High appetite for transformation
Pessimistic outlook
Optimistic outlook
Low appetite for transformation
Satisfied operators
Cautious stabilizers
Ambitious accelerators
Urgent transformers
Urgent transformers
of the companies we analyzed had this mindset.
Feel pressing need to act. View transformation as necessary for survival, often bolstered by strong ROI from past efforts.
Transformation drivers
Competitive pressure
Market pressure
ROI from past efforts
Cost pressures
Geopolitical and macro volatility
Regulatory uncertainty
Outlook drivers
Leadership alignment
Competitive pressure
Tech foundation and AI readiness
Transformation drivers
Strong leadership and clarity
Cost and margin improvements
Strong market demand
Outlook drivers
Confident changemakers with strong foundations. Eager to leverage strengths for momentum rather than just responding to pressure. See transformation as opportunity.
Ambitious accelerators
Risk aversion (limiting)
Budget constraints (limiting)
Focus on short-term results (limiting)
Transformation drivers
Cost pressures
Macro volatility
Shifting demand
Outlook drivers
Most pessimistic group. Worried about sustaining demand but frozen into inaction. Focus on quick wins rather than large-scale investments.
Cautious stabilizers
Budget constraints (limiting)
Risk aversion (limiting)
Prioritizing short-term gains (limiting)
Transformation drivers
Competitive differentiation
Ecosystem support
High employee engagement
Outlook drivers
Content with status quo, rating themselves higher than others on performance. Confidence (perhaps overconfidence) in current position limits transformation drive.
Satisfied operators
14%
of the companies we analyzed had this mindset.
48%
of the companies we analyzed had this mindset.
28%
of the companies we analyzed had this mindset.
10%
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