2015 Management Tools.pdf

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Management Tools and Trends 2015
Author: Darrell Rigby
Co-author: Barbara Bilodeau

• In 1993, Bain launched a multi-year research project to
get the facts about management tools and trends.
Our objective is two-fold:
- To provide managers with information they need to identify and
integrate tools that will improve bottom-line results
- To understand how global executives view their strategic challenges
and priorities
• Over the past 22 years, we have completed 14 surveys,
assembling a database that now includes 13,438 respondents
from more than 70 countries in North America, Europe, Asia,
Africa, the Middle East and Latin America
• This year, we received 1,067 completed surveys from a
broad range of international executives

15 surveys and 13,438 respondents covering a
22-year span
0
20
40
60
80
100%
1993-2015
North America
EMEA
Asia-Pacific
Latin America
13,438
2015
North America
EMEA
Asia-Pacific
Latin America
1,067
Other
1

iThis year, we focused on 25 of the most popular tools and
techniques, listed on the slide below. To qualify for
inclusion, a tool had to be:
- Relevant to senior management
- Topical (as evidenced by coverage in the business press)
- Measurable
iWe defined these tools in a booklet titled Management Tools
2015, An Executive’s Guide
iSurveys were conducted online in partnership with
iThe survey is reprinted in the appendix at the back of this
report

We focused on 25 of the most popular tools
iBalanced Scorecard
iBenchmarking
iBig Data Analytics
iBusiness Process Reengineering
iChange Management Programs
iComplexity Reduction
iCore Competencies
iCustomer Relationship
Management
iCustomer Segmentation
iDecision Rights Tools
iDigital Transformation*
iDisruptive Innovation Labs*
iEmployee Engagement Surveys
iMergers and Acquisitions
iMission and Vision Statements
iOrganizational Time
Management*
iOutsourcing
iPrice Optimization Models
iSatisfaction and Loyalty
Management
iScenario & Contingency Planning
iStrategic Alliances
iStrategic Planning
iSupply Chain Management
iTotal Quality Management
iZero-based Budgeting
* Tool added to the survey in 2015
2

iGlobal respondents represent a full range of industries and
company sizes
iWith results of 13,438 surveys and more than 300 personal
interviews in our database, we have created the world’s
most comprehensive and definitive fact base on
management tools and trends

Global respondents represent the full range of
industries and company sizes
0
20
40
60
80
100%
Demographics of 2015 global respondents
Industry
Financial Services
Manufacturing
Tech & Telecomm
Services
Retail
Transport & Tourism
Utilities & Energy
Pharma & Biotech
Food & Beverage
Consumer Products
Chemicals & Metals
Construction & Real Estate
Healthcare
Wholesale, Distribution & Logistics
Media and Entertainment
Other
1,067
Corporate sales
<600MM
$600MM - <$2B
$2B+
1,067
3

iCompany size varied somewhat by region
- A larger percentage of North American respondents were from
large companies ($2 billion+ revenues)
- A larger percentage of Asia-Pacific respondents were from
medium-sized companies ($600 million to less than $2 billion
revenues)
- A larger percentage of EMEA and Latin American respondents
were from small companies (less than $600 million revenues)

Company size by region
0
20
40
60
80
100%
Percent of respondents
North
America
<$600M
$600m to
<$2B
$2B+
EMEA Asia-Pacific Latin
America
4

This year’s trends analysis highlights:
• Executives seem to be feeling more positive
- Three-fourths say their current financial performance is strong and that their ability to
adapt to change is a significant competitive advantage
- Over half feel that economic conditions are improving in their industry
• But also face many challenges
- Six of ten believe customers are less loyal to brands than they used to be
- Six of ten feel that excessive complexity is raising their costs and hindering growth
- Two-thirds say that over the next 3 years, spending on IT must increase as a percent of
sales
- Perhaps somewhat driven by concerns of a cyber attack as fifty-five percent say they
are concerned about the impact of a cyber attack on their business
- However, fewer feel that IT is holding them back from growth, with four of ten
saying that current information systems are constraining profitable growth and three
of ten saying they don’t have the technology capabilities required to be a leader in
their industry
• There is a split on what firms are focused on
- Six of ten say their management actions favor long-term results over short-term earnings
- Five of ten say that over the next 3 years, they will focus more on revenue growth than
cost reduction
• Half of firms are adapting to current challenges by trying newer techniques
- Fifty-two percent say Advanced Analytics are transforming their marketing strategy
- Forty-eight percent feel they use experimentation and testing techniques proficiently
• While six of ten feel that mergers and acquisitions will be critical to success in
their industry

The view on management trends
Disagree
Agree
Our ability to adapt to change is a significant competitive advantage
Innovation is more important than cost reduction for long-term success
Our current financial performance is strong
Over the next 3 years, our spending on IT must increase as a percent of our sales
Customers are less loyal to brands than they used to be
Excessive complexity is raising our costs and hindering our growth
Sustainability initiatives are improving our growth and profitability
Our management actions favor long-term results over short-term earnings
Effective mergers and acquisitions will be critical to success in our industry
The principles and passions of our founders still dominate our operating practices today
I am very concerned about the impact a cyber attack could have on our business
It feels like economic conditions are improving in our industry
Increased price transparency has had a major impact on our pricing strategy
Over the next 3 years, we will focus more on revenue growth than cost reduction
Advanced Analytics are transforming our marketing strategy
We use experimentation and testing techniques proficiently
Insufficient consumer insight is hurting our performance
Our current information systems are constraining profitable growth
Our top management is unwilling to take greater risks for higher returns
We don’t have the technology capabilities required to be a leader in our industry
75%
74%
74%
64%
62%
60%
59%
58%
57%
57%
55%
55%
54%
52%
52%
48%
46%
42%
39%
29%
13%
9%
10%
16%
19%
18%
13%
22%
22%
22%
23%
24%
14%
27%
14%
24%
29%
32%
39%
56% 5

iSome of these attitudes vary by region
- North American and Asia-Pacific executives are more concerned about cyber
attacks
- Asia-Pacific and North American executives are more likely to feel economic
conditions in their industry are improving
- EMEA and Asia-Pacific executives are more likely to feel innovation is more
important than cost reduction for long-term success
- EMEA and Asia-Pacific executives are more likely to feel insufficient consumer
insight is hurting their performance
- Latin American executives are more likely to feel their customers are not
loyal to brands
- Asia-Pacific and Latin American executives are more likely to feel that the
principles and passions of their founders still guide their business; while
EMEA executives less so

Attitudes vary by region
• Our ability to adapt to change is a significant competitive advantage 68% 75% 88% 75%
• Innovation is more important than cost reduction for long-term success 63% 83% 84% 74%
• Our current financial performance is strong 76% 71% 76% 71%
• Over the next 3 yrs, our spending on IT must increase as a percent of sales 58% 56% 83% 65%
• Customers are less loyal to brands than they used to be 64% 60% 54% 68%
• Excessive complexity is raising our costs and hindering our growth 55% 67% 68% 53%
• Sustainability initiatives are improving our growth and profitability 54% 56% 85% 46%
• Our management actions favor long-term results over short-term earnings 53% 49% 80% 56%
• Effective mergers and acquisitions will be critical to success in our industry 50% 58% 74% 54%
• Principles & passions of our founders still dominate our operating practices 55% 43% 71% 64%
• I am very concerned about the impact a cyber attack could have on us 60% 47% 74% 36%
• It feels like economic conditions are improving in our industry 61% 44% 80% 31%
• Increased price transparency has had a major impact on our pricing strategy 49% 54% 76% 43%
• Over the next 3 yrs, we’ll focus more on revenue growth than cost reduction 49% 45% 72% 49%
• Advanced Analytics are transforming our marketing strategy 47% 45% 83% 38%
• We use experimentation and testing techniques proficiently 43% 39% 75% 45%
• Insufficent consumer insight is hurting our performance 36% 56% 57% 40%
• Our current information systems are constraining profitable growth 37% 40% 57% 40%
• Our top management is unwilling to take greater risks for higher returns 35% 36% 49% 40%
• We don’t have the tech capabilities required to be a leader in our industry 28% 27% 34% 30%
Significantly higher than executives not in that region
Significantly lower than executives not in that region
N America EMEA APAC L America
6

Note: Emerging markets defined as those who are part of the MSCI Emerging Markets IndexSM.
As of June 2014 the index consisted of the following 23 emerging market country indices: Brazil,
Chile, Columbia, Mexico, Peru, Czech Republic, Egypt, Greece, Hungary, Poland, Qatar, Russia, South
Africa, Turkey, United Arab Emirates, China, India, Indonesia, Korea, Malaysia, Philippines, Taiwan,
Thailand
iWe divided the companies into emerging vs. established markets to
understand how their attitudes and behavior differ
-The attitudes with the biggest differentials between agreement by emerging
market and established market executives were
-We use experimentation and testing techniques proficiently (19%)
-The principles and passions of our founders still dominate our operating practices
(18%)
-Over the next 3 years, our spending on IT must increase as a percent of our sales
(17%)
-Our management actions favor long-term results over short-term earnings (17%)

• Our ability to adapt to change is a significant competitive advantage 71% 82%
• Innovation is more important than cost reduction for long-term success 71% 79%
• Our current financial performance is strong 74% 73%
• Over the next 3 years, our spending on IT must increase as a percent of our sales 57% 74%
• Customers are less loyal to brands than they used to be 63% 61%
• Excessive complexity is raising our costs and hindering our growth 60% 61%
• Sustainability initiatives are improving our growth and profitability 55% 66%
• Our management actions favor long-term results over short-term earnings 51% 68%
• Effective mergers and acquisitions will be critical to success in our industry 53% 64%
• The principles and passions of our founders still dominate our operating practices 50% 68%
• I am very concerned about the impact a cyber attack could have on our business 55% 55%
• It feels like economic conditions are improving in our industry 54% 56%
• Increased price transparency has had a major impact on our pricing strategy 51% 60%
• Over the next 3 years, we will focus more on revenue growth than cost reduction 47% 60%
• Advanced analaytics are transforming our marketing strategies 47% 61%
• We use experimentation and testing techniques proficiently 41% 60%
• Insufficient consumer insight is hurting our performance 44% 49%
• Our current information systems are constraining profitable growth 38% 49%
• Our top management is unwilling to take greater risks for higher returns 35% 44%
• We don’t have the technology capabilities required to be a leader in our industry 27% 32%
Agreement level varies by market type
Significantly higher than companies not in that market type
Established Emerging
7

• Attitudes also vary by company size. Executives at large companies
($2B+ revenue) are more likely to agree with
- I am very concerned about the impact a cyber attack could have on us
• Large company executives are less likely to feel
- Innovation is more important than cost reduction for long-term success
- Over the next 3 years, we will focus more on revenue growth than cost
reduction

• Our ability to adapt to change is a significant competitive advantage 73% 78% 75%
• Innovation is more important than cost reduction for long-term success 68% 82% 74%
• Our current financial performance is strong 76% 78% 67%
• Over the next 3 yrs, our spending on IT must increase as a percent of sales 60% 75% 58%
• Customers are less loyal to brands than they used to be 65% 61% 59%
• Excessive complexity is raising our costs and hindering our growth 60% 62% 59%
• Sustainability initiatives are improving our growth and profitability 59% 71% 49%
• Our management actions favor long-term results over short-term earnings 56% 66% 53%
• Effective mergers and acquisitions will be critical to success in our industry 58% 64% 51%
• The principles & passions of our founders still dominate our operating practices 54% 64% 54%
• I am very concerned about the impact a cyber attack could have on us 59% 61% 45%
• It feels like economic conditions are improving in our industry 58% 64% 43%
• Increased price transparency has had a major impact on our pricing strategy 52% 64% 49%
• Over the next 3 yrs, we will focus more on revenue growth than cost reduction 43% 62% 55%
• Advanced Analytics are transforming our marketing strategies 52% 65% 41%
• We use experimentation and testing techniques proficiently 47% 62% 39%
• Insufficient consumer insight is hurting our performance 42% 52% 44%
• Our current information systems are constraining profitable growth 40% 51% 37%
• Our top management is unwilling to take greater risks for higher returns 36% 46% 36%
• We don’t have the technology capabilities required to be a leader in our industry 28% 32% 28%
Attitudes vary by company size
Significantly higher than executives in other sized companies
Significantly lower than executives in other sized companies
Large Medium Small
8

iConfidence in economic conditions in their industry varies
- Pharma & Biotech, Construction & Real Estate, Financial Services,
and Manufacturing firms are most confident that things are
improving
- Consumer Products, Utilities & Energy and Food & Beverage firms
are least confident
Note: Small sample sizes

Pharma & Biotech, Construction & Real estate and Financial Services
companies are most optimistic about economic conditions; Utilities &
Energy and Consumer Products least
0
20
40
60
80
65
61 60 60 59 58 57 56 56
52 49 46 44
40 38
39
55 94
151
53 50
33
38 42
174 46
33
167 18
49
Respondents
Percent of respondents who agreed
“It feels like economic conditions are improving in our industry”
9

iExecutive’s concerns over a cyber attack vary by industry
- Those in Healthcare, Financial Services and Tech & Telecomm are
most concerned about the impact of a cyber attack
- Food & Beverage, Consumer Products and Media & Entertainment
executives are least concerned

Executives at Healthcare and Financial Services firms are most
concerned with cyber attacks
0
20
40
60
80
70 67
62
58 56 55 55 54 53
48 45
39 39 36
28
33 94 33 38 18 42 46
174 151 53 50 167 49 39 55
Respondents
“I am very concerned about the impact a cyber attack could have on our business”
10

iAdvanced Analytics are having more of an impact on some
industries than others
- Healthcare, Financial Services, Pharma & Biotech and Tech &
Telecomm firms are most likely to say Advanced Analytics are
transforming their marketing strategy
- Executives in Chemicals & Metals, Consumer Products and Media &
Entertainment are least likely to say there is an impact

Advanced Analytics are having the most impact on Healthcare and
Financial Services firms
0
20
40
60
80
67
61 59 58 57 56
52 51
45 43 42 41 39 36
31
33 94 50 46 18 42 39
174 49 151 53 167 33 55 38
Respondents
“Advanced Analytics are transforming our marketing strategies”
11

• We have asked some of the attitude statements in previous
years. Key differences in 2014 are:
- Fewer executives believe
- Customers are less loyal to brands than they used to be
- Our management actions favor long-term results over short-term
earnings
- Increased price transparency has had a major impact on our pricing
strategy
- Over the next 3 years, we will focus more on revenue growth than cost
reduction
- Our current information systems are constraining profitable growth
-More executives
-Are concerned about the impact of a cyber attack on their business

2012
75%
74%
67%
65%
64%
63%
61%
57%
57%
50%
50%
49%
2014
75%
74%
62%
64%
58%
60%
54%
52%
55%
55%
46%
42%
Executives’ beliefs over time
Significantly higher than 2014 Significantly lower than 2014
12
•Our ability to adapt to change is a significant competitive advantage
•Innovation is more important than cost reduction for long-term success
•Customers are less loyal to brands than they used to be
•Over the next 3 years, our spending on IT must increase as a percent of sales
•Our mgmt actions favor long-term results over short-term earnings
•Excessive complexity is raising our costs and hindering our growth
•Increased price transparency has had a major impact on our pricing strategy
•Over the next 3 yrs, we will focus more on revenue growth than cost reduction
•It feels like economic conditions are improving in our industry
•I’m very concerned about impact a cyber attack could have on our business
•Insufficient consumer insight is hurting our performance
•Our current information systems are constraining profitable growth
2010
81%
81%
-
-
-
-
-
63%
74%
-
45%
-
2008
-
76%
-
-
-
-
-
53%
-
-
46%
-
2006
-
79%
-
-
-
-
-
-
-
-
51%
-
2004
-
86%
-
-
-
68%
-
56%
-
-
65%
-

• We asked executives what their company’s top priority was
over the next three years
• Growth was clearly the dominating theme in executive’s minds
• Other key topics were Innovation, Costs, Customers and
Profitability

• We classified the open-ended responses to “What is your
organization’s most important priority over the next 3 years”
into categories
- Revenue growth remained the priority mentioned most often
- Increased profitability and cost cutting were mentioned next most
often, though both were down slightly from 2012

Revenue growth is a key priority for executives,
followed by increased profitability and cost cutting
0
10
20
30
40
Percent of respondents who mentioned
31
11 11 10
8
6 5 5 5
3 3 3
2012 Percent Mentioned
“What is your organization’s most important priority over the next 3 years?”
14

• Tool usage was similar to 2012
-An average of 7 tools were used in 2014, down slightly from 7.4 in
2012

0
5
10
15
20
0
5
10
15
20
1
9
9
3
11.8
1
9
9
4
12.6
1
9
9
5
13.2
1
9
9
6
12.1
1
9
9
7
11.9
1
9
9
8
13.3
1
9
9
9
10.7
2
0
0
0
10.4
2
0
0
2
16.1
2
0
0
4
13.4
2
0
0
6
15.3
2
0
0
8
10.6
2
0
1
0
9.7
2
0
1
2
7.4
2
0
1
4
7.0
Average number of tools used
Tool usage was similar to 2012
15

iWhile large companies continue to use more tools, their usage
declined, while usage by medium-sized companies increased

Larger firms use more management tools, but usage
increased in medium-sized companies
Large companies
($2b+)*
Medium companies
($600M - <$2B)*
Small companies
(<$600M)*
*Based on annual revenues
16

iNumber of tools used was highest in Asia-Pacific and
North America
- Though usage declined slightly in both regions, while it
increased in Latin America

Latin America saw an increase in number of tools used, while
North America and Asia saw slight declines
0
5
10
0
5
10
Asia
8.0
North
America
7.2
Europe
6.6
Latin
America
6.2
396 263
206 202
Respondents:
Average number of tools used in 2014
2014
Average
2012
Average
17

iThe number of tools used is consistently higher for large
companies across regions

Tool usage in all regions declines with company size
0
5
10
15
0
5
10
15
N
Amer
Large
7.9
7.9
N
Amer
Med
8.0
8.0
N
Amer
Small
5.2
5.2
Euro
Large
7.5
7.5
Euro
Med
7.0
7.0
Euro
Small
5.6
5.6
Asia
Large
9.9
9.9
Asia
Med
8.5
8.5
Asia
Small
5.6
5.6
LatAm
Large
8.5
8.5
LatAm
Med
6.6
6.6
LatAm
Small
4.8
4.8
18

•The number of tools used varies by industry
-Heaviest users are:
-Transport & Tourism
-Manufacturing
-Tech & Telecomm
- Lightest users are:
-Media & Entertainment
-Construction & Real Estate
-Utilities & Energy
-Healthcare

Tool usage varies by industry
0
5
10
0
5
10
8.3 8.2
7.6 7.5 7.5 7.5 7.2 7.1 6.9
6.0 6.0 5.8 5.8 5.7
3.6
39 55 94
151
53 50
33 38
42 174
46 33
167 18
49
Respondents
19

• The six tools that were used by the most firms in 2012 remained
the top six in 2014, with Customer Relationship Management
once again being the most used tool
• Some tools stand out as winners and losers
-While no tool is right for everyone, Customer Relationship
Management and Strategic Planning were once again above average
in both usage and satisfaction
-On the flip side, Complexity Reduction was below average in both
usage and satisfaction
-As it was in 2010 and 2012, Outsourcing was above average in
usage, but below average in satisfaction
-Change Management Programs were also above average in usage,
but below average in satisfaction

Usage and satisfaction rates in 2014
CRM
Benchmarking
Employee Engagement Surveys
Strategic Planning
Outsourcing
Balanced Scorecard
Mission and Vision Statements
Supply Chain Management
Change Management Programs
Customer Segmentation
Big Data Analytics
Core Competencies
Total Quality Management
Mergers and Acquisitions
Business Process Reengineering
Satisfaction and Loyalty Management
Strategic Alliances
Organizational Time Management
Digital Transformation
Scenario and Contingency Planning
Complexity Reduction
Price Optimization Models
Decision Rights Tools
Zero-based Budgeting
Disruptive Innovation Labs
46%* 3.93*
44%* 3.80
44%* 3.75
44%* 3.93*
41%* 3.61**
38%* 3.90
38%* 3.82
36%* 3.85
34%* 3.69**
30% 3.96*
29% 4.01*
29% 3.78
29% 3.97*
28% 3.87
26% 3.78
24%** 3.86
22%** 3.90
21%** 3.76
18%** 3.94
18%** 3.80
17%** 3.67**
17%** 3.87
10%** 3.92
10%** 3.72
8%** 3.95
*Significantly above the overall mean **Significantly below the overall mean (usage = 28%, satisfaction = 3.84)
Usage Satisfaction
20

• We identified the top 10 tools globally and by region
- The tool used most often in North America was once again
Employee Engagement Surveys, followed by Benchmarking and
Strategic Planning
- Customer Relationship Management and Benchmarking were the
tools used most often in EMEA
- Asia-Pacific firms use a different set of tools than their
counterparts elsewhere
- The tool used most often was Big Data Analytics, and Total
Quality Management was also in their top
- Change Management Programs and Mission & Vision
Statements were ranked much lower than elsewhere
- Business Process Reengineering and Strategic Alliances were in
the top ten for Latin American firms

21
Top 10 most used tools
• Customer Relationship Management
• Benchmarking
• Employee Engagement Surveys
• Strategic Planning
• Outsourcing
• Balanced Scorecard
• Mission and Vision Statements
• Supply Chain Management
• Change Management Programs
• Customer Segmentation
Note: (t) = tied
Global N. Amer. EMEA APAC L.Amer.
1
2(t)
2(t)
2(t)
5
6(t)
6(t)
8
9
10
4
2(t)
1
2(t)
6
7(t)
5
7(t)
9
14(t)
1(t)
1(t)
5
9
3(t)
3(t)
8
10
6(t)
6(t)
• Core Competencies
• Big Data Analytics
• Total Quality Management
• Satisfaction and Loyalty Management
• Digital Transformation
• Business Process Reengineering
• Strategic Alliances
2(t)
14
8
5(t)
5(t)
15(t)
18
2(t)
21
12(t)
4
2
9(t)
1
9(t)
3
5
13(t)
9(t)
7
11(t)
11(t)
11(t)
16
19(t)
15
17
10
-
-
-
-
-
-
-
-
-
-
-
-
-
7
1
4
9
10
-
-
-
-
-
-
-
6
8

iComparing the top 10 tools over time shows several key
points about tool usage
-Some tools such as Strategic Planning, Benchmarking and
Mission and Vision Statements consistently remain in the top
10
-Others such as Total Quality Management, which were once
widely used, are now much less universally used
-Core Competencies was the only tool to drop out of the top
10 from 2012

Top 10 tools have varied over time
1993
• Mission & Vision
Statements (88%)
• Customer Satisfaction
(86%)
• TQM (72%)
• Competitor Profiling
(71%)
• Benchmarking (70%)
(70%)
• Pay-for-Performance
(70%)
• Reengineering (67%)
(62%)
• Cycle Time Reduction
(55%)
• Self-Directed Teams
(55%)
2000
• Strategic Planning*
(76%)
• Mission & Vision
Statements (70%)
(69%)
• Outsourcing**
(63%)
• Customer Satisfaction
(60%)
• Growth Strategies*
(55%)
(53%)
• Pay-for-Performance
(52%)
• Customer
Segmentation (51%)
• Core Competencies
(48%)
2014
2012
(43%)
• CRM*** (43%)
• Employee Engagement
Surveys***** (43%)
• Balanced Scorecard*
(38%)
• Change Management
Programs**** (35%)
• Supply Chain
Management** (34%)
• Outsourcing** (36%)
• Mission and Vision
Statements (33%)
*Tool added in 1996 ***Tool added in 2000
**Tool added in 1998/99 ****Tool added in 2010 *****Tool added in 2012
• CRM***(46%)
• Employee Engagement
Surveys***** (44%)
(44%)
• Outsourcing**(41%)
• Balanced Scorecard
(38%)
• Supply Chain
Management** (36%)
• Change Management
Programs**** (34%)
• Mission and Vision
Statements (38%)
• Customer
Segmentation (30%)
• Core Competencies (36%)
22

• North American firms are heavier users of many tools
- Benchmarking, Employee Engagement Surveys, Strategic
Planning, Mission and Vision Statements, Core Competencies and
Mergers & Acquisitions
• EMEA firms are heavier users of
- Benchmarking, Balanced Scorecard, Change Management
Programs, and Customer Segmentation
• Asia-Pacific firms are heavier users of many tools, but lighter
users of the more traditional tools mentioned above
• Latin American firms are heavier users of Strategic Planning,
Business Process Reengineering and Strategic Alliances

Usage rates vary by region
• Customer Relationship Management 48% 50% 48% 38%
• Benchmarking 50% 50% 29% 42%
• Employee Engagement Surveys 55% 41% 38% 31%
• Strategic Planning 50% 31% 42% 52%
• Outsourcing 42% 44% 42% 31%
• Balanced Scorecard 39% 44% 28% 39%
• Mission and Vision Statements 45% 37% 27% 36%
• Supply Chain Management 39% 30% 48% 24%
• Change Management Programs 37% 39% 24% 31%
• Customer Segmentation 22% 39% 31% 34%
• Big Data Analytics 27% 24% 52% 17%
• Core Competencies 36% 23% 39% 15%
• Total Quality Management 22% 25% 47% 28%
• Mergers and Acquisitions 34% 24% 28% 24%
• Business Process Reengineering 22% 21% 32% 35%
• Satisfaction and Loyalty Management 23% 19% 34% 19%
• Strategic Alliances 19% 19% 26% 32%
• Organizational Time Management 22% 17% 31% 14%
• Digital Transformation 14% 14% 33% 15%
• Scenario and Contingency Planning 20% 15% 16% 17%
• Complexity Reduction 15% 17% 26% 14%
• Price Optimization Models 15% 14% 28% 15%
• Decision Rights Tools 7% 9% 22% 4%
• Zero-based Budgeting 10% 6% 13% 9%
• Disruptive Innovation Labs 7% 6% 17% 3%
Use tool significantly more than those not in region
Use tool significantly less than those not in region
23

•Tool usage differs between Established and Emerging Market firms
•Established Market Firms are heavier users of the more traditional
tools such as Benchmarking, Employee Engagement Surveys,
Balanced Scorecard and Mission and Vision Statements
•Emerging Market Firms use some of the newer tools such as Big
Data analytics, Digital Transformation and Disruptive Innovation
Labs more often

Tool usage varies by market type
• Customer Relationship Management 49% 43%
• Benchmarking 50% 35%
• Employee Engagement Surveys 49% 35%
• Strategic Planning 42% 47%
• Outsourcing 43% 37%
• Balanced Scorecard 41% 34%
• Mission and Vision Statements 42% 31%
• Supply Chain Management 35% 36%
• Change Management Programs 38% 27%
• Customer Segmentation 29% 32%
• Big Data Analytics 26% 35%
• Core Competencies 31% 27%
• Total Quality Management 23% 38%
• Mergers and Acquisitions 30% 26%
• Business Process Reengineering 22% 34%
• Satisfaction and Loyalty Management 22% 27%
• Strategic Alliances 19% 29%
• Organizational Time Management 20% 22%
• Digital Transformation 14% 24%
• Scenario and Contingency Planning 18% 16%
• Complexity Reduction 16% 20%
• Price Optimization Models 15% 22%
• Decision Rights Tools 8% 13%
• Zero-based Budgeting 9% 11%
• Disruptive Innovation Labs 7% 10%
Use tool significantly more than those not in market type 24

iThe larger the firm, the more likely they are to use the vast
majority of tools

25
More large firms use most management tools
Customer Relationship Management
Benchmarking
Strategic Planning
Outsourcing
Balanced Scorecard
Big Data Analytics
Core Competencies
Strategic Alliances
40%
35%
35%
33%
37%
30%
33%
23%
28%
26%
17%
21%
21%
18%
20%
15%
17%
15%
10%
14%
11%
13%
5%
6%
4%
50%
42%
41%
49%
39%
38%
33%
44%
30%
34%
38%
33%
36%
28%
31%
29%
27%
24%
24%
15%
19%
21%
14%
12%
12%
50%
53%
53%
50%
45%
45%
46%
40%
42%
31%
33%
34%
30%
38%
29%
27%
24%
24%
20%
22%
22%
18%
10%
11%
9%
Significantly higher usage rate than other sized companies
Significantly lower usage rate than other sized companies
Large Medium Small

• The average overall satisfaction rating is 3.84, almost exactly the
same of the average of 3.83 in 2011
• North American executives were generally less satisfied with tools
while Asia-Pacific executives were generally more satisfied
• Big Data Analytics remained the satisfaction leader
• Total Quality Management, Customer Segmentation, Customer
Relationship Management and Strategic Planning all had above
average satisfaction scores
• Tools with below average satisfaction ratings were
-Outsourcing (was also below average in 2010 and 2012)
-Change Management Programs
-Complexity Reduction

26
North American executives were much less satisfied with
the majority of tools, Asia executives much more satisfied
Big Data Analytics
Strategic Planning
Balanced Scorecard
Strategic Alliances
Benchmarking
Core Competencies
Outsourcing
4.01* 3.69 3.87 4.43 3.94
3.97* 3.81 3.83 4.18 4.05
3.96* 3.91 3.94 4.17 3.87
3.95 3.63 4.00 4.19 3.83
3.94 3.73 3.81 4.28 3.73
3.93* 3.86 3.82 4.24 3.87
3.93* 3.83 3.89 4.20 3.92
3.92 3.62 3.79 4.24 3.56
3.90 3.78 3.86 4.28 3.91
3.90 3.92 3.80 4.11 3.80
3.87 3.81 3.83 3.95 3.98
3.87 3.67 3.64 4.29 3.73
3.86 3.76 3.76 4.13 3.71
3.85 3.70 3.77 4.09 4.00
3.82 3.72 3.71 4.07 4.05
3.80 3.74 3.86 4.15 3.61
3.80 3.69 3.60 4.27 3.82
3.78 3.58 3.66 4.21 3.72
3.78 3.75 3.62 3.95 3.81
3.76 3.55 3.66 4.08 3.89
3.75 3.64 3.89 3.84 3.79
3.72 3.56 3.71 4.00 3.67
3.69** 3.59 3.67 3.96 3.76
3.67** 3.34 3.45 4.09 3.89
3.61** 3.60 3.39 3.98 3.51
Global Avg
= 3.84
*Significantly above/**below the global mean Significantly higher than other regions Significantly lower
Global

• Respondents in emerging markets are more satisfied with
almost all tools

27
Executives in emerging markets were more satisfied
with several tools
Big Data Analytics
Strategic Planning
Balanced Scorecard
Strategic Alliances
Benchmarking
Core Competencies
Outsourcing
4.31
4.13
4.02
4.14
4.11
4.08
4.04
4.13
4.07
3.94
3.96
4.10
3.98
4.06
4.06
3.83
4.04
3.96
3.91
4.02
3.82
3.87
3.85
4.02
3.78
3.76
3.82
3.93
3.77
3.76
3.85
3.85
3.70
3.82
3.87
3.81
3.66
3.76
3.72
3.71
3.79
3.66
3.61
3.71
3.58
3.72
3.60
3.62
3.39
3.51
Significantly higher than those not in market type
Established Emerging

iLarge companies were less satisfied with Organizational Time
Management
• Medium-sized companies were more satisfied with many of the tools
• Small companies were less satisfied with several of the tools
- Big Data Analytics
- Digital Transformation
- Strategic Alliances
- Benchmarking

28
Large companies were less satisfied with several tools
Big Data Analytics
Strategic Planning
Balanced Scorecard
Strategic Alliances
Benchmarking
Core Competencies
Outsourcing
3.77
3.88
3.91
3.86
3.57
3.89
3.86
3.95
3.91
3.64
3.87
3.67
3.76
3.80
3.85
3.66
3.69
3.66
3.72
3.85
3.66
3.50
3.55
3.53
3.47
4.23
4.02
3.99
4.17
4.21
4.03
3.95
3.98
3.99
4.05
3.88
4.08
3.96
3.88
3.84
3.93
3.89
3.95
3.86
3.97
3.93
4.00
3.91
3.88
3.81
3.93
3.99
3.98
3.77
3.88
3.88
3.94
3.85
3.84
3.95
3.85
3.81
3.82
3.85
3.80
3.81
3.80
3.72
3.75
3.56
3.70
3.58
3.66
3.59
3.57
Significantly higher satisfaction rate than other sized companies Significantly lower satisfaction rate
Large Medium Small

• The odds of success vary widely for different tools.
For example, 32% of those who use Total Quality Management
report that they are extremely satisfied with the tool, while only
6% say they are dissatisfied, creating a positive “satisfaction
spread” of 26 points (32–6)
• At the bottom of the page are tools, Outsourcing and Change
Management programs, that dissatisfied almost as many users as
they pleased

Satisfaction spreads
Big Data Analytics
Strategic Alliances
Strategic Planning
Balanced Scorecard
Benchmarking
Core Competencies
Outsourcing
26
25
24
23
22
21
20
20
19
19
19
18
17
16
16
16
15
15
14
13
12
10
8
5
2
Spread
32%
30%
28%
30%
27%
27%
29%
27%
25%
25%
26%
25%
27%
23%
24%
24%
21%
22%
24%
21%
22%
22%
21%
16%
17%
% Extremely
satisfied
-6%
-5%
-4%
-7%
-5%
-6%
-9%
-7%
-6%
-6%
-7%
-7%
-10%
-7%
-8%
-8%
-6%
-7%
-10%
-8%
-10%
-12%
-13%
-11%
-15%
% Dissatisfied
29

iMajor efforts achieve better satisfaction scores than limited
efforts do for all tools. Perhaps some tools should not be used
on a limited basis at all
iFor some tools, the differences are enormous. Balanced
Scorecard is tied as the 3rd highest rated tool when used as
part of a major effort, but tied for 18th when used on a limited
basis
iIt is important to understand incremental benefits of pursuing a
major versus minor effort with each of these tools before
deciding which tools to use and how much effort will be devoted
to implementing them

30
Major efforts achieve higher satisfaction
Big Data Analytics
Balanced Scorecard
Strategic Alliances
Benchmarking
Strategic Planning
Core Competencies
Outsourcing
3.65
3.70
3.53
3.57
3.69
3.52
3.64
3.70
3.63
3.62
3.64
3.55
3.63
3.59
3.52
3.51
3.53
3.58
3.54
3.43
3.59
3.59
3.53
3.49
3.50
4.22
4.22
4.19
4.19
4.17
4.17
4.12
4.11
4.09
4.09
4.08
4.07
4.07
4.03
4.02
4.01
4.00
4.00
4.00
3.93
3.91
3.87
3.82
3.82
3.72
Limited effort score
Major effort score

• The tools in the upper right quadrant are both more widely used
and have satisfaction scores above the mean
- CRM, Balanced Scorecard, Customer Segmentation, TQM and Big Data
Analytics
• Loyalty Management, Strategic Alliances, Digital Transformation,
Price Optimization Models, Decision Rights Tools and Disruptive
Innovation Labs are all above average satisfaction, but below
average usage
• The tools that performed the worst are in the bottom left quadrant
• Employee Engagement Surveys and Outsourcing have above
average usage, but below average satisfaction

5
20
35
50%
3.50 4.10
Zero-based Budgeting Decision Rights Tools
Scenario Planning Digital Transformation
Org Time Mgmt
Strategic Alliances
Loyalty Mgmt
Reengineering
Core Competencies
Change Management
Balanced Scorecard
Outsourcing
Strategic Planning
CRM
Satisfaction
Usage
Benchmarking
Mergers & Acquisitions
TQM
Big Data Analytics
Employee Surveys
2014 usage and satisfaction
31

• All tools are projected to have higher usage levels in 2015.
Those with the biggest projected gain are:
- Scenario and Contingency Planning
- Complexity Reduction
- Organizational Time Management

Expected change in usage
Strategic Alliances
Core Competencies
Big Data Analytics
Strategic Planning
Benchmarking
Balanced Scorecard
Outsourcing
42%
40%
40%
39%
38%
38%
37%
37%
37%
37%
35%
35%
35%
34%
33%
33%
33%
33%
33%
30%
28%
27%
27%
27%
26%
Projected
Increase
60%
57%
61%
63%
60%
67%
54%
47%
67%
63%
64%
64%
53%
44%
79%
67%
77%
71%
77%
74%
36%
55%
65%
63%
67%
Projected
2015 Usage
18%
17%
21%
24%
22%
29%
17%
10%
30%
26%
29%
29%
18%
10%
46%
34%
44%
38%
44%
44%
8%
28%
38%
36%
41%
Actual 2014
Usage
32

• Less than a quarter of executives are extremely satisfied
with their organization’s performance on any of the firm
metrics
• Satisfaction on all performance metrics are similar to 2012
• Satisfaction with Financial Results is once again the highest
and Organizational Integration the lowest
Will look at correlations
between this question and
usage in final version

Satisfaction with firm performance
0
20
40
60
80
100
Percent of respondents
(n = 1067)
Financial
Results
Extremely
satisfied
Somewhat
satisfied
76
Competitive
Positioning
71
Customer
Equity
69
Long-Term
Performance
Capabilities
69
Organizational
Integration
60
13% 6% 9%
10% 14%
Percent not
satisfied (1/2)
Extremely satisfied
Somewhat satisfied
2013 Percent Satisfied
“How satisfied are executives with your organization’s 2014 results on each performance dimension”
33

1. Get the facts: Every tool carries a set of strengths and weaknesses. Success requires
understanding the full effects—and side effects—of each tool and then creatively
combining the right ones in the right ways at the right times. Use the research.
Talk to other tool users. Don’t naively accept hyperbole and simplistic solutions
2. Champion enduring strategies, not fleeting fads: Line managers and tool gurus
don’t always have perfectly aligned agendas. Tool gurus may provoke stimulating
discussions, but managers must manage. Managers who promote fleeting fads
undermine employees’ confidence that they can create needed change; such managers’
programs are greeted with increasing skepticism. Executives would be better served by
championing realistic, strategic directions and regarding the specific tools for getting
there as ancillary
3. Choose the best tools for the job: Managers need a rational system for selecting,
implementing and integrating the tools appropriate for their companies. A management
tool will improve results only to the extent that it:
a. Discovers unmet customer needs;
b. Builds distinctive capabilities;
c. Exploits competitor vulnerabilities;
d. Develops breakthrough strategies by effectively integrating these accomplishments.
4. Adapt tools to your business system (not vice versa)
On the basis of our research to date, we offer four suggestions for the usage of tools:

Tool tips
iGet the facts
iChampion enduring strategies, not fleeting fads
iChoose the best tool for the job
iAdapt tools to your business system
34

*This page intentionally left blank

Balanced Scorecard
“Balanced Scorecard: Translates Mission and Vision Statements into quantifiable measures and gauges
whether management is achieving desired results. Related Topics: Management by Objectives (MBO),
Pay-for-Performance, Strategic Balance Sheet.”
-
-
1994:
-
-
1995:
3.81 (7th)
39% (15th)
1996:
3.94 (5th)
46% (14th)
1997:
3.89 (13th)
38% (19th)
1998:
3.84 (13th)
40% (14th)
1999:
3.94 (5th)
36% (14th)
2000:
3.88 (8th)
62% (16th)
2002:
3.86 (18th)
57% (13th)
2004:
3.60 (21st)
66% (12th)
2006:
3.83 (8th)
53% (6th)
2008:
Satisfaction
Usage
2015 Expected
55%
3.91
30%
Small companies
(<$600M):
72%
3.99
38%
Medium companies
($600M-2B):
68%
3.84
45%
Large companies
($2B+):
58%
3.91
39%
Latin America:
75%
4.28
28%
Asia-Pacific:
65%
3.86
44%
Europe:
63%
3.78
39%
N. America:
65%
3.90
38%
Global:
2014 Satisfaction
2014 Usage
Significantly higher rate than other regions/company size Significantly lower rate
3.90 (8th)
47% (6th)
2010:
3.90 (6th)
38% (5th)
2012:
3.90 (9th)
38% (6th)
2014:
-
-
1993:

Benchmarking
“Benchmarking: Compares processes and performance with internal and external benchmarks. Companies
incorporate identified best practices to meet improvement targets. Related topics: Best Demonstrated
Practices, Competitor Profiles.”
Satisfaction
Usage
2015 Expected
67%
3.66
35%
Small companies
(<$600M):
84%
3.93
42%
Medium companies
($600M-2B):
81%
3.81
53%
Large companies
($2B+):
72%
3.61
42%
Latin America:
82%
4.15
29%
Asia-Pacific:
77%
3.86
50%
Europe:
77%
3.74
50%
N. America:
77%
3.80
44%
Global:
2014 Satisfaction
2014 Usage
3.76 (6th)
77% (3rd)
1994:
3.80 (2nd)
76% (3rd)
1995:
3.93 (2nd)
79% (3rd)
1996:
3.88 (11th)
82% (1st)
1997:
3.99 (4th)
82% (2nd)
1998:
3.89 (11th)
77% (3rd)
1999:
3.89 (11th)
69% (3rd)
2000:
3.96 (6th)
84% (2nd)
2002:
3.98 (3rd)
73% (3rd)
2004:
3.80 (6th)
81% (4th)
2006:
3.82 (12th)
76% (1st)
2008:
3.86 (13th)
67% (1st)
2010:
3.70 (13th)
70% (6th)
1993:
3.86 (11th)
40% (4th)
2012:
3.80 (16h)
44% (2nd)
2014:

Big Data Analytics
“Big Data Analytics enables the rapid extraction , transformation, loading, search, analysis and sharing of
massive data sets. Related Topics: Business Analytics, Business Intelligence, Data Mining, Predictive
Analytics”
-
-
1995:
-
-
1996:
-
-
1997:
-
-
1998:
-
-
1999:
-
-
2000:
-
-
2002:
-
-
2004:
-
-
2006:
-
-
2008:
-
-
2010:
Satisfaction
Usage
2015 Expected
49%
3.77
17%
Small companies
(<$600M):
75%
4.23
38%
Medium companies
($600M-2B):
69%
3.93
33%
Large companies
($2B+):
51%
3.94
17%
Latin America:
85%
4.43
52%
Asia-Pacific:
56%
3.87
24%
Europe:
65%
3.69
27%
N. America:
64%
4.01
29%
Global:
2014 Satisfaction
2014 Usage
2012:
-
-
1994:
4.01 (1st)
29% (11th)
2014:
3.96 (1st)
26% (17th)
-
-
1993:

“Business Process Reengineering: Radically redesigns core business processes to achieve dramatic
improvements in productivity, cycle times and quality. Related Topics: Cycle Time Reduction, Horizontal
Organizations, Overhead Value Analysis, Process Redesign.”
3.85 (17th)
38% (12th)
2010:
Satisfaction
Usage
2015 Expected
47%
3.66
20%
Small companies
(<$600M):
73%
3.95
31%
Medium companies
($600M-2B):
68%
3.72
29%
Large companies
($2B+):
66%
3.72
35%
Latin America:
79%
4.21
32%
Asia-Pacific:
56%
3.66
21%
Europe:
57%
3.58
22%
N. America:
63%
3.78
26%
Global:
2014 Satisfaction
2014 Usage
3.76 (7th)
68% (6h)
1994:
3.61 (17th)
69% (7th)
1995:
3.71 (18th)
65% (7th)
1996:
3.72 (21st)
61% (8th)
1997:
3.81 (21st)
58% (12th)
1998:
3.75 (21st)
44% (12th)
1999:
3.85 (16th)
38% (13th)
2000:
3.75 (20th)
54% (19th)
2002:
3.90 (11th)
61% (10th)
2004:
3.77 (11th)
69% (8th)
2006:
3.85 (7th)
50% (8th)
2008:
3.81 (5th)
67% (7th)
1993:
3.83 (15th)
30% (11th)
2012:
3.78 (18th)
26% (15th)
2014:

“Change Management Programs involve devising change initiatives, generating organizational buy-in,
implementing the initiatives as seamlessly as possible and generating a repeatable model for ensuring
continued success in future change efforts. Related Topics: Cultural Transformation, Process Redesign”
3.80 (20th)
46% (7th)
2010:
Satisfaction
Usage
2015 Expected
57%
3.55
28%
Small companies
(<$600M):
74%
3.91
30%
Medium companies
($600M-2B):
72%
3.66
42%
Large companies
($2B+):
60%
3.76
31%
Latin America:
79%
3.96
24%
Asia-Pacific:
68%
3.67
39%
Europe:
65%
3.59
37%
N. America:
67%
3.69
34%
Global:
2014 Satisfaction
2014 Usage
-
-
1994:
-
-
1995:
-
-
1996:
-
-
1997:
-
-
1998:
-
-
1999:
-
-
2000:
3.80 (15th)
64% (14th)
2002:
3.75 (20th)
59% (12th)
2004:
-
-
2006:
-
-
2008:
-
-
1993:
3.69 (23rd)
34% (9th)
2014:
3.85 (13th)
35% (8th)
2012:

“Complexity Reduction helps companies simplify their strategy, organization, products, processes and
information technology. Related Topics: Business Process Reengineering, Decision Rights Tools, Focused
Strategy, Repeatable Models, Spans and Layers”
-
-
1995:
-
-
1996:
-
-
1997:
-
-
1998:
-
-
1999:
-
-
2000:
-
-
2002:
-
-
2004:
-
-
2006:
-
-
2008:
-
-
2010:
Satisfaction
Usage
2015 Expected
43%
3.53
11%
Small companies
(<$600M):
63%
3.88
19%
Medium companies
($600M-2B):
65%
3.59
22%
Large companies
($2B+):
52%
3.89
14%
Latin America:
74%
4.09
26%
Asia-Pacific:
56%
3.45
17%
Europe:
52%
3.34
15%
N. America:
57%
3.67
17%
Global:
2014 Satisfaction
2014 Usage
2012:
-
-
1994:
3.67 (24th)
17% (21st)
2014:
3.79 (17th)
19% (23rd)
-
-
1993:

Core Competencies
“Core Competencies: Identifies and invests in special skills or technologies that create unique customer
value. Related Topics: Core Capabilities, Key Success Factors.”
3.88 (10th)
46%(7th)
2010:
Satisfaction
Usage
2015 Expected
55%
3.72
21%
Small companies
(<$600M):
74%
3.86
33%
Medium companies
($600M-2B):
71%
3.75
34%
Large companies
($2B+):
55%
3.81
15%
Latin America:
84%
3.95
39%
Asia-Pacific:
60%
3.62
23%
Europe:
68%
3.75
36%
N. America:
67%
3.78
29%
Global:
2014 Satisfaction
2014 Usage
3.70 (11th)
60% (9th)
1994:
3.75 (6th)
66% (9th)
1995:
3.83 (6th)
69% (5th)
1996:
3.88 (12th)
61% (7th)
1997:
3.88 (15th)
60% (9th)
1998:
3.79 (17th)
50% (10th)
1999:
3.83 (18th)
48% (10th)
2000:
4.01 (3rd)
75% (11th)
2002:
3.97 (4th)
65% (7th)
2004:
3.86 (5th)
79% (5th)
2006:
3.82 (12th)
48% (9th)
2008:
3.60 (20th)
52% (11th)
1993:
3.87 (9th)
36% (6th)
2012:
3.78 (18th)
29% (11th)
2014:

Customer Relationship Management (CRM)
“Customer Relationship Management: Collects data about customers to optimize marketing, sales and
service processes to increase customer value. Related Topics: Collaborative Commerce, Customer
Retention, Customer Segmentation, Customer Surveys, Loyalty Management.”
3.92 (6th)
58% (4th)
2010:
Satisfaction
Usage
2015 Expected
72%
3.89
40%
Small companies
(<$600M):
86%
4.03
50%
Medium companies
($600M-2B):
81%
3.88
50%
Large companies
($2B+):
75%
3.87
38%
Latin America:
88%
4.24
48%
Asia-Pacific:
77%
3.82
50%
Europe:
79%
3.86
48%
N. America:
79%
3.93
46%
Global:
2014 Satisfaction
2014 Usage
-
1996:
-
-
1997:
-
-
1998:
-
-
1999:
3.67 (22nd)
35% (15th)
2000:
3.81 (13th)
78% (7th)
2002:
3.91 (9th)
75% (2nd)
2004:
3.87 (4th)
84% (2nd)
2006:
3.83 (8th)
63% (4th)
2008:
-
-
-
1994:
-
-
1995:
-
-
1993:
3.96 (1st)
43% (1st)
2012:
3.93 (6th)
46% (1st)
2014:

“Customer Segmentation: Subdivides markets into discrete customer groups that share similar
characteristics in order to develop tailored product offerings or marketing programs. Related Topics:
Customer Surveys, Market Segmentation, One-to-One Marketing.”
-
-
1994:
-
-
1995:
-
-
1996:
-
-
1997:
3.87 (17th)
60% (9th)
1998:
3.94 (8th)
52% (9th)
1999:
3.99 (3rd)
51% (9th)
2000:
4.01 (4th)
79% (4th)
2002:
3.97 (4th)
72% (5th)
2004:
3.93 (1st)
82% (3rd)
2006:
3.95 (2nd)
53% (6th)
2008:
Satisfaction
Usage
2015 Expected
57%
3.91
26%
Small companies
(<$600M):
76%
3.99
34%
Medium companies
($600M-2B):
68%
3.98
31%
Large companies
($2B+):
69%
3.87
34%
Latin America:
82%
4.17
31%
Asia-Pacific:
65%
3.94
39%
Europe:
59%
3.91
22%
N. America:
67%
3.96
30%
Global:
2014 Satisfaction
2014 Usage
3.95 (4th)
42% (10th)
2010:
-
-
1993:
3.88 (8th)
30% (11th)
2012:
3.96 (3rd)
30% (10th)
2014:

“Decision Rights Tools: Helps companies to organize their decision making and execution by setting clear roles and
accountabilities and by giving all those involved a sense of ownership of decisions: when to provide input, who should
follow through and what is beyond their scope. Related topics: Governance Roles, Job Descriptions, Organization
Design”
-
-
1994:
-
-
1995:
-
-
1996:
-
-
1997:
-
-
1998:
-
-
1999:
-
-
2000: -
-
2002:
-
-
2004:
-
-
2006:
3.68 (22nd)
10% (25th)
2008:
Satisfaction
Usage
2015 Expected
32%
3.95
5%
Small companies
(<$600M):
55%
3.98
14%
Medium companies
($600M-2B):
47%
3.85
10%
Large companies
($2B+):
35%
3.56
4%
Latin America:
75%
4.24
22%
Asia-Pacific:
37%
3.79
9%
Europe:
38%
3.62
7%
N. America:
44%
3.92
10%
Global:
2014 Satisfaction
2014 Usage
3.86 (13th)
17% (24th)
2010:
-
-
1993:
3.85 (13th)
13% (24th)
2012:
3.92 (8th)
10% (23rd)
2014:

“Digital Transformation: Integrating digital technologies into an organization’s strategy and operations.
Focusing the entire organization on opportunities to merge the best of both digital and physical worlds.
Related Topics: Digital Disruption, Digitization, Internet of Things, Digical Innovation”
-
-
1995:
-
-
1996:
-
-
1997:
-
-
1998:
-
-
1999:
-
-
2000:
-
-
2002:
-
-
2004:
-
-
2006:
-
-
2008:
-
-
2010:
Satisfaction
Usage
2015 Expected
42%
3.57
10%
Small companies
(<$600M):
64%
4.21
24%
Medium companies
($600M-2B):
53%
3.88
20%
Large companies
($2B+):
48%
3.73
15%
Latin America:
80%
4.28
33%
Asia-Pacific:
46%
3.81
14%
Europe:
45%
3.73
14%
N. America:
53%
3.94
18%
Global:
2014 Satisfaction
2014 Usage
-
-
2012:
-
-
1994:
3.94 (5th)
18% (19th)
2014:
-
-
1993:

“Disruptive Innovation Labs: Used to foster disruptive innovations – high-risk, high-return breakthroughs
that often start at the bottom of a market but eventually displace established competitors. Related
Topics: Creative Destruction, Moonshot Thinking, Open Innovation, Innovation Ambidexterity”
-
-
1995:
-
-
1996:
-
-
1997:
-
-
1998:
-
-
1999:
-
-
2000:
-
-
2002:
-
-
2004:
-
-
2006:
-
-
2008:
-
-
2010:
Satisfaction
Usage
2015 Expected
20%
3.86
4%
Small companies
(<$600M):
46%
4.17
12%
Medium companies
($600M-2B):
41%
3.77
9%
Large companies
($2B+):
22%
3.83
3%
Latin America:
71%
4.19
17%
Asia-Pacific:
25%
4.00
6%
Europe:
31%
3.63
7%
N. America:
36%
3.95
8%
Global:
2014 Satisfaction
2014 Usage
-
-
2012:
-
-
1994:
3.95 (4th)
8% (25th)
2014:
-
-
1993:

“Employee Engagement Surveys measure whether employees are fully involved and enthusiastic about their
work and company. Related Topics: Employee Satisfaction, Empowerment, Human Resource
Management, Organizational Commitment”
-
-
1995:
-
-
1996:
-
-
1997:
-
-
1998:
-
-
1999:
-
-
2000:
-
-
2002:
-
-
2004:
-
-
2006:
-
-
2008:
-
-
2010:
Satisfaction
Usage
2015 Expected
65%
3.66
35%
Small companies
(<$600M):
76%
3.93
41%
Medium companies
($600M-2B):
79%
3.70
53%
Large companies
($2B+):
64%
3.79
31%
Latin America:
82%
3.84
38%
Asia-Pacific:
70%
3.89
41%
Europe:
77%
3.64
55%
N. America:
74%
3.75
44%
Global:
2014 Satisfaction
2014 Usage
2012:
-
-
1994:
3.75 (21st)
44% (2nd)
2014:
-
-
1993:
3.77 (22nd)
43% (1st)

“Mergers and Acquisitions: Acquisitions occur when a larger company takes over a smaller one; a merger
typically involves two relative equals joining forces and creating a new company. Related Topics: Merger
Integration Teams, Strategic Alliances.”
-
-
1994:
-
-
1995:
-
-
1996:
-
-
1997:
-
-
1998:
-
-
1999:
-
-
2000:
-
-
2002:
-
-
2004:
3.88 (3rd)
50% (20th)
2006:
3.83 (8th)
46% (10th)
2008:
Satisfaction
Usage
2015 Expected
41%
3.87
18%
Small companies
(<$600M):
63%
3.88
28%
Medium companies
($600M-2B):
62%
3.85
38%
Large companies
($2B+):
44%
3.98
24%
Latin America:
72%
3.95
28%
Asia-Pacific:
48%
3.83
24%
Europe:
58%
3.81
34%
N. America:
55%
3.87
28%
Global:
2014 Satisfaction
2014 Usage
3.88 (10th)
35% (15th)
2010:
-
-
1993:
3.78 (19th)
25% (18th)
2012:
3.87 (11th)
28% (14th)
2014:

“Mission and Vision Statements: Codify definitions of a company’s business, objectives, approach and
desired future position. Related Topics: Corporate Value Statements, Culture Transformation, Strategic
Planning.”
3.80 (3rd)
86% (1st)
1994:
3.79 (4th)
84% (1st)
1995:
3.81 (8th)
82% (2nd)
1996:
3.84 (16th)
78% (3rd)
1997:
3.93 (11th)
74% (4th)
1998:
3.99 (4th)
79% (2nd)
1999:
3.94 (6th)
70% (2nd)
2000:
3.74 (21st)
84% (2nd)
2002:
3.87 (16th)
72% (5th)
2004:
3.78 (8th)
79% (5th)
2006:
3.91 (3rd)
65% (3rd)
2008:
Satisfaction
Usage
2015 Expected
65%
3.85
33%
Small companies
(<$600M):
73%
3.84
33%
Medium companies
($600M-2B):
75%
3.80
46%
Large companies
($2B+):
63%
4.05
36%
Latin America:
81%
4.07
27%
Asia-Pacific:
67%
3.71
37%
Europe:
73%
3.72
45%
N. America:
71%
3.82
38%
Global:
2014 Satisfaction
2014 Usage
3.99 (2nd)
63% (3rd)
2010:
3.90 (2nd)
88% (1st)
1993:
3.90 (6th)
33% (10th)
2012:
3.82 (15th)
38% (6th)
2014:

“Organizational Time Management: Views time as a scarce resource that must be invested as effectively as
financial resources. By bringing the same discipline to time budgets that they apply to capital budgets,
companies can curb time pressure on executives, lower costs and boost productivity. Related Topics:
Productivity Benchmarking, Time Discipline, Personal Time-Management Dashboards, Talent Management”
-
-
1995:
-
-
1996:
-
-
1997:
-
-
1998:
-
-
1999:
-
-
2000:
-
-
2002:
-
-
2004:
-
-
2006:
-
-
2008:
-
-
2010:
Satisfaction
Usage
2015 Expected
52%
3.85
15%
Small companies
(<$600M):
70%
3.97
24%
Medium companies
($600M-2B):
61%
3.56
24%
Large companies
($2B+):
51%
3.89
14%
Latin America:
84%
4.08
31%
Asia-Pacific:
55%
3.66
17%
Europe:
57%
3.55
22%
N. America:
61%
3.76
21%
Global:
2014 Satisfaction
2014 Usage
-
-
2012:
-
-
1994:
3.76 (20th)
21% (18th)
2014:
-
-
1993:

Outsourcing
“Outsourcing: Uses third parties to perform non-core business activities. Related Topics: Core Capabilities,
Strategic Alliances, Value Chain Analysis.”
-
-
1994:
-
-
1995:
-
-
1996:
-
-
1997:
3.89 (13h)
71% (6th)
1998:
3.79 (17th)
62% (5th)
1999:
3.80 (19th)
63% (4th)
2000:
3.84 (10th)
78% (5th)
2002:
3.89 (14th)
73% (3rd)
2004:
3.68 (17th)
77% (7th)
2006:
3.79 (17th)
63% (4th)
2008:
Satisfaction
Usage
2015 Expected
58%
3.47
37%
Small companies
(<$600M):
73%
3.81
39%
Medium companies
($600M-2B):
70%
3.57
45%
Large companies
($2B+):
57%
3.51
31%
Latin America:
84%
3.98
42%
Asia-Pacific:
64%
3.39
44%
Europe:
64%
3.60
42%
N. America:
67%
3.61
41%
Global:
2014 Satisfaction
2014 Usage
3.70 (24th)
55% (5th)
2010:
-
-
1993:
3.64 (24th)
36% (6th)
2012:
3.61 (25th)
41% (5th)
2014:

“Price Optimization Models: Mathematical programs that calculate how demand varies at different price levels,
then combines the data with information on costs and inventory levels to recommend prices that will improve
profits. Related topics; Demand-Based Management, Pricing Strategy, Revenue Enhancement.”
-
-
1994:
-
-
1995:
-
-
1996:
-
-
1997:
-
-
1998:
-
-
1999:
-
-
2000:
-
-
2002:
3.87 (16th)
36% (20th)
2004:
-
-
2006:
3.75 (19th)
24% (22nd)
2008:
Satisfaction
Usage
2015 Expected
39%
3.67
13%
Small companies
(<$600M):
65%
4.08
21%
Medium companies
($600M-2B):
59%
3.81
18%
Large companies
($2B+):
49%
3.73
15%
Latin America:
75%
4.29
28%
Asia-Pacific:
48%
3.64
14%
Europe:
49%
3.67
15%
N. America:
54%
3.87
17%
Global:
2014 Satisfaction
2014 Usage
3.86 (13th)
21% (22nd)
2010:
-
-
1993:
3.76 (23rd)
25% (18th)
2012:
3.87 (11th)
17% (21st)
2014:

“Satisfaction and Loyalty Management: Used to grow a business’s revenues and profits by improving retention
among its customers, employees and investors. Quantifiably links financial results to changes in retention rates.
Related Topics: Customer and employee surveys, Customer Loyalty and Retention, Net Promoter Scores.”
-
-
1994:
-
-
1995:
-
-
1996:
-
-
1997:
-
-
1998:
-
-
1999:
-
-
2000:
-
-
2002:
3.67 (25th)
40% (19th)
2004:
3.59 (22nd)
51% (19th)
2006:
3.79 (17th)
17% (24th)
2008*
Satisfaction
Usage
2015 Expected
53%
3.76
15%
Small companies
(<$600M):
72%
3.96
29%
Medium companies
($600M-2B):
66%
3.82
27%
Large companies
($2B+):
60%
3.71
19%
Latin America:
81%
4.13
34%
Asia-Pacific:
61%
3.76
19%
Europe:
57%
3.76
23%
N. America:
63%
3.86
24%
Global:
2014 Satisfaction
2014 Usage
3.91 (7th)
32% (16th)
2010:
-
-
1993:
*Called “Loyalty Management Tools” in 2004, 2006, 2008
3.87 (9th)
27% (16th)
2012:
3.86 (13th)
24% (16th)
2014:

“Scenario and Contingency Planning: Involves raising and testing various “what-if” scenarios. Related
Topics: Crisis Management, Disaster Recovery, Groupthink, Real Options Analysis, Simulation Models.”
3.59 (18th)
44% (15th)
1994:
3.53 (21st)
39% (17th)
1995:
3.69 (19th)
35% (18th)
1996:
3.78 (18th)
35% (19th)
1997:
3.78 (22nd)
35% (22nd)
1998:
3.90 (10th)
28% (20th)
1999:
3.86 (15th)
33% (16th)
2000:
3.81 (13th)
70% (12th)
2002:
3.90 (11th)
54% (15th)
2004:
3.78 (8th)
69% (8th)
2006:
3.83 (8th)
42% (13th)
2008:
Satisfaction
Usage
2015 Expected
47%
3.69
14%
Small companies
(<$600M):
70%
3.89
15%
Medium companies
($600M-2B):
63%
3.80
22%
Large companies
($2B+):
54%
3.82
17%
Latin America:
77%
4.27
16%
Asia-Pacific:
56%
3.60
15%
Europe:
56%
3.69
20%
N. America:
60%
3.80
18%
Global:
2014 Satisfaction
2014 Usage
3.82 (19th)
30% (17th)
2010:
3.68 (15th)
38% (16th)
1993:
3.78 (19th)
23% (21st)
2012:
3.80 (16th)
18% (19th)
2014:

Strategic Alliances
“Strategic Alliances: Create agreements between firms in which each commits resources to achieve a
common set of objectives. Related Topics: Corporate Venturing, Joint Ventures, Value-Managed
Relationships, Virtual Organizations.”
3.72 (9th)
68% (6th)
1994:
3.74 (7th)
68% (8th)
1995:
3.73 (15th)
61% (9th)
1996:
3.96 (4th)
60% (9th)
1997:
3.88 (16th)
60% (9th)
1998:
3.73 (23rd)
53% (8th)
1999:
3.74 (21st)
53% (7th)
2000:
3.80 (18th)
69% (13th)
2002:
3.95 (6th)
63% (8th)
2004:
3.78 (8th)
68% (11th)
2006:
3.82 (12th)
44% (11th)
2008:
Satisfaction
Usage
2015 Expected
47%
3.64
17%
Small companies
(<$600M):
70%
4.05
27%
Medium companies
($600M-2B):
63%
3.95
24%
Large companies
($2B+):
61%
3.80
32%
Latin America:
79%
4.11
26%
Asia-Pacific:
50%
3.80
19%
Europe:
56%
3.92
19%
N. America:
60%
3.90
22%
Global:
2014 Satisfaction
2014 Usage
3.94 (5th)
45% (9th)
2010:
3.70 (13th)
62% (8th)
1993:
3.81 (16th)
28% (14th)
2012:
3.90 (9th)
22% (17th)
2014:

Strategic Planning
“Strategic Planning: involves a comprehensive process for determining what a business should become and
how to allocate scarce resources to achieve that objective. Related topics: Core Competencies, Mission
and Vision Statements, Scenario and Contingency Planning.”
-
-
1994:
-
-
1995:
3.99 (1st)
83% (1st)
1996:
4.04 (1st)
80% (2nd)
1997:
4.11 (1st)
84% (1st)
1998:
4.02 (3rd)
81% (1st)
1999:
4.06 (2nd)
76% (1st)
2000:
4.04 (2nd)
89% (1st)
2002:
4.14 (1st)
79% (1st)
2004:
3.93 (1st)
88% (1st)
2006:
4.01 (1st)
67% (2nd)
2008:
Satisfaction
Usage
2015 Expected
65%
3.86
33%
Small companies
(<$600M):
84%
3.95
49%
Medium companies
($600M-2B):
83%
3.94
50%
Large companies
($2B+):
80%
3.92
52%
Latin America:
83%
4.20
42%
Asia-Pacific:
70%
3.89
31%
Europe:
77%
3.83
50%
N. America:
77%
3.93
44%
Global:
2014 Satisfaction
2014 Usage
4.07 (1st)
65% (2nd)
2010:
-
-
1993:
3.91 (5th)
43% (1st)
2012:
3.93 (6th)
44% (2nd)
2014:

“Supply Chain Management: Synchronizes the efforts of multiple parties – suppliers, manufacturers, distributors,
dealers and customers – to enable the seamless exchange of information, goods and services across
organizational boundaries. Related Topics: Borderless Corporation, Collaborative Commerce, Value Chain
Analysis.”
-
-
1994:
-
-
1995:
-
-
1996:
-
-
1997:
-
-
1998:
3.88 (12th)
31% (17th)
1999:
3.85 (16th)
32% (17th)
2000:
3.80(15th)
52% (20th)
2002:
3.99 (2nd)
56% (14th)
2004:
3.77 (11th)
66% (12th)
2006:
3.81 (15th)
43% (12th)
2008:
Satisfaction
Usage
2015 Expected
48%
3.80
23%
Small companies
(<$600M):
71%
3.88
44%
Medium companies
($600M-2B):
69%
3.85
40%
Large companies
($2B+):
50%
4.00
24%
Latin America:
81%
4.09
48%
Asia-Pacific:
57%
3.77
30%
Europe:
63%
3.70
39%
N. America:
63%
3.85
36%
Global:
2014 Satisfaction
2014 Usage
3.89 (9th)
39% (11th)
2010:
-
-
1993:
3.86 (11th)
34% (9th)
2012:
3.85 (14th)
36% (8th)
2014 :

Total Quality Management (TQM)
“Total Quality Management: Marries customer performance requirements to product and service
specifications with the goal of producing with zero defects. Related Topics: Continuous Improvement,
Malcolm Baldridge National Quality Award, Quality Assurance, Six Sigma.”
3.71 (10th)
72% (4th)
1994:
3.69 (9th)
73% (4th)
1995:
3.73 (15th)
66% (6th)
1996:
3.78 (18th)
62% (6th)
1997:
3.94 (9th)
61% (8th)
1998:
3.95 (6th)
49% (11th)
1999:
3.89 (11th)
41% (11th)
2000:
3.80 (15th)
57% (18th)
2002:
3.93 (7th)
61% (10th)
2004:
3.80 (6th)
64% (15th)
2006:
3.80 (16th)
34% (17th)
2008:
Satisfaction
Usage
2015 Expected
53%
3.88
21%
Small companies
(<$600M):
74%
4.02
36%
Medium companies
($600M-2B):
66%
3.99
30%
Large companies
($2B+):
67%
4.05
28%
Latin America:
88%
4.18
47%
Asia-Pacific:
57%
3.83
25%
Europe:
55%
3.81
22%
N. America:
64%
3.97
29%
Global:
2014 Satisfaction
2014 Usage
3.97 (3rd)
38% (12th)
2010:
3.78 (8th)
72% (3rd)
1993:
3.93 (3rd)
29% (13th)
2012:
3.97 (2nd)
29% (11th)
2014:

Zero-Based Budgeting
“Zero-Based Budgeting is a broad-reaching cost transformation effort that takes a ‘blank sheet of paper’
approach to resource planning. Related Topics: Activity-Based Budgeting, Complexity Reduction, Cost-
Benefit Analysis, Performance Budgeting:
-
-
1995:
-
-
1996:
-
-
1997:
-
-
1998:
-
-
1999:
-
-
2000:
-
-
2002:
-
-
2004:
-
-
2006:
-
-
2008:
-
-
2010:
Satisfaction
Usage
2015 Expected
32%
3.50
6%
Small companies
(<$600M):
60%
4.00
12%
Medium companies
($600M-2B):
50%
3.58
11%
Large companies
($2B+):
40%
3.67
9%
Latin America:
80%
4.00
13%
Asia-Pacific:
40%
3.71
6%
Europe:
38%
3.56
10%
N. America:
47%
3.72
10%
Global:
2014 Satisfaction
2014 Usage
2012:
-
-
1994:
3.72 (22nd)
10% (23rd)
2014:
3.78 (19th)
10% (25th)
-
-
1993:

2015 Management Tools.pdf

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