Invest
6 key factors drive company success, says KPMG
Boardroom diversity, a dominant shareholder and digital technology investment rank among the top criteria for mid-market companies outperforming their peers, according to a new study.
6 key factors drive company success, says KPMG
Boardroom diversity, a dominant shareholder and digital technology investment rank among the top criteria for mid-market companies outperforming their peers, according to a new study.
A key finding around boardroom diversity revealed that just 3 per cent of ASX300+ companies have a female CEO. These companies delivered a 9 per cent increase in revenue as compared to the group-wide average of 0.5 per cent.
Twenty-three per cent of companies in the ASX 200 have female directors on their boards, while only 9 per cent do in the ASX 300+.
“The mid-market sector represents over 65 per cent of the Australian economy and is Australia’s engine room,” KPMG Enterprise national managing partner Rob Bazzani said.
“While companies in this group do not have the same degree of diversity at board and senior executive level, those that do showed better results last year than their competitors. This reinforces our view that a broader range of backgrounds adds value to businesses,” Mr Bazzani said.
According to the study, companies with a dominant shareholder holding more than 50 per cent equity grew revenue in 2016 at 6 per cent, compared to 0 per cent growth for widely-held entities.
Director of KPMG Enterprise Sarah Cain said these priorities provided invaluable insight for investors profiling potential companies to invest in.
“In particular, the shareholder model and the tenure of the chairperson, show us that some of them are acting almost like private companies in a way if they are dominantly held and it’s leading to better implementation of strategy and better financial performance,” Ms Cain said.
“This group of companies that we’ve seen in the mid-cap listed space, we expect many of them to be the ASX 200 of the future and what are they doing to achieve growth and are they doing that in a measured way in accordance to their strategy?”
The study also revealed that entities that completed an acquisition or invested in digital technology recorded a growth in revenue of 11 per cent and 4 per cent respectively.
RELATED ARTICLES
-
Trust, technology and triage: what NSW’s ‘name and shame’ signals for real estate governance
-
Vacancy is rising, demand is resilient: A case study in defending yield as Australia’s rental cycle rebalances
-
Don’t lose the deposit: A case study in stopping real estate payment fraud — and the ROI for doing it
Property
Trust, technology and triage: what NSW’s ‘name and shame’ signals for real estate governance
NSW’s latest enforcement action on real estate trust accounts isn’t a one-off embarrassment; it’s a stress test of sector governance. With licences suspended and penalties applied, the message is ...Read more
Property
Vacancy is rising, demand is resilient: A case study in defending yield as Australia’s rental cycle rebalances
After a blistering run, Australia’s rental market is loosening at the edges. Vacancy is edging up off historic lows, rent inflation is set to moderate into 2026, yet underlying demand remains ...Read more
Property
Don’t lose the deposit: A case study in stopping real estate payment fraud — and the ROI for doing it
Deposit redirection scams are quietly eroding buyer savings and agency reputations in Australia’s property market. This case study unpacks how a mid-tier real estate group redesigned its settlement ...Read more
Property
The $12m threshold: Why portfolio value, not property count, now defines Australia’s investor elite
The old yardstick of six properties as shorthand for investment success has been overtaken by a harsher reality: in today’s market, elite status is defined by balance-sheet strength, not asset countRead more
Property
From intuition to instrumentation: How a "two-stakeholder" sales playbook lifted close rates and cut cycle times
High-stakes consumer purchases are increasingly joint decisions. When one partner is under-served, deals stall. This case study follows an Australian real estate group that rebuilt its sales motion ...Read more
Property
Selling in 2025: How to spot bad agents fast—and build an ROI-first vendor playbook
In Australia’s property market, choosing the wrong listing agent isn’t just inconvenient—it’s a textbook principal–agent failure that can wipe tens of thousands off your sale outcomeRead more
Property
Selling in 2026: How to de‑risk your agent choice and protect tens of thousands at settlement
Choosing the wrong selling agent isn’t just an inconvenience — it’s a balance‑sheet risk. In a market where digital discovery is concentrated and AI is recasting how listings are priced and promoted, ...Read more
Property
Rate resilience in Australian housing: why scarce supply is overpowering monetary tightening
Australia’s housing market is defying higher borrowing costs because the binding constraint isn’t demand—it’s supply. Brokers report persistent buyer competition and investor repositioning, while ...Read more
