g-f(2)26 FORTUNE: Which companies will survive and thrive two decades from now? “The best way is to try and do something meaningful”

Extra-condensed knowledge 

Which companies will survive and thrive two decades from now? It’s a good question for both investors and job hunters to ask, especially considering that roughly half the companies on the Fortune 500 list in the year 2000 are no longer there today.

• Four years ago, Fortune teamed up with BCG to try and answer that question. The result is Fortune’s Future 50 list.
• Martin Reeves, chairman of the BCG Henderson Institute: “it is not only possible to increase performance during a crisis, but that outperformance during a crisis can determine peacetime performance.”

Genioux knowledge fact condensed as an image.

The “genioux facts” Knowledge Big Picture (g-f KBP) chart

Condensed knowledge

1. CEODAILY by Alan Murray, Alan Murray and David Meyer, December 3, 2020.
• Which companies will survive and thrive two decades from now? It’s a good question for both investors and job hunters to ask, especially considering that roughly half the companies on the Fortune 500 list in the year 2000 are no longer there today. 
• Four years ago, Fortune teamed up with BCG to try and answer that question. The result is Fortune’s Future 50 list—the fourth edition of which is out this morning. The ranking is based on two pillars: a “top-down” market-based assessment of a company’s potential to generate future profits, and a “bottom-up” analysis that BCG developed using machine learning to select and weigh various factors based on their contributions to long-term growth.
2. Future 50, December 3, 2020, Fortune.
• Every successful business starts with an act of imagination. But the most innovative companies are those that continually reimagine their potential—even if it means embracing radical shifts in strategy. That relentless focus on the future typically pays off handsomely for investors. 
• Three years ago, Fortune teamed up with management consulting firm BCG to create the Future 50, using a proprietary system that analyzes dozens of factors to identify companies with the best long-term growth potential. 
• The 50 companies on last year’s list produced a cumulative shareholder return of 71% since publication vs. 21% for the S&P 500 over the same span. Read on to explore this year’s ranking.
3. Finding advantage in adversity: How the Future 50 positioned themselves for growth, even in 2020, Martin Reeves and Kevin Whitaker, December 3, 2020.
• In stable times, sticking with a proven formula makes sense. For successful companies, it’s a good bet that the products and models that are working well today will continue to work in the future. But in volatile and uncertain times—when the need for resilience rises to the forefront—adapting to new circumstances and reinventing businesses become central challenges.
• The events of 2020 have reminded us how quickly the pattern of challenge can change.
• Even before the pandemic, however, change and uncertainty were on the rise. That’s why BCG and Fortune created the Future 50 index together more than three years ago. We wanted to identify companies with the greatest capacity to continually reinvent their businesses and sustain long-term growth—what we call corporate “vitality.” The past year has shown that vital companies don’t just survive adversity. They use it to create a competitive advantage. 
• A proven formula. This is the fourth annual edition of our Future 50 index, which assesses the long-term growth prospects of large public companies and identifies who comes out on top. It is intended as a forward-looking companion to traditional business metrics, which generally show only what has happened in the past.
4. Nestlé CEO: Climate change laggards put the planet—and their businesses—at risk, Mark Schneider, December 3, 2020.
• The issue of climate change presents one of the most difficult decision-making challenges a CEO might face—a case study in balancing uncertainty with costs to bring about changes that will require significant lead times. Businesses like ours that take climate change seriously are investing today because we’re thinking about tomorrow.
• Business leaders can no longer afford to be skeptical and interminably patient, waiting for every theory to be vetted or every climate model to be proven. The overall mechanism of action and direction of travel is clear. We should not expect comprehensive public policy and unanimity to do the job for us. 
• This is a moment of truth for industry leaders.

Category 2: The Big Picture of The Digital Age

[genioux fact extracted from Fortune + BCG]

Authors of the genioux fact

Fernando Machuca

References

1. CEODAILY by Alan Murray, Alan Murray and David Meyer, December 3, 2020, Fortune.
2. Future 50, December 3, 2020, Fortune.
3. Finding advantage in adversity: How the Future 50 positioned themselves for growth, even in 2020, Martin Reeves and Kevin Whitaker, December 3, 2020, Fortune. 
4. Nestlé CEO: Climate change laggards put the planet—and their businesses—at risk, Mark Schneider, December 3, 2020, Fortune.

ABOUT THE AUTHORS

Extracted from Wikipedia

Fortune is an American multinational business magazine headquartered in New York City. It is published by Fortune Media Group Holdings, owned by Thai businessman Chatchaval Jiaravanon. The publication was founded by Henry Luce in 1929. The magazine competes with Forbes and Bloomberg Businessweek in the national business magazine category and distinguishes itself with long, in-depth feature articles. The magazine regularly publishes ranked lists, including the Fortune 500, a ranking of companies by revenue that it has published annually since 1955. The magazine is also known for its annual Fortune Investor's Guide.

Extracted from Fortune

ALAN MURRAY PRESIDENT AND CHIEF EXECUTIVE OFFICER

Alan Murray is CEO of Fortune. He oversees the business and editorial operations of the media company, and is known for expanding its digital and conference franchises.  Murray also writes a closely-read daily newsletter, the Fortune CEO Daily, that often addresses issues of corporate governance. Previously, Murray led the rapid expansion of the Pew Research Center’s digital footprint as president of that organization. He also was a reporter for The Wall Street Journal for more than two decades and wrote Revolt in the Boardroom and three other books.

Extracted from LinkedIN

David Meyer

Senior Writer at Fortune Magazine 

I am a senior writer for Fortune, covering mostly European business affairs, but also some general technology and privacy issues.

Previously, I was a freelance technology writer, contributing regularly to Fortune, ZDNet, Privacy Advisor and Internet of Business. Previous employers include Politico, Gigaom and ZDNet, and I have also written for the BBC, the Guardian, Mobile Europe and Total Telecom.

Before becoming a tech journalist in May 2006, I worked as a freelance broadcaster, mainly in radio. I hold an MA in Multimedia Journalism from Bournemouth University (which I obtained on a BBC scholarship) and a BA in English and Archaeology from the University of Cape Town.

Extracted from BCG

Martin Reeves

Managing Director & Senior Partner, Chairman of the BCG Henderson Institute

Martin Reeves leads the BCG Henderson Institute worldwide, BCG’s think tank on new approaches to strategy and management. Martin is also a member of the BCG Henderson Institute's Innovation Sounding Board, which is dedicated to supporting, inspiring, and guiding upstream innovation at BCG.

Martin is a regular contributor to HBR, MIT SMR, Fortune and other management journals on business strategy and management.

A regular public speaker and a repeat TED@BCG presenter, Martin is also coauthor of Your Strategy Needs a Strategy, which proposes the “strategy palette” as a tool to enable business leaders to tune their approach to strategy to the strategic environment of each business.

Extracted from BCG

Kevin Whitaker

Head of Strategic Analytics of the BCG Henderson Institute

Kevin Whitaker works in the Strategy Lab at Boston Consulting Group’s Henderson Institute, where he is part of a team developing thought leadership and publications on the future of corporate strategy. Before joining the Strategy Lab, Kevin worked at the Henderson Institute’s Center for Macroeconomics, where he developed views on key economics topics and presentations for senior clients and BCG leadership.

Kevin joined BCG in 2013 and worked as a lead analyst for the global financial analysis team, supporting the chief financial officer on projects such as strategic planning and pricing analysis.

Extracted from Nestlé 

Mark Schneider

Chief Executive Officer

Date of birth: 1965

Nationality: American and German

Languages: German, English, French

Career

2017 Chief Executive Officer, Nestlé S.A., Vevey, Switzerland

2003 - 2016 Chief Executive Officer, Fresenius Group, Bad Homburg, Germany

2001 - 2003 Chief Financial Officer, Fresenius Medical Care, Bad Homburg, Germany

1989 - 2001 Haniel Group

Chief Financial Officer, Gehe UK plc

Vice President Business Development North America

Various senior executive positions, Halfen GmbH

Assistant to Haniel Group Executive Board