为什么新兴市场的业务转型不足

Findings from the India, Middle East, and AfricaPerformance Transformation Survey Less than one in 10 organizationsin IMEA realize the full delivery Focus, ownership, and follow-through— not ambition or technology —determine which of them succeed. Executive summary Across India, the Middle East, and Africa (IMEA), transformation is nolonger a one-off project but a way of life. Our IMEA Business LeadersSurvey finds that nearly every organization ran transformation initiatives Only6%of organizations fully achievetheir transformation objectives The challenge facing most organizations in IMEA is deliveringtransformation fully. Ambition, capital, and access to technology are Nearly half of the executives in the survey believe that they arestruggling to realize all their transformation objectives because their Accountability and ownership are often spread thin when multipletransformation programs are underway. Scaling the benefits oftransformation is slower than leaders expect. In a market that never In this paper, we examine IMEA leaders’ transformation priorities, whereefforts are stalling, and how disciplined delivery can vastly improveoutcomes. The data from late 2025 shows that the organizations thatconvert transformation into sustained performance improvements make Head of Transportation,Advanced Industrials and What IMEA leaders need to know Disciplined focus on tangible impact is the factorthat separates the top performers from therest. The survey shows that leaders in IMEA areinvestingin transformation, yet the majority of organizations Insight Organizations haveembraced constanttransformation as away of life, but only 6% Only6%fully achieved their objectives while 43% achieved most, but not Transformation is constant— and usually incomplete The problem is not effort. It is absorption ofchange. In IMEA, transformation is routine. Almost every organization haslaunched transformation programs in the past year, yet full successremains rare. Only 6% fully achieved their objectives, while 43% achieved This creates a persistent execution gap, with new initiatives launchedbefore earlier ones have fully delivered. Transformations are stretchingorganizations’ ability to absorb change. The issue is not ambition or The agenda is ambitious, with complex initiatives running concurrently:growth, product expansion, AI integration, financial performance,workflow redesign, and digitization. Each demands leadership attention, Every organization has a finite capacity for change. When exceeded,progress slows, performance suffers, and partial success becomesnormalized. This dynamic sits at the center of why transformation A volatile operating contextmeans transformationis more urgent than ever Transformation is key to both growth andresilience. IMEA leaders areoperating across Business leaders must protect operational continuity while improvingperformance. In the current environment, where geopolitical conditions •Growth versusvolatility•Cost discipline At the same time, their organizations face practical threats suchas cyberattacks, supply chain disruption, and inflation. For example, Geopolitics adds another layer of pressure. Leaders are notpredictinga single shock; they expect ongoing disruption. Even before the early2026escalation of regional tensions, our late 2025 survey found that 72%of executives anticipated minor disruption from geopolitical tensions, The risks business leaders worry about most are those that spread quicklythrough an organization: cyber threats and supply chaindisruption.That is why their investment response is concentrated in a smallset Transformation does not pause under these conditions. It mustadvance while leaders manage volatility in real time. This meansprograms are judged not only on ambition, but also on speed, Leaders are funding change— and expecting returns Transformation must pay for itself — throughproductivity, resilience, and strongermargins. Cost pressure is real, but it is not causing IMEA business leaders toretreat from transformation. In fact, 78% plan to increase transformationbudgets. At the same time, survey respondents identified a clear set 84%rely on or plan to engage By contrast, workforce reductions and salary freezes rank at the bottomof thelist. Leaders are not seeking short-term expense cuts. They are attemptingto redesign operating models to produce sustained productivity gains.High reliance on external advisors reinforces the seriousness of the 47%already have Tech as a lever for growth and costreduction High expectations.Limitedimplementation. Technology plays a dual role as organizations up their investmentin transformation. More than half (52%) of IMEA leaders seetechnology This includes GenAI, which 62% of leaders expect to have significantimpact on their organizations in the next 12 months. IMEA organizationsare not just experimenting with GenAI. They are deploying it in coreoperational use cases such as process automa