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The 25th Fortune World’s Most Admired Companies list suggests that tech giants’ peers respect them as much as ever.

Just as it dominates our economy, Big Tech now dominates Fortune’s annual ranking of corporate reputation.

For an astounding 13th straight year, Apple claims the top spot in Fortune’s annual ranking of corporate reputation, based on a survey of almost 3,800 executives, directors, and analysts.

The world's 500 largest companies generated $31.2 trillion in revenues and $1.7 trillion in profits in 2014. Together, this year's Fortune Global 500 employ 65 million people worldwide and are represented by 36 countries.

Fortune Global 500

Global business is back. After limping through a worldwide financial crisis and economic slowdown, the 500 largest companies ranked by revenues shattered all sorts of performance records in 2013: They racked up combined revenues of $31.1 trillion, up 2.5% from 2012, and profits soared 27% to nearly $2 trillion. China’s 95 companies (up from 89 last year) posted $5.8 trillion in revenues. The U.S. has four fewer companies on the list than last year but remains (for now) the country leader, with 128 corporations on the list—including No. 1 Wal-Mart Stores—reporting $8.6 trillion in revenues. 

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A conversation on cybersecurity in the age of AI with Brad Arkin, Lucy Engel, Daniel Kendzior, & Lyndsay Weir.  Hosted by Jeremy Kahn.

Sharper Defenses: Cybersecurity in the Age of AI

Conferences

In this segment of Fortune 500:Titans and Disruptors of Industry Accenture CEO Julie Sweet opens up about how a breast cancer diagnosis reshaped her perspective and sharpened her resolve. She reflects on saying “yes” to a stretch role that would set her on the path to CEO, and on how decisive leadership has become her trademark in moments of uncertainty.

How a Cancer Diagnosis Reframed Julie Sweet’s Approach Work and Leadership

Fortune's Editor and Chief Alyson Shontell sits down with Accenture CEO Julie Sweet

Leadership

How a life-changing diagnosis forged Accenture CEO Julie Sweet’s leadership style

For Accenture CEO Julie Sweet, surviving cancer twice brought both clarity and urgency. In this conversation, she shares how those lessons shaped her path to the top.

A huge break that you got and deserved, frankly was the North America CEO job. How did you first know that that was something that you wanted? And how did that come about? That seems like a really big career moment and a really big opportunity that you had. So I'm just curious if there's a backstory there and how you prepared. I went from GC straight to the head of North America. Wow, and I remember the moment this even became a possibility. So I, I worked for an amazing CEO, Pierenter, and I was in Paris. He was French and we were having just a usual meeting. I was his general counsel. It's a very close relationship. We were kind of, you know, just doing the usual meeting. At the end of the meeting, he closes his notebook and he pushes it aside, and he says to me, completely out of the blue, he says, I think you could run this place someday, but you'd have to run something else first. You can't go from general counsel to CEO. Well, so he thought you could be the CEO of the whole thing, like, right, he could see me. He said, you know, do you want that? Now at the time, what ran into my head immediately was something that we had this incredible director Dina Dulon, who had once talked to a group of women, and she'd given us advice. She said, When someone gives you a stretch role, and let's face it, moving from GC to, you know, being the global CEO is a stretch role, it's like, chances are that the person offering you a stretch role is as nervous or more nervous than you are. So don't say anything like, are you sure? You know, right? And it would have been really easy to, because I was very close to Pierre, um, and, you know, it would have been easy to be kind of like, oh, are you sure? da da da. And you know, what's most remarkable about me being global CEO is not that I'm the first woman or that I was a lawyer, but I'm actually the first CEO that didn't start out of college, right? So like, it had never occurred to me that Accenture. would take someone who hadn't grown up here to be CEO and then you add on top of it, I was the general counsel like it wasn't just part of like something I thought I could reasonably aspire to. So I looked at him and I said, with Dena in my head, why yes, I'd be interested. What did you have in mind? Is that like interim step, you know, and it was really funny because he said, Well, you know, products is going to come available. That's one of our business scene, he's like, but that's really big. He's like, Ooh la la, you know, maybe not. And he said, Well, you know, maybe the North America job. So that was just like an incredible moment. And a month later I found out I had breast cancer. Oh my gosh. So I wasn't thinking too much about, you know, running North America at the time, and he was so incredible to me. And then when I came back full time, I had a lot of complications. And when I came back full time, the North America job actually opened up and You know, what an amazing company I work for, because, you know, I battled with all the different things around breast cancer for about 9 months, and I remember I came back in January of 2015 and there wasn't something like, oh, you know, Julie's been out or anything. It was just like, oh, she's back. The job, you know, became available and Um, you know, long story short, on June 1st, 2015, I became the North America CEO, which, you know, was the stepping stone to be able to become the global CEO four years later. Wow. There must be something so clarifying and distilling about getting a diagnosis like that. And I'm curious how, and you've battled it now twice, including recently, and I'm so glad that your treatment has passed, and I hope, I hope you're doing well. I'm doing great, so thank you, and I've had so much support. It's been amazing. So I'm curious how it's changed you as a person. I'm sure you know it brings empathy with it, but also clarity of how do I want to be spending my time? Am I doing the thing that I really want to be doing? Do I want to spend all this time at work? So I'm curious how you've worked through that. When I go back to 2014, I had young kids, they were 6 and 7, and uh which is always scary, um. And you know at the time, I felt good about how I'd been living my life because I said, you know, like, do I have any regrets? And I, and I actually felt like I'd struck the right balance with the given that obviously I'd chosen a career that I was going to work a lot, like so it's not that I was, you know, like that was just a that was a choice, but within that choice I felt good about the choices that I had made in terms of time. And in the intervening years I've used that as kind of a litmus test because I mean, you know, like I know your job is crazy, so I know you, you relate to this, right? You can get sucked into different times being really busy and so I would, I would stop and ask myself like if, you know, if something happened to me tomorrow, would I still feel like I didn't have any regrets? And sometimes I'd be like, no, I would be regretful and I'd have to adjust. And so I think it helped me. Bring more balance over the 10 years and balance, not like somehow some nirvana, but being able to stay focused on what's important, which is my family and, and, you know, being with them. And then this, you know, this latest time is just of course always a reminder. So for me, you know, probably the thing that as a working mom kind of went to the wayside the most was a focus on my health. Then now fortunately the one area I always did was self exams because I actually found Recent cancer through a breast self exam and I always talk about that because I really want to encourage women to make sure that they're getting their mammograms and they're doing their regular self exams and because, you know, ultimately because I caught it early, you know, I'm here and I was able to get through it pretty quickly. But you know, this time around for me it was a little bit more of a wake up call that, you know, just focusing on my health and, you know, not so much but because of the cancer, but recognizing that I'm probably, I wasn't spending as much time. It wouldn't have affected whether I had cancer or not, but it was kind of like a reflection on I want to live a really long life. Like you get really clear, I want to live a really long life, and I want that to be a quality life and I was reading this book by Peter Atia, I don't know if you know it outlived and And he talks about, you know, having a health quality, not just life, you know, tenure, and what he talks about is like you want to have that last 10 years of your life be very high quality, and that means you've got to do things now. And so I'm super focused on making sure that I'm doing the things that I need to do now that are good for my health now but also put me in a position that You know, I have, you know, an opportunity in the last decade of my life to live it to the fullest. Even as she faced her own health struggles, Sweet was steering Accenture through seismic shifts in geopolitics, the economy, and rapid tech change. In 2022, after navigating the firm through COVID, she made the swift decision to pull Accenture's operations out of Russia just one week after the country's invasion of Ukraine. Russia overnight launched its long anticipated attack on Ukraine, striking military posts across the country. That kind of rapid response reflects a broader leadership style, spotting opportunities and moving fast to act on them. Sweet has also helped drive an aggressive mergers and acquisitions push. In 2024 alone, Accenture completed 46 acquisitions worth $6.6 billion. The company targeted firms in data, analytics, marketing, and AI to strengthen its position in fast growing sectors. Beyond AI, the company is pushing into bold new areas too, from humanoid robots to space tech and even building digital twins. I think one of the defining things that I just heard from your peers, we have a great profile of you out in Fortune. Every everybody should go read it. Jane Frazier, who runs City, said, you know, Julie is a great leader, but she makes decisive quick decisions, and that seems to be just something that's trademark about your to lead is that you are able to take a lot of noise and just be like this is the path going with conviction. How do you make those decisions because from everybody else it seems like it's fast and quick, but I'm sure to you there must be something going on internally. Is it data? Is it gut? Is it talking to peers? How are you coming to these conclusions? Well, first of all, Jane is an amazing leader, so it's so nice of her to say this. Um, it starts with a great team, and what do I mean by that? I have a team that is constantly, like, also, you know, acting with humility, excellence and confidence, right? We are constantly challenging each other and our assumptions. And when you have a team that thinks that way, right, not that they all think the same, in fact, the exact opposite because we put together teams with like diverse experiences and ideas, but when you build a team that thinks that status quo is challenging assumptions embracing change, it means you're constantly questioning, right? You don't need to stop and have a big strategy, sort of like, let's take the next, you know, 12 months to look at it because you're always working on the strategy. And when you have that base, that means that you have like leaders to go to to like to be starting to question and test things and then I have a larger team, a global management committee. That is deeply steeped in our strategy. They own every dollar of revenue and cost who are like also constantly providing input and they're there to bounce ideas off very, very quickly. And this was an innovation when I became the CEO. A back in 2019 because the prior CEO only had his direct reports as the Global Management Committee, and I expanded that to me the direct reports and the people who lead our services, so think of that as our products and our markets and what that Means is I have about 45 people who are deeply steeped in our strategy, not, you know, sort of meeting once a year, you know, like lots of companies have these like kind of groups of leaders that are almost an adjunct. These are the leaders who are running the company and they provide that constant input. And so I cannot emphasize enough how important it is to have a body of leaders who know more than just their role. who believe that their role is is also to lead the company and that you can have like this constant resource of input so that as you're testing ideas you know you've got the right input and that makes me able to make decisions with a lot of confidence and to do so with my team.

On the days where Geoffroy van Raemdonck isn’t tasting wines or riding on horses, he is leading the $5 billion-a-year luxury retailer, Neiman Marcus Group. He gave Fortune a rundown of his daily routine that kicks off at 6:15 a.m. sharp.

Daily routine of Neiman Marcus’s 51-year-old CEO who loves horseback riding and collects wine

Geoffroy van Raemdonck is the CEO of Neiman Marcus Group

Features

Geoffroy van Raemdonck leads the $5 billion-a-year luxury retailer, Neiman Marcus Group. He gave Fortune a rundown of his daily routine that kicks off at 6:15 a.m. sharp.

The daily routine of Neiman Marcus’s CEO

What I love about uh fashion is that it's about newness. It's about the creativity. It's about something that feels fresh and relevant now and that touches your emotion when you wear it or when you use it. What I love about luxury is the attention to detail, the authenticity and the craftsmanship that goes into the product. The two together are a powerful force to have people enjoy life. I'm Jo Van Armonk. I'm 51 year old and I'm the CEO of Neiman Marcus group. I've been in this position for almost six years. I became interested in fashion very early on in my life. My mother loved fashion and I realized that there was a way to express yourself by how you were dressing and there was a way to put things together that could be very creative. I thought about it as a consumer. And it's only later in life that I realized that there's a science behind uh fashion and retail. I enjoy the first hour uh for myself. And it is really the moment where I meditate. I do a little bit of stretching and then if I need to plan some things, uh for myself, for the family or for the business. That's the moment where I have the most quietness and the most focus. We have twin boys who are seven year old. We start around seven with a breakfast with the Children. That's a really joyful moment. There's some days where I work from home. Typically one or two days a week, there are days where I'm in the office, typically 2 to 3 days a week. And then I would say one or two weeks a month, I travel. The way I have a productive day for me is really to remind myself of what are my goals for the week and what are my goals for the day? And I always prepare so that we are very pointed in what we cover, but also so that we have time to talk. And then I would say the day goes, I typically have lunch from 1245 to 1. It is a very short moment, but it's a moment where I leave everything away and I just uh enjoy it. I'll take fruits during the day at snacks and then don't eat much meat, eat a lot of vegetable, a lot of fish for lunch and dinner. And then being married to an Italian, we eat a lot of pasta which I love specifically at night. I, I don't really have a sweet tooth, but I will confess that every day, around four o'clock, I do have a piece of dark Belgian chocolate. I get a lot of joy from that little piece of chocolate at the end of the day is the moment to recap. What happened in the day. Make sure that I inform one of discussions that happened, thoughts that I had or uh decisions. It's a moment or where I uh specifically look at what touched me in the day and that's an important moment. It's what touched me, uh not from uh um impact but what touched me in the emotions. My kids know that after 630 they can come in my office and they can start sharing things. And my favorite thing to do at night is an activity with our twin boys. And that assumes that I'm not traveling or I don't have a social engagement. But if I'm available to be with the Children, we do an activity. I would say half the time they take the lead on what should we do? And then half of the time I make a recommendation and then typically between 10 and 11 or 1011 30 I go back to work and really focus on things that require some thinking. And I do a lot of really good thinking at night. The one thing I really love in my true luxury is wine. I collect wine so that I can share it first with my husband who really truly enjoys cooking and drinking delicious wine with our food and then with friends And for me, I love equally the researching, buying and keeping the wine in the cellar. I don't drink wine by myself. It's always a social moment. One of the things that I really like in the day that I either do in the morning, but I tend to do at the end of the day is the thank you moment. And I was taught by great mentors of the power of sending a thank you note before COVID, I was sending anywhere between three and five thank you notes that were handwrit post COVID. And in the ways of working at demon Marcus group where not everyone is in the office every day. A lot of those notes are text or emails or small phone calls, but it's really important for me. The moment of thank you. It reminds me every day that we ought to be thankful. We ought to be thankful for people who go on the journey of revolutionizing luxury experiences at Neiman Marcus. And I want to be a generous leader. The way I remind myself is by recognizing the generosity of others. My favorite pair of shoes is a pair of Louis Vuitton sneakers and they are um black, they are shiny, they are high top and I can wear them with jeans so I can wear them with um tuxedos. And I love the versatility they provide and also that when you look at them, they are truly kick ass

 Well, look, growth at scale you know with 29,000 stores in 78 countries around the world, it means we have to sharpen our focus on the key priorities. And that's why we've set three strategic priorities. One is accelerating our growth in our targeted long-term markets of the US and China. Second is expanding the reach globally of our CPG and food services business in a global coffee alliance with Nestlé. And the third is sharpening our focus on shareholder value returns. And so we've been-- we've narrowed down the focus. We've streamlined the company. We're now focused on how we're accelerating the pace of innovation. And all of that is accruing value to the agenda, the growth agenda at scale. 

Insights: Starbucks CEO: "We Have to Sharpen Our Focus on the Key Priorities"

Uncategorized

Kevin Johnson discusses the company's three-pronged plan.

Starbucks CEO: "Focus on the Key Priorities"

Kevin Johnson discusses the company's three-pronged plan. (October 2018)

Well, look, growth of scale, you know, With 29,000 stores and 78 countries around the world, it means we have to sharpen our focus on the key priorities. And that's why we've set three strategic priorities. One is accelerating our growth and are targeted long term markets of the U. S. And China. Second is expanding the reach globally of our CPG and Food Service is business in a global coffee alliance with Nestle, and the third is sharpening our focus on shareholder value returns. And so we've been we've narrowed down the focus we've streamlined the company were now focused on how we're accelerating the pace of innovation. And all of that is accruing value thio to the agenda, the growth agenda at scale.

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