How to build a resilient company

Build a resilient culture that doesn’t fear extinction

It starts with a holistic view of digital, one that sits at the intersection of innovation, business, experience, and technology. Transcenders are nearly 30% more likely to embrace this ethos. Operationalize it by investing and leading in a way to make your organization one that works with a mindset of continuous change and learning so you can adapt (We call it BXT). 

Resilience requires persistence and the vision to navigate through head-spinning change as it comes. Most companies have experienced some sort of disruptive force and had to shift. Transcenders benefit from staying aware of the pace of change and an ability to pivot. That is driven by decisions they’ve made about where and how to invest in their people, processes, technology and ways of working.

of Transcenders have been through a major disruption in the last two years

Accept the fact that digital transformation doesn’t have a start and end point or go project by project—62% of Transcenders embrace that spirit and it shows. If you do the same, you’ll be more likely to reframe your challenges, arm your people with the tools they need to adapt and innovate, and develop ways to navigate through and create opportunities from ongoing digital shifts. 


Adapting to how the world watches
In 1997, Netflix launched as a mail-order DVD service. Monthly subscriptions meant that film buffs paid less and avoided late fees. Just 10 years later when Netflix distributed its billionth DVD, its model was threatened by streaming.

  • In 2010, the company introduced streaming media alongside its hard-copy rentals.
  • International expansion brought in subscribers from Canada, Latin America, and the Caribbean.
  • Soon after, Netflix set the stage for even bigger change, breaking into the content production.

Netflix is now a streaming-and-production powerhouse with almost $16 billion in revenue and won 27 Emmys in 2019.

“Since implementing our digital initiatives, our company culture is more innovative.”

Strategy EVP, Private Equity, Denmark


Radio was just the start
In 1946, Sony got its start in Tokyo with about 20 employees. In the 1950s, the company broke into the U.S. market with portable radios, and demand skyrocketed from 100,000 units to 5 million in a handful of years. Sony’s rapid growth—and product quality—solidified its status as a market leader and first-mover. The company’s founder believed Sony should “do what has never been done before.”

A drive to do more
And it has, aggressively pursuing new ventures—from compact discs and recording devices, to the popular Playstation gaming console and entertainment media. It hasn’t been all rosy, with several less-than-stellar performance years. But resilience and the drive to do more remained. Today, Sony focuses on what’s next, revolutionizing the gaming industry and developing future cloud solutions.

You are what you believe
Transcenders are more likely to take a more holistic view of digital.

You are what you believe

The payoff for Transcenders


don’t fear extinction


are able to consistently drive innovation across their business

Contact us

David Clarke

PwC Global Chief Experience Officer, PwC US

Tom Puthiyamadam

PwC Global Digital and BXT Leader, PwC US

Paul Gaynor

Partner, Global & US Alliances and Technology Consulting Leader, PwC US

Scott Likens

PwC Emerging Technology Leader, ­US, China, and Japan, PwC US