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Growth is the top priority on the CEO agenda, but the question they confront is “What factors constrain growth?” And, “How do successful companies drive growth?”

IBM Institute for Business Value conducted a global study that focused on three questions: Who are the successful growers and what patterns are associated with them? What do successful growers do differently? How can other companies apply what they do?

The major finding were: that limits to growth are often self‐imposed and, as such, can be overcome; firms with the will to be successful growers can break free of perceived constraints related to size, industry boundaries and geographic neighborhood; and despite the widely held belief that mergers and acquisitions inherently destroy value for the acquirer, companies that learn to become successful growers use M&A strategies effectively.

Looking at 1,238 Global S&P 1200 companies, the IBM team analyzed the patterns of revenue growth and shareholder value creation over the decade, segmenting results by four component geographies and 18 industry groups. It selected three industries (consumer products, telecom services and electronics) for detailed assessment, developing cases studies for about 20 companies in each industry, picked to represent a range of successful and unsuccessful results.

Winning the growth game requires companies to excel in three vital areas: course, capability and conviction. Successful growers set the right growth direction – the course – by forming a clear point of view on the future, evolving the product‐market portfolio without being limited by history, building a competitive model to win and pursuing reinforcing initiatives to sustain growth. They truly understand their capabilities – based on realistic assessments of their strengths and limitations – and evolve their operational model to support the growth strategy. Finally, while many companies develop excellent plans, truly successful growers build organization‐wide conviction that translates intent into action for everyone from top leaders to front line managers.

The message is clear: neighborhood is not destiny. Executives have more room to be ambitious than they tend to believe. Winning companies set ambitious growth plans regardless of industry or geographic “limits.” They aim for targets above and beyond what they and their peers typically expect.

This study of the growth history and practices of 1,238 companies over a decade by the IBM Institute for Business Value found that top growth companies excel in three vital areas: course, capability and conviction. IBM calls this the “3Cs model.”

The IBM research team developed a database of growth and shareholder return performance for companies included in the S&P Global 1200. Starting with the 2003 list, the team added the firms that “fell off” the listing over the preceding decade. The study worked with a final list of 1,238 companies with complete data over the decade. Collectively, this group recorded median annual revenue growth of 8.5 percent and median TSR growth of 8.8 percent.

The most successful growers: have a clear point of view on their industry, addressing both where it is headed and how they will create value in its new form or environment; are iconoclasts who evolve their product‐market portfolio on an ongoing basis; sustain the growth quest by developing multiple growth initiatives that are backed by ongoing cost and asset management to create funding; foster a culture that responds to the necessity of change, and a cadre of leaders with the passion and follow through to make the change stick

The article provides a sound intellectual background for researchers who want to compile in‐depth case studies.

The article advises corporate leaders to: assess their company's status against your growth ambitions and the 3C model winners follow; develop a point of view on the future and its opportunities; evolve your product market portfolio and initiatives; develop a competitive model; get to know your capabilities and align them with opportunities.

Contrary to conventional wisdom, firms with the will to be successful growers can break free of perceived constraints related to size, industry boundaries and geographic neighborhood.

This issue is a selected bibliography covering the subject of leadership.

This study aims to conduct a literature review on factors that influence the implementation and design of performance measurement systems in nonprofit organizations.

The research strategy is conceived through a literature review focused on the analysis of authorship, supported by bibliometric techniques such as citation, co-citation and co-authorship social networks.

Models and theories proposed for measuring performance in non-profit organizations are being researched, starting to form an intellectual structure related to performance measurement systems and nonprofits. Three main research topics have been given more attention: strategic performance and public service performance, health-care performance and nonprofit operations strategy and performance measurement.

The study is limited to scientific journal papers and could benefit from the addition of new sources of information such as conference papers, books and standards. The body of knowledge of this topic could also benefit from an in-depth investigation through a comprehensive review of models and theories, as a proposal for a future research agenda.

As practical applications are identified, groups of researchers in different countries and subjects that can generate research agendas, scientific communities used to investigate issues related to performance in nonprofit activities.

Performance measurement in nonprofit organizations is a topic of study that has been receiving considerable attention in recent years, to the point that the literature is revealing specific models for measuring performance in this type of organizations. Particular models and theories are being conceived, specializing existing models and theories related to performance measurement and management.

The purpose of this study is to determine the influence of project critical success factors (CSFs) on change management in the context of business process management (BPM). Despite widespread interest in BPM, the existing literature is insufficient in addressing the antecedents that contribute to change management in business process projects.

Key factors of change management success in BPM projects were initially identified in a systematic literature review (SLR) and were used as antecedents of change management through a structural equation modeling (SEM) with 464 business project stakeholders. Next, a neural network analysis allowed the key factors to be ranked non-linearly. Finally, a latent class analysis (LCA) was performed to determine the sample's heterogeneous groups based on their project management characteristics.

Project management, top management support and technological competencies were the main CSFs identified as having positive effects on change management. The most important factor is project management, followed by top management support, which plays a crucial mediating role in enabling change management. Although relevant, technological competencies were secondary in the study. Regarding project management CSF, four heterogeneous classes of individuals were determined.

Although this study provides an opportunity to observe CSFs, it does not address the need to analyze the phenomenon in different classifications of projects, regarding maturity, complexity, project management approach and other aspects that differentiate projects in a meaningful way.

The study allows practitioners to understand the critical factors underlying change management and take necessary actions to manage it, recognizing that individuals have heterogeneous profiles regarding project management.

This study pioneeringly discusses the CSFs of change management BPM projects to enable successful change management, ranking the main factors and mapping heterogeneous profiles.

The aim of this paper is to identify some specificities of production planning and control (PPC) activities in the one-of-a-kind-production (OKP) process through an extensive literature review. Relevant aspects related to systems and PPC activities in the context of OKP environment are discussed, and six opportunities for future research are highlighted.

The following research is based on a review of 53 articles published in peer-reviewed journals over the past three decades. After an initial descriptive analysis based on bibliometric indicators, a cluster analysis of 15 most cited articles was carried out using multivariate data analysis techniques and in-depth analysis.

The results reveal some specificities inherent to the clusters featured in the research, including aspects of planning, control and systems for OKP process. This cluster addresses information regarding next-generation manufacturing systems, scheduling and design science, computer simulation and project approach. On the other hand, the authors point out six topics for future research regarding contemporary issues associated with PPC in the context of OKP.

This paper fills an important gap regarding OKP production planning and control practices. The results provide a theoretical overview of different PPC practices suitable for the OKP environment. Furthermore, it can provide insights for scientific developments in order to manage the complexity inherent in the OKP process.

This paper aims to provide empirical evidence regarding Lean Six Sigma (LSS) practices supported by Industry 4.0 (I4.0) technologies in heavy vehicle manufacturing processes.

A two-case study was performed involving LSS specialists, leaders and managers of two heavy vehicle manufacturers in Brazil. The data analysis procedure combined content analysis techniques, conceptual maps and network analysis.

The results provide consistent evidence of synergies between LSS and I4.0, including digital mistake-proofing, digital andon, e-kanban, statistical monitoring as well as process mapping aided by cyber-physical systems (CPS) and big data analytics (BDA). To enable such interactions, companies need to invest in automation architectures, system integration, human–machine interfaces and analytical skills.

This study relies on data from a two-case study carried out in two companies from a single manufacturing sector in Brazil. For this reason, the findings cannot be generalized to the entire automotive industry.

There is still a lack of comprehensive research on the application of digital technologies in LSS practices. This is the first study which provides empirical evidence regarding the LSS practices supported by I4.0 technologies used by heavy vehicle manufacturers.