Output,bottom 20%,mid-performers,top 20%
Typical revenue growth,Companies in the bottom 20% for TDS have 18% less annual growth than those in the top 20%,"Companies that are mid-performers have 10% less annual growth, on average, than the top 20% TDS performers",Companies in the top 20% for TDS have 11% more annual growth than the mid-performers
Typical savings in legacy application spend,"Companies of this size and score would typically save: $(oppyTopQuintile)M of legacy application spend if they were to become top 20% TDS performers, $(oppyTopPerformer)M of legacy application spend if they were to reach top top performance (equivalent top 10% of TDS).","Companies of this size and score would typically save, on average, $($X*10.2%)M of legacy application spend if they were to become top 20% TDS performers",Companies of this size and score would typically save $($X*10.2%)M of legacy application spend compared to mid-TDS performers
Characteristics of companies in this quintile,Frequent high-cost security issues often with regulatory or safety implications,Sporadic security issues with occasional regulatory intervention,Strong security and risk mitigation embedded through automated controls
Characteristics of companies in this quintile,Steady turnover of talent with heavy reliance on external contractors,Have some in-house talent but require regular external contractors,Attractive value proposition to high-quality talent with minimal external contracting
Characteristics of companies in this quintile,Regular downtime with only symptomatic fixes,Unpredictable downtime with slow resolution speed,Minimal downtime with rapid resolution
Characteristics of companies in this quintile,Highly irregular project completion,Projects completed but with regular budget/time overruns,Projects completed with minimal budget/time overruns
Characteristics of companies in this quintile,Slow response to market dynamics,Generally in line with peers in speed to market,Speed to market is ahead of peers
Ways companies can typically improve,"Launch an urgent stocktake of the value and distribution of technology debt across the organization, remediate the worst offenders, and put the organization on an analytically-backed transformation road map",Take a cash enterprise valuation-based approach to managing tech debt in order to find the short list of applications that will unlock the most velocity and digital capacity,Next-horizon tech debt management: monitor tech debt impact to enterprise value in real time and drive incentivization throughout the business