Stories of global excellence

At Deloitte our purpose is to make an impact that matters. We know that private businesses are the backbone of most economies throughout the world. Our Best Managed program, operated globally with our many sponsors, is designed to inspire, celebrate and build an ecosystem of exceptional private businesses. In doing so we believe we can help create a brighter future for all by sharing common traits of best managed companies, shining a light on these leading businesses, and inspiring others to follow.

Based on observations gleaned from thousands of companies that have competed for the Best Managed designation globally, the program is built around four pillars: Strategy, Capabilities and Innovation, Culture and Commitment, and Governance and Financials. In each area, applicants were carefully evaluated by a panel of independent judges in their country.

Along with recognizing these organizations, we are proud of our ability as one of the world’s largest professional services organizations to build an ecosystem of extraordinary companies and offer examples of leading practices that bring these evaluation pillars to life. A Czech brickmaker. A Chinese property developer. A Chilean air rescue carrier. Inside each of this year’s Best Managed Companies is a tale as unique as the individuals who founded them. Whether their businesses were decades or generations in the making or relatively recent creations, each can point to specific moments or decisions in their history that put them on the path to success.

The company stories that follow, gathered from dozens of interviews conducted around the world, represent some of the best of the best. But don’t take our word for it—judge for yourself.

Peter Brown
Global Best Managed Companies Program Leader, Deloitte Private

Strategy

Best managed companies have a tremendous sense of direction, rooted in mission and vision, and increasingly inspired by purpose as the world seeks a broader definition of capitalism. This strategy provides focus for the business in the context of a rapidly evolving economy. They invest extensively in planning, have a formal methodology for strategy development, ensure the strategy reflects their stakeholders, have the right execution discipline to bring their strategy to life, and effectively communicate the strategy to all levels of the organization. Even in the face of acute challenges, they maintain a long-term perspective.

Capabilities and innovation

Best managed companies hone their “secret sauce,” creating a unique set of capabilities and resources that differentiate them in the market. They are highly committed to adaptability and innovation, approach productivity through a continuous improvement lens, and strive to hire the right people to execute their business model and strategy. In other words, they develop a differentiating set of in-house capabilities that allow them to be innovative and enterprising without fear of failure, and they constantly put their operations under the microscope with an eye toward constant improvement.

Culture and commitment

Best managed companies disproportionately invest in their people. They build a strong corporate culture and legacy, actively develop their people and leadership teams, provide a holistic compensation system recognizing that people seek more than just money for their time, and address continuity concerns within the company by ensuring the next generation is trained and equipped to succeed. Increasingly, best managed companies are embracing diversity, equity, and inclusion to unleash their full potential.

Governance and financials

Best managed companies do the basics well when it comes to governance and financials—using a very modern definition of what the basics entail. Increasingly these companies make use of formal advisory boards that help to elevate their game and broaden their horizons. They use data to drive decision making, have comprehensive reporting of what is relevant to management and stakeholders, use technology to underpin data management and financial reporting, use key performance indicators (KPIs) to manage their progress, maintain a strong balance sheet, and apply the financial discipline required to drive revenue growth, improve operating margin, and increase asset efficiency.

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