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THOMSON REUTERS

THE TOP 100 GLOBAL TECHNOLOGY LEADERS

"A n organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage."

--Jack Welch previous Chairman and CEO of General Electric

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THE TOP 100 GLOBAL TECHNOLOGY LEADERS

LETTER FROM THOMSON REUTERS TECHNOLOGY PRACTICE LEAD

DEFINING LEADERSHIP IN THE NEW WORLD ORDER

Ever wonder what it might have been like to live through

Leadership, in today's day and age, is judged less in terms

In collaboration with our Innovation Labs, we've identified

the Renaissance, to witness first-hand the awakening of the of ledgers and balance sheets--as it has been over the last

the key traits necessary for industry leadership in this new

arts, science and education that gave birth to the civilized

several centuries--and more in terms of the ability to disrupt era and we've formulated new metrics for success. We've

world? What about the Industrial Revolution, where the

quickly and establish a vision that captivates the world while included components that represent a holistic view of

world began its massive migration from agricultural to

staying true to operational rigors and the customer.

current-day business operations and challenges, such as

industrialized economies?

Throughout history, there have been dozens of key flash points where conventional wisdom was upended.

Take Amazon, for example, a company that has arguably done more to change the face of commerce than any other business, but has still only posted a handful of profitable

those related to management and investor confidence, risk, litigation, innovation, people and workforce commitment, sustainability and even news sentiment.

Look around you: we're living in one right now.

quarters in its two-decade history. Amazon CEO Jeff Bezos

The organizations that fare well across these measures are

recently explained the strategy to shareholders saying:

the companies that have the right mix of big ideas and the

Today, we're watching the gradual evolution from

"Staying in Day 1 requires you to experiment patiently,

wherewithal to achieve them into the future.

the Knowledge Economy into the Age of Artificial

accept failures, plant seeds, protect saplings, and double

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Intelligence and Virtuality. With it, we are also experiencing

down when you see customer delight."

Congratulations to the companies that have made the 2018

a fundamental shift in what it means to be a leader in

Thomson Reuters Top 100 Global Technology Leaders list.

this rapidly-changing marketplace.

Throughout history's evolutionary stages, there have been an elite group of people and companies that have led the change, blazing new frontiers, dismantling the status quo and catapulting the world forward. From early influencers like Copernicus, da Vinci, Kepler and Newton to Descartes, Kant, Franklin and Jefferson, and now to more modern day

Contrast that approach with the economic philosophy espoused by Milton Friedman in the 1970s, and adopted by most major businesses over the last 40 years, that being: "The social responsibility of business is to increase its profits." A number of once-great businesses that came of age in the era of profit-above-all-else are now just shadows of what they once were.

You are our future. You are the organizations whose leaders have paved a foundation for longevity, running your tech organization at warp speed while keeping pace with jurisdictional regulations, legal requirements, and the dizzying number of complex business challenges you face.

We salute your fortitude and your vision--here's to the future.

disrupters such as Gates, Jobs, Musk and Bezos.

Given the massive changes afoot in today's economy,

With each passing generation, the definition of what it means to be a leader has evolved, as the skills and competencies required have shifted in lockstep with the expansion to a more complex and global operating environment.

how can we begin to evaluate success? Just as the metrics for achievement in the Enlightenment were different than those of the Renaissance, the ones used to evaluate our current era must also evolve.

That's what we've set out to do with the Thomson Reuters Top 100 Global Tech Leaders program.

Alex Paladino Global Managing Director Technology Practice Group Thomson Reuters

THOMSON REUTERS

DEFINING INDUSTRY LEADERSHIP

Remember when Netscape Navigator was the dominant web Startling stats emerged from a recent Thomson Reuters

The resulting list is the Thomson Reuters Top 100

browser and the sock puppet was appearing in a

third party risk survey of technology executives. It showed

Global Technology Leaders.

seemingly endless stream of TV commercials? It wasn't that long ago, but the world has fundamentally changed since those early days of the tech boom. Many tech giants that have become essential components of everyday life are still just barely two decades old: Amazon, Facebook and Google, to name a few.

that 67 percent of respondents only conducted due diligence on their tier one third-party contacts and 66 percent agreed that winning business was a priority for which they might breach regulations.

Beyond third-party risk there are challenges related to data security and privacy, global taxes and trade, regulation and

Leveraging its massive trove of data assets and this patent-pending valuation methodology, Thomson Reuters developed a proprietary, objective means of evaluating technology industry leadership in today's complex business environment.

As the sector catapults forward, each year brings game-

commerce, litigation and finance, and the list goes on.

changing milestones. In 2017 there were four industry

megadeals over $10 billion each in value (Broadcom, KK

IDENTIFYING INDUSTRY LEADERSHIP

Pangea, Intel and Vantiv), including the world's largest tech

Given the juxtaposition of massive success with these

deal ever involving Broadcom's $115.4 billion bid for rival

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real-time challenges, it's not easy to know which companies chipmaker Qualcomm. There were advancements in artificial

are truly poised for longevity, and which are just stepping

intelligence, the evolution of bots connecting the Internet to

stones for disruptors who haven't even shown up yet. There

everything, leaps in quantum computing, and the bleeding

are many factors that contribute to the equation for true

of technologies into nascent markets. The stock market

industry leadership.

soared past 24,000 and the average tech valuation of deals

reached 27.3 times EBITDA, 12.5-times more than in 20091. To succeed today, tech companies need not only run their

day-to-day operations effectively, but they also must manage

THE OTHER SIDE OF EXPLOSIVE GROWTH

a confluence of legal, regulatory, operational, environmental,

But with explosive growth comes mounting challenges.

supply chain and technological variables.

Tech companies that skyrocket into the investor spotlight also confront issues about how to maintain and increase market share, manage globally dispersed supply chains, comply with multi-jurisdictional regulations, and numerous other operational and strategic challenges.

To find out which organizations are truly excelling in the tech arena, Thomson Reuters pioneered a unique evaluation framework that incorporates financial performance metrics alongside supply chain risk, pending litigation, innovation, social responsibility and a number of other factors.

1 Source: Thomson Reuters Deals Intelligence TOP100TECH | #TRTECH100

"T he advance of technology is based on making it fit in so that you don't really even notice it, so it's part of everyday life."

--Bill Gates Co-founder of Microsoft

THE TOP 100 GLOBAL TECHNOLOGY LEADERS 5

THOMSON REUTERS 6

TOP100TECH | #TRTECH100

THE METHODOLOGY BEHIND IDENTIFYING THE TECH LEADERS

To become a Top 100 Global Technology Leader is no small feat.

The data-driven methodology algorithmically calculates organizations at the top of the tech heap via a statistical model employing Bayesian inference. It determines the probabilistic relationship between multiple independent variables and captures those factors that we believe contribute to a company's long-term success potential, providing a score for each company across 28 unique data points representative of the tech sector.

The 28 data points are organized around eight performance pillars, reflecting a holistic view of what's needed for success in today's current business environment. These pillars comprehensively represent a company's impact across many dimensions and on many populations. Included are fundamental financial metrics, such as revenue growth, operating income and earnings estimates, as well as a comprehensive group of risk metrics related to the company's impact on its customers and partners, global suppliers, workforce, society and the environment. It also tracks patent activity as a proxy for technological innovation and sentiment in news and selected social media reflective of the company's reputation in the public sphere.

Thomson Reuters Innovation Lab data scientists use Thomson Reuters Business Classifications, which categorize the world's companies by industry, sector and activity,

to select a universe of companies reflective of today's technologies. The set of tech companies is further restricted to those that have at least $1 billion in annual revenue. All companies with 2016 revenue below $1 billion are removed from further analysis.

Organizations meeting these criteria are run through the model with variables corresponding to the 28 inputs across the eight pillars. This results in a final score for each company, reflecting its ability to outperform other companies across multiple dimensions. The 100 companies with the highest scores are the Top 100 Global Tech Leaders.

The approach is similar to the scoring used for athletes participating in a decathlon. The rank is based on each organization's overall score, with the top 100 companies having the 100 highest scores in the world. None of the final 100 organizations is necessarily in the top 100 for every particular parameter, but their final scores make them outstanding performers overall. In the same way, it is reasonable to call the top decathletes the "world's greatest athletes" because they perform at a very high level across multiple events requiring different skills, even if their performance in any particular event is not the best in the world. Data visualizations are provided to show each organization's performance across the data points.

Read on to learn more about the eight pillars of performance and their related parameters.

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