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2017 Global CEO Outlook

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2017 Global CEO Outlook is based on a survey of 1,261 Chief Executive Officers (CEOs) from Australia, China, France, Germany, India, Italy, Japan, Spain, the UK and the US. Learn more: kpmg.com/ceooutlook

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  • Strange to see CEO's pursuing disruption. Disruption should be the consequence, not the goal? If value innovation is pursued, 'disruption' will be the perceived impact in that it changes the way things were, faster than before, on a scale never experienced before
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2017 Global CEO Outlook

  1. 1. Disrupt and grow 2017 Global CEO Outlook
  2. 2. 2© [year] [legal member firm name], a [jurisdiction] [legal structure] and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. Document Classification: KPMG Confidential Disruption as an opportunity CEOs are striving to achieve positive disruption in the market to create further opportunities for growth. 74% 65% Three in four say their business is aiming to be the disruptor in their sector. With more than 60% seeing disruption as an opportunity, not a threat. ©2017 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no services to clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
  3. 3. 3© [year] [legal member firm name], a [jurisdiction] [legal structure] and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. Document Classification: KPMG Confidential 65%80% 20172016 In 2017, only 65% feel confident about global economic growth during the next 3 years – down from 80 percent in 2016. Heightened uncertainty In the space of a year, the world has become a very different place. CEOs confidence in the global economy over the next 3 years ©2017 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no services to clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
  4. 4. 4© [year] [legal member firm name], a [jurisdiction] [legal structure] and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. Document Classification: KPMG Confidential Heightened uncertainty The majority of CEOs remain confident in their own industry’s prospects for growth…but once again we have seen a dip in confidence levels over the last 12 months (from 85 percent to 69 percent). A significant majority of CEOs (83%) remain confident about their own businesses prospects over the next 3 years. 20172016 69%85% CEOs confidence in their own industry’s growth prospects In the space of a year, the world has become a very different place. ©2017 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no services to clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
  5. 5. 5© [year] [legal member firm name], a [jurisdiction] [legal structure] and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. Document Classification: KPMG Confidential 1 2 3 4 5 Operational Emerging technology Reputational / brand Strategic Cyber security 2017 Shifting risk landscapeCompared to last year reputational and brand risk has risen in importance… 1 2 3 4 5 Cyber security Regulatory Emerging technology Strategic Geopolitical 2016 ©2017 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no services to clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
  6. 6. 6© [year] [legal member firm name], a [jurisdiction] [legal structure] and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. Document Classification: KPMG Confidential Shifting risk landscape Becoming the third most important risk (out of 16 in total) by comparison, it didn’t feature in the top 10 at all in 2016. Reputational damage, arising from an incident or event, is now seen as having the second highest potential impact on growth over the next 3 years. Compared to last year reputational and brand risk has risen in importance… ©2017 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no services to clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 3 Reputational / brand
  7. 7. 7© [year] [legal member firm name], a [jurisdiction] [legal structure] and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. Document Classification: KPMG Confidential Strategic priorities To prepare for uncertainty in the future, CEOs are strengthening their core businesses and existing markets. Innovating new products, services, and ways of doing business comes second at 47 percent. In so doing, we see CEOs balancing innovation with pragmatism. 47% 53% of CEOs’ top priority for growth is penetrating existing markets.53% ©2017 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no services to clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
  8. 8. 8© [year] [legal member firm name], a [jurisdiction] [legal structure] and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. Document Classification: KPMG Confidential Challenging the role They are upgrading and expanding their knowledge and skills. .. with almost 7 in 10 (68%) say they are evolving their skills and personal qualities to better lead the business. CEOs are evolving their own skills and personal qualities to better lead their businesses. 70% New Skills Expanding their knowledge Challenge New influences Leadership ©2017 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no services to clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
  9. 9. 9© [year] [legal member firm name], a [jurisdiction] [legal structure] and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. Document Classification: KPMG Confidential Challenging the role CEOs are evolving their own skills and personal qualities to better lead their businesses. 70% New Skills Expanding their knowledge Challenge New influences New Qualifications ©2017 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no services to clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. A significant majority (70%) are more open to new influences and collaborations than at any other point in their career. 70%
  10. 10. 10© [year] [legal member firm name], a [jurisdiction] [legal structure] and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. Document Classification: KPMG Confidential Talent priorities As they face heightened uncertainty, many CEOs are scaling back on their ambitions for headcount growth. 47%73% 20172016 In 2016, 73% expected their number of employees to increase by more than 6 percent in the next 3 years. By 2017, less than half expect this level of growth. Projected headcount growth greater than 6% in the next 3 years ©2017 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no services to clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
  11. 11. 11© [year] [legal member firm name], a [jurisdiction] [legal structure] and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. Document Classification: KPMG Confidential Talent priorities As they face heightened uncertainty, many CEOs are scaling back on their ambitions for headcount growth. Projected headcount growth greater than 6% in the next 3 years ©2017 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no services to clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. However businesses are also increasing their investment in key specialists – for example geopolitics or cognitive technologies – in order to disrupt and prepare for the future.
  12. 12. 12© [year] [legal member firm name], a [jurisdiction] [legal structure] and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. Document Classification: KPMG Confidential Intuition and analytics in understanding customers Understanding changing customer needs remains a top priority for CEOs. 64% Most CEOs (64%) say they are effective at sensing market signals 45% admit that their customer insight is hindered by a lack of quality data. ©2017 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no services to clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
  13. 13. 13© [year] [legal member firm name], a [jurisdiction] [legal structure] and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. Document Classification: KPMG Confidential Understanding changing customer needs remains a top priority for CEOs. 64% Most CEOs (64%) say they are effective at sensing market signals 45% admit that their customer insight is hindered by a lack of quality data. A changing view of cyber CEOs believe they are making progress in their management of cyber, which helps explain why it has dropped to number five risk priority this year. While, CEOs perception of cyber risk is maturing, it is still clearly a major concern. There is a cyber dimension to all of the areas they consider top risks – operational, emerging technology and reputational risk. 42%25% 20172016 Fully prepared for a cyber event ©2017 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no services to clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
  14. 14. 14© [year] [legal member firm name], a [jurisdiction] [legal structure] and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. Document Classification: KPMG Confidential Trust in a time of disruption Building public trust has become a high strategic priority for CEOs, with: 74% saying that their organization is placing greater importance on trust, values and culture in order to sustain its long-term future. 74% ©2017 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no services to clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 65% Trust Public Culture 74% Sustain long-term future
  15. 15. 15© [year] [legal member firm name], a [jurisdiction] [legal structure] and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. Document Classification: KPMG Confidential Trust in a time of disruption Building public trust has become a high strategic priority for CEOs, with: ©2017 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no services to clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 65% Trust Public Culture 74% Sustain long-term future However, 65% believe that trust in business will stay at its current level or decline in the next 3 years. 65%
  16. 16. 16© [year] [legal member firm name], a [jurisdiction] [legal structure] and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. Document Classification: KPMG Confidential Trust in a time of disruption Building public trust has become a high strategic priority for CEOs, with: ©2017 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no services to clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. 65% Trust Public Culture 74% Sustain long-term future 72% of CEOs in this year’s survey correlate being a more empathetic organization with higher earnings. 72%
  17. 17. 17© [year] [legal member firm name], a [jurisdiction] [legal structure] and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative, a Swiss entity. All rights reserved. Document Classification: KPMG Confidential About the 2017 Global CEO Outlook: 2017 Global CEO Outlook is based on a survey of 1,261 Chief Executive Officers (CEOs) from Australia, China, France, Germany, India, Italy, Japan, Spain, the UK and the US. These CEOs operate in 11 key industries including automotive, banking, infrastructure, insurance, investment management, life sciences, manufacturing, retail/consumer markets, technology, energy/utilities and telecom. 312 CEOs came from companies with revenues between US$500 million and US$999 million, 527 from companies with revenues from US$1 billion to US$9.9 billion, and 422 from companies with revenues of US$10 billion or more. The survey was conducted between 21 February and 11 April 2017. ©2017 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no services to clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
  18. 18. © 2017 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation. The KPMG and logo are registered trademarks or trademarks of KPMG International. kpmg.com/socialmedia

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