Jumping the S-Curve

How do an elite few companies, such as Samsung, P&G, Porsche, Danaher, Genentech, and, Schlumberger achieve enduring and sustained out-performance of their peers? How do these companies grow revenue and increase profitability, not only in the short run, but even across economic and market disruption [...]
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How do an elite few companies, such as Samsung, P&G, Porsche, Danaher, Genentech, and, Schlumberger achieve enduring and sustained out-performance of their peers? How do these companies grow revenue and increase profitability, not only in the short run, but even across economic and market disruptions? In "Jumping the S-Curve", Accenture authors Paul Nunes and Tim Breene share key insights from their multi-year study of high performance businesses. One of the largest and most comprehensive studies of business performance ever conducted, Nunes and Breene studied over 6000 companies from a multitude of industries around the world, and by applying a rigid set of criteria they found that less than one in twenty companies pass the test of sustained outperformance, and that what separates these high performers from their lesser-performing competitors is a focused agenda built on only three critical elements: a 'Big Enough Market Insight' (BEMI) - ability to identify big market opportunities in secular trends and prepare early to exploit them; Competence Before Scaling - ability to know precisely when to scale (lesser performers scale too quickly, higher performers wait...but not too long); and, Serious Talent - ability to demand, and get, 'stretch performances' from people at the top of the organization, as well as from those who are already great at what they do.With detailed company examples, this book shows how companies manage these three pre-requisites to become high performers relative to their peers. But the authors go further, and explain how the elite few also sustain high performance over time, by becoming masters at balancing continuity with change.