encourage experimentation and aggressively incubating multiple opportunities simultaneously. Traditional Companies New Economy Companies • Worried about failure, not success • Once initiated, they’re tough to stop • High control in early stages • Talent is highly constrained around existing structure • Worried about success, not failure • Have to get to proof of concept quickly • High control in late stages • Fluid talent movement around the opportunities
  • 7. 7 2. Killbureaucracyand speed up decisions Structure is flipped to put teams, capabilities, and decision-making closer to the customer Traditional Companies Executives Teams/Customers Executives Teams/Customers New Economy Companies
  • 8. 8 3. Centralsupport functionsasastrategic hub The platform’s role is to develop a vibrant ecosystem to leverage capabilities and insights across business units, partners, and other stakeholders. Platform
  • 9. 9 Even themost traditional companies can learn from new economy companies about how to lead, organize, and deliver on customer needs. As organizations reinvent themselves, they are able to create the infrastructure for continuous adaptation and reinvention. The buzzwords become reality. Executives Teams/Customers New Economy Companies
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