Growth transformers' leaders adopt a purposeful and ambitious mindset, using M&A as a primary tool to launch and accelerate transformation. They deploy bold, integrated strategies that include organic, inorganic, and collaborative actions to capture new growth opportunities. A key element is their ability to clearly communicate this transformational ambition to both internal workforces and external markets. Success encourages leaders to possess a clear vision of the future, strategic clarity, and the ability to execute with precision, understanding that incremental change is insufficient in the current landscape.

Growth transformers adopt an "always on" approach to portfolio value maximization, continuously assessing their portfolio for value creation potential, cost optimization, and M&A opportunities, much like an activist investor would. This forward-looking and dynamic approach involves constantly shaping the portfolio to align with emerging technologies, new customer needs, and market disruptions. They build a balanced portfolio founded on both resilience and growth, where M&A can serve as a catalyst for transformation. Divestments of non-core assets are actively considered as catalysts for future transformation and to release capital for growth.

Growth transformers understand the importance of speed to value and move away from traditional, linear M&A playbooks that separate pre-deal strategy from post-deal execution. Instead, they embed transformation imperatives, including digital platforms, data architecture, and technology capabilities, into both their strategy and execution from day one of a transaction. This approach allows them to scale early, accelerate transformation as they transact, and deliver significant value from the moment a deal is signed. They recognize that the less time post-deal integration takes, the more likely they are to deliver promised returns.

Growth transformers view technology and AI not only as enablers for process efficiency but also as core value drivers for creating new, digitally enabled business models, revenue streams, and markets. They position technology investments within well-defined capital budgets and measure returns based on enterprise value rather than a narrower return on investment. This involves embedding AI into deal strategies, using it to accelerate post-deal integration, and unlocking new revenues by transforming merged data into actionable insights.

Growth transformers recognize that the scale and speed of change demanded by the market often cannot be achieved alone, so they forge innovative collaborations and partnerships across a broad ecosystem. This includes engaging with advisors, private equity, hyperscalers, start-ups, and even cross-sector peers to capture opportunities like technology-enabled business model transformation. These strategic alliances thrive on experimentation and allow companies to bypass traditional barriers and rapidly scale their presence.

Growth transformers know that successful, lasting transformation depends on a resilient, adaptable workforce and culture. This demands bold cultural change, investment in skills for an AI-enabled future, and fostering new ways of working. Leaders must anchor transformation in a clear purpose, communicate effectively, and align their vision and digital capabilities with a workforce that is both stable and agile. Cultural fit is a key consideration throughout the M&A lifecycle, as it can ultimately realize up to 30% higher levels of innovation.