The survey summarizes perspectives from CEOs in Serbia on business conditions and outlook. Most CEOs have over 5 years of experience and come from consumer products and financial services. While the past year was challenging, CEOs remain focused on moving forward by increasing business volume, investing in employees, and expanding into new markets. There is consensus that consumer products will have the best growth prospects in the coming years, along with industries like logistics and IT. Barriers to success include unclear legislation and company insolvency. Overall, CEOs expect stagnation this year but are taking steps to prevent pessimism and drive progress.
The report is based on the survey conducted among attendees of the 2nd annual conference “Enterprise Mobility Day” which was held on October 11th, 2012 by the Center for Enterprise Mobility of I.T.Co and the Russian Union of CIO (SoDIT)
The Ongoing Impact of the Recession—Overall Financial Health and Hiringshrm
HR professionals reported slightly improved financial health in 2012 compared with 2011. One-half (51%) of organizations reported a mild to significant improvement compared to 12 months ago (42% in 2011), whereas one-quarter (27%) were in a mild or significant decline (34% in 2011).
Matt Edwards, Head of Horizon Scanning and International, and John Fellows, Horizon Scanning Consultant, spoke at the second conference of the Joint Action as the UK representative, on the future skills and competences
BioCentury BayHelix China healthcare Summit 2016 - McKinsey report _building...Franck Le Deu
In this report prepared in the context of the BioCentury China Summit, we provide an overview of the latest trends impacting China healthcare and the biopharma market, including the CFDA reform.
The report is based on the survey conducted among attendees of the 2nd annual conference “Enterprise Mobility Day” which was held on October 11th, 2012 by the Center for Enterprise Mobility of I.T.Co and the Russian Union of CIO (SoDIT)
The Ongoing Impact of the Recession—Overall Financial Health and Hiringshrm
HR professionals reported slightly improved financial health in 2012 compared with 2011. One-half (51%) of organizations reported a mild to significant improvement compared to 12 months ago (42% in 2011), whereas one-quarter (27%) were in a mild or significant decline (34% in 2011).
Matt Edwards, Head of Horizon Scanning and International, and John Fellows, Horizon Scanning Consultant, spoke at the second conference of the Joint Action as the UK representative, on the future skills and competences
BioCentury BayHelix China healthcare Summit 2016 - McKinsey report _building...Franck Le Deu
In this report prepared in the context of the BioCentury China Summit, we provide an overview of the latest trends impacting China healthcare and the biopharma market, including the CFDA reform.
McKinsey Global Institute's latest report shows how soaring flows of data and information now generate more economic value than the global goods trade. Here are the key charts and graphs that tell the story. For the full report, visit http://bit.ly/digiflows.
Effect of Abnormal Cash Flow Quality on Big 4 and Non Big 4 Audited Firms in ...YogeshIJTSRD
This study compare financial reporting quality of Big 4 audited and non Big 4 audited firms in Nigeria. Specifically, compares the abnormal operating cash flow quality, and abnormal production expenditure quality, and unexpected core earnings of Big 4 and non Big 4 audited firms. The study adopts the ex post facto research design as the goal is not manipulate any variable but rather establish comparative difference. The population comprised of quoted manufacturing firms and the sample restricted to a purposive sample of 62 firms from 6 sectors listed on the Nigerian Stock Exchange NSE . The study utilized secondary data retrieved from annual financial statements of the sampled firms. The data were analyzed using several techniques such as multiple regression, and correlation. The results showed a statistically significant difference in abnormal operating cash flow quality of Big 4 and non Big 4 audited firms a statistically significant difference in abnormal production expenditure quality of Big 4 and non Big 4 audited firms. Based on this, the study recommends that shareholders during Annual General Meeting AGM may also seek the adoption of joint auditors to strengthen audit quality and cushion against shocks from manipulative practices of managers or the lack of independence from continued engagement of particular audit firms. Anazonwu, Helen O. | Egbunike, Patrick A. "Effect of Abnormal Cash Flow Quality on Big 4 and Non-Big 4 Audited Firms in Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-5 , August 2021, URL: https://www.ijtsrd.com/papers/ijtsrd43847.pdf Paper URL: https://www.ijtsrd.com/management/accounting-and-finance/43847/effect-of-abnormal-cash-flow-quality-on-big-4-and-nonbig-4-audited-firms-in-nigeria/anazonwu-helen-o
Insider Trading in Capital Market A Legal PerspectiveYogeshIJTSRD
The term insider trading is popularly used in the negative sense as it is perceived that the persons having access to the price sensitive and unpublished information used the same for their personal gains. However insider trading per se does not mean any illegal conduct. It encompasses both legal as well as illegal conduct. Ms. Garima Dhaka Sangwan "Insider Trading in Capital Market: A Legal Perspective" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-5 , August 2021, URL: https://www.ijtsrd.com/papers/ijtsrd43877.pdf Paper URL: https://www.ijtsrd.com/management/law-and-management/43877/insider-trading-in-capital-market-a-legal-perspective/ms-garima-dhaka-sangwan
The BCG-CII Manufacturing Leadership Survey 2017 was launched to gauge the pulse of the industry leaders on current scenario and future prospects for the Indian manufacturing sector. The survey was hosted online and sent through email to top management of CII member companies in the manufacturing sector. The survey results, compiled from 70 responses, have been selectively incorporated in the background note for the summit.
Global survey by BCG GAMMA and Ipsos finds overall optimism toward Artificial Intelligence in the workplace but large national differences and significant worries about privacy, job security, and economic equality.
Industry 4.0 Digital Operations Survey Key Findings FinlandPwC Suomi
Industry 4.0 will greatly enrich the opportunities to retain and grow the customer relationship but it will also make the fight for the customer more intense.
Last year, global assets under management rose to record levels, profits were strong, and net new flows made solid gains. Yet, this is not the time for complacency. A target operating model will be the key for managers to unlock flexibility, scalability, and profitable growth: http://on.bcg.com/1nJ5LyW.
Learning and Skilling - A Future Work PerspectiveIET India
Businesses seem to be changing at a relentless pace with the advent of AI and big data. Organisations exist in a VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) state rather than anticipating known risks. Change is the new normal and here to stay, we need to embrace it.
Upskilling and staying relevant are much needed during these trying times and staying calm and focused can help put things in perspective.
Ability to adapt is the most important skill at a time when companies are undergoing digital transformation and this skill takes precedence over technical knowledge, communication skills or problem solving – all of which are touted as important 21st century skills. But how do individuals as well as organisations build this crucial skill?
View the report to know how to bridge the skill gap
The Ongoing Impact of the Recession—Global Competition and Hiring Strategiesshrm
View other SHRM Research results at www.shrm.org/surveys.
Lack of relevant qualifications and competition for talent are the top reasons that two-thirds (66%) of organizations are having difficulty hiring qualified full-time employees, according to HR professionals. Strategies organizations are using to deal with these recruiting challenges include: expanding advertising efforts (47%), using social media to find passive job seekers (44%), collaborating with education institutions (37%) and expanding the search region (36%).
Over the long term, the Indian manufacturing sector has performed exceedingly well. During the last three decades, the sector has grown at a steady annual rate of 13% (nominal), surpassed by just two other countries over this time–China and South Korea. However, considering its potential and the country's promise in terms of job creation, India still has a long way to go–both the government's target of 25% contribution to economy and 100 million new jobs are still a far cry from where we are. While a lot has been said about the sector's potential, we examine a few central areas critically. We start by taking a look at the government initiatives that aim to promote manufacturing. We recognize the magnitude of progress already achieved across several areas, from infrastructure, to 'ease of doing business', to labour reforms. We conducted a poll of industry leaders to record their feedback on government performance (which is quite positive, overall). We also study the accelerating trend of technology in manufacturing– cumulatively called Industry 4.0. We observe that there are many more Indian examples now than before of “Industry 4.0", and we recognize that the advanced adoption of technology trends could be a major differentiator as we evolve into a manufacturing powerhouse. India is adopting I4.0 on its own terms and the rate of adoption is accelerating. Our survey of manufacturing leaders indicated that over 58% of respondents indicated over 50% of their processes will get automated in the next 10 years. Implications of I4.0 on job creation will be substantial and transformative. Nature of jobs will become more 'phygital'. Organizations will become flatter and skilling programs will become more analytical and 'soft' at the same time. Thus companies and governments need to radically rethink their organizations, their training programs and approach to HR to cope with the new normal. We strongly believe that the industry is at a tipping point. How Indian manufacturing reacts to technology adoption could be the difference between gaining its rightful prominence in the global manufacturing stage and getting stuck in a catchup game as early adopter economies take the lead and realize huge productivity dividends. We hope this report provides a perspective on the path forward for the Indian manufacturing sector and spurs action among various stakeholders.
McKinsey Global Institute Report - A labor market that works: Connecting tale...McKinsey & Company
This presentation offers highlights from a new report by the McKinsey Global Institute, "A labor market that works: Connecting talent with opportunity in the digital age".
From shopping to social media, online platforms have transformed major segments of the global economy. They now are about to do the same for labor markets around the world. MGI examines the stubborn disconnect between people and jobs and the potential for online talent platforms to unlock real economic value over the next decade by creating better, faster matching between workers and available work opportunities.
Read the report in full:
http://mckinsey.com/Insights/Employment_and_growth/Connecting_talent_with_opportunity_in_the_digital_age
McKinsey Global Institute's latest report shows how soaring flows of data and information now generate more economic value than the global goods trade. Here are the key charts and graphs that tell the story. For the full report, visit http://bit.ly/digiflows.
Effect of Abnormal Cash Flow Quality on Big 4 and Non Big 4 Audited Firms in ...YogeshIJTSRD
This study compare financial reporting quality of Big 4 audited and non Big 4 audited firms in Nigeria. Specifically, compares the abnormal operating cash flow quality, and abnormal production expenditure quality, and unexpected core earnings of Big 4 and non Big 4 audited firms. The study adopts the ex post facto research design as the goal is not manipulate any variable but rather establish comparative difference. The population comprised of quoted manufacturing firms and the sample restricted to a purposive sample of 62 firms from 6 sectors listed on the Nigerian Stock Exchange NSE . The study utilized secondary data retrieved from annual financial statements of the sampled firms. The data were analyzed using several techniques such as multiple regression, and correlation. The results showed a statistically significant difference in abnormal operating cash flow quality of Big 4 and non Big 4 audited firms a statistically significant difference in abnormal production expenditure quality of Big 4 and non Big 4 audited firms. Based on this, the study recommends that shareholders during Annual General Meeting AGM may also seek the adoption of joint auditors to strengthen audit quality and cushion against shocks from manipulative practices of managers or the lack of independence from continued engagement of particular audit firms. Anazonwu, Helen O. | Egbunike, Patrick A. "Effect of Abnormal Cash Flow Quality on Big 4 and Non-Big 4 Audited Firms in Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-5 , August 2021, URL: https://www.ijtsrd.com/papers/ijtsrd43847.pdf Paper URL: https://www.ijtsrd.com/management/accounting-and-finance/43847/effect-of-abnormal-cash-flow-quality-on-big-4-and-nonbig-4-audited-firms-in-nigeria/anazonwu-helen-o
Insider Trading in Capital Market A Legal PerspectiveYogeshIJTSRD
The term insider trading is popularly used in the negative sense as it is perceived that the persons having access to the price sensitive and unpublished information used the same for their personal gains. However insider trading per se does not mean any illegal conduct. It encompasses both legal as well as illegal conduct. Ms. Garima Dhaka Sangwan "Insider Trading in Capital Market: A Legal Perspective" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-5 , August 2021, URL: https://www.ijtsrd.com/papers/ijtsrd43877.pdf Paper URL: https://www.ijtsrd.com/management/law-and-management/43877/insider-trading-in-capital-market-a-legal-perspective/ms-garima-dhaka-sangwan
The BCG-CII Manufacturing Leadership Survey 2017 was launched to gauge the pulse of the industry leaders on current scenario and future prospects for the Indian manufacturing sector. The survey was hosted online and sent through email to top management of CII member companies in the manufacturing sector. The survey results, compiled from 70 responses, have been selectively incorporated in the background note for the summit.
Global survey by BCG GAMMA and Ipsos finds overall optimism toward Artificial Intelligence in the workplace but large national differences and significant worries about privacy, job security, and economic equality.
Industry 4.0 Digital Operations Survey Key Findings FinlandPwC Suomi
Industry 4.0 will greatly enrich the opportunities to retain and grow the customer relationship but it will also make the fight for the customer more intense.
Last year, global assets under management rose to record levels, profits were strong, and net new flows made solid gains. Yet, this is not the time for complacency. A target operating model will be the key for managers to unlock flexibility, scalability, and profitable growth: http://on.bcg.com/1nJ5LyW.
Learning and Skilling - A Future Work PerspectiveIET India
Businesses seem to be changing at a relentless pace with the advent of AI and big data. Organisations exist in a VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) state rather than anticipating known risks. Change is the new normal and here to stay, we need to embrace it.
Upskilling and staying relevant are much needed during these trying times and staying calm and focused can help put things in perspective.
Ability to adapt is the most important skill at a time when companies are undergoing digital transformation and this skill takes precedence over technical knowledge, communication skills or problem solving – all of which are touted as important 21st century skills. But how do individuals as well as organisations build this crucial skill?
View the report to know how to bridge the skill gap
The Ongoing Impact of the Recession—Global Competition and Hiring Strategiesshrm
View other SHRM Research results at www.shrm.org/surveys.
Lack of relevant qualifications and competition for talent are the top reasons that two-thirds (66%) of organizations are having difficulty hiring qualified full-time employees, according to HR professionals. Strategies organizations are using to deal with these recruiting challenges include: expanding advertising efforts (47%), using social media to find passive job seekers (44%), collaborating with education institutions (37%) and expanding the search region (36%).
Over the long term, the Indian manufacturing sector has performed exceedingly well. During the last three decades, the sector has grown at a steady annual rate of 13% (nominal), surpassed by just two other countries over this time–China and South Korea. However, considering its potential and the country's promise in terms of job creation, India still has a long way to go–both the government's target of 25% contribution to economy and 100 million new jobs are still a far cry from where we are. While a lot has been said about the sector's potential, we examine a few central areas critically. We start by taking a look at the government initiatives that aim to promote manufacturing. We recognize the magnitude of progress already achieved across several areas, from infrastructure, to 'ease of doing business', to labour reforms. We conducted a poll of industry leaders to record their feedback on government performance (which is quite positive, overall). We also study the accelerating trend of technology in manufacturing– cumulatively called Industry 4.0. We observe that there are many more Indian examples now than before of “Industry 4.0", and we recognize that the advanced adoption of technology trends could be a major differentiator as we evolve into a manufacturing powerhouse. India is adopting I4.0 on its own terms and the rate of adoption is accelerating. Our survey of manufacturing leaders indicated that over 58% of respondents indicated over 50% of their processes will get automated in the next 10 years. Implications of I4.0 on job creation will be substantial and transformative. Nature of jobs will become more 'phygital'. Organizations will become flatter and skilling programs will become more analytical and 'soft' at the same time. Thus companies and governments need to radically rethink their organizations, their training programs and approach to HR to cope with the new normal. We strongly believe that the industry is at a tipping point. How Indian manufacturing reacts to technology adoption could be the difference between gaining its rightful prominence in the global manufacturing stage and getting stuck in a catchup game as early adopter economies take the lead and realize huge productivity dividends. We hope this report provides a perspective on the path forward for the Indian manufacturing sector and spurs action among various stakeholders.
McKinsey Global Institute Report - A labor market that works: Connecting tale...McKinsey & Company
This presentation offers highlights from a new report by the McKinsey Global Institute, "A labor market that works: Connecting talent with opportunity in the digital age".
From shopping to social media, online platforms have transformed major segments of the global economy. They now are about to do the same for labor markets around the world. MGI examines the stubborn disconnect between people and jobs and the potential for online talent platforms to unlock real economic value over the next decade by creating better, faster matching between workers and available work opportunities.
Read the report in full:
http://mckinsey.com/Insights/Employment_and_growth/Connecting_talent_with_opportunity_in_the_digital_age
Enterprise Digital Transformation Survey report 2015Copperberg
We are pleased to present the first edition of Copperberg Research’s Enterprise Digital Transformation Survey Report 2015.
The Enterprise Digital Transformation (EDT) survey is a long-term initiative to shape a trustworthy, forward-thinking overview of the impact digital transformation will have on multiple business sectors and verticals. The survey provides insight into the current perception of Digital Transformation as held by leaders in the public and the private sector. Download the report and learn more about what more than 620 CxO´s, Directors, Managers and Professors had to say about Digital Transformation.
Find out more www.enditra.com
Survey by Valoria - The barometer of digitalization 2018 (selection)Elena Badea
This survey carried out in partnership with Doingbusiness.ro probes the perceptions of managers and executives about the impact of digitalization on Romanian companies. The questionnaire, which received 369 responses, was applied between, 15 March and 30 April, 2018. In this report we will refer to digitalization as the use of storage and processing technology, search and retrieval of information between on- line users. We are presenting a selection of the comparative results in 2018 and 2017.
Across Health Multichannel Maturometer 2018Across Health
Across Health is pleased to present you with the state of the multichannel landscape in life sciences in Europe, US and emerging markets – now in its tenth year. Results show that digitally trained staff numbers are still at historically low levels, and the same goes for other key enablers for digital transformation. Also, while we see budgets keep on growing, satisfaction remains low.
En base a sondeos en todas las economías de la Cuenca, PECC en su reporte State of the Region 2018 identifica los siguientes riesgos principales:
1. Proteccionismo: Pese a buenas percepciones sobre las perspectivas económicas para 2018, el proteccionismo encabeza los riesgos de política más importantes, junto con la falta de implementación de reformas estructurales. Existe una percepción negativa del entorno político para un comercio y una inversión más libres, aunque sigue habiendo optimismo en la conclusión de los acuerdos megaregionales en el corto plazo.
2. Se espera que el cambio tecnológico tenga un impacto serio en las economías regionales, y sin embargo quedan cuestiones de política críticas que deben abordarse: el impacto en el empleo, en la protección de datos y la privacidad y en la infraestructura digital.
3. Privacidad de datos, flujos de datos transfronterizos y resolución de disputas en línea: sigue habiendo brechas entre el empresariado y los gobiernos sobre la importancia relativa estos temas.
Marking the sixth installment in McKinley Advisors' ongoing benchmarking series, the 2013 EIA study provides a glimpse of the current perceptions within our sector as well as clear illustrations of trending data that becomes so valuable in looking at the impact of changes over time.
Technology - It's position and impact on Surveying 2020 Report - May 2020Anthony Walker
The RICS, SCSI , TSA and GoReport worked together to produce a report which looked at the position and impact of Technology on the surveying profession also see https://lnkd.in/gFgbVTw
10th Annual Taiwan Business Climate Study 2020Gordon Stewart
Survey of Taiwan business leaders (Chairs, Presidents, CEO's, MD's and GM's), of current results and forecasts for business growth, investment, and hiring status in Taiwan.
Business indicators tracked for ten years with trend lines.
First published on January 12, 2020
This report is co-published by Opensurvey, a mobile research platform, and Startup Alliance, a startup supporting network.
The scope of work covered by this report is as follows.
✔️ Opensurvey : Project design, analysis and report drafting
✔️ Startup Alliance : Survey supervision, founder survey, final report review
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
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Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
2. General Overview
The previous year was turbulent, challenging, without many great achievements. Indications for 2012
are not much better. Without intention to display unrealistic optimism we wanted to change a bit the
way of thinking, to move forward and look forward. In line with that, we tried to steer this Survey
more towards what to do next, rather than analyzing how bad it is and how we do not see the light
at the end of a tunnel. We think it is very important to look ahead, how to change the existing situa-
tion and how each of us can contribute to that.
This time again we had both Serbian and foreign CEOs participating in the Survey, thus showing the
real picture and an overall opinion of the leading people in companies operating in our market.
The most of the CEOs have been in the leading position for over 5 years and the majority of them
come from Financial Services and Consumer Products. Slightly less than a half of the participants in
the Survey have worked in the same industry throughout their entire careers, whereas the rest have
changed their industries once or more, which gives us an additional value in the estimation of the
circumstances in the market.
The unanimous opinion of both local and foreign CEOs is that the Consumer Products Sector will have
the best prospects for development in the next couple of years. They do not share the same opinion
which sector is at the second place, local CEOs think it is Industry, and foreign say Logistics and
Transport. They all agree that Life Science and Healthcare will experience a stagnation period.
According to the local CEOs we can expect the biggest growth in IT Industry and Production, and the
foreign CEOs are of the similar opinion, but in the reverse order, and they also add Logistics and
Transport.
It is the shared opinion that the market potential and the geographical location represent the major
advantages of doing business in Serbia. It is interesting that the foreign CEOs place qualified staff at the
third position, while the local CEOs put it on the fourth place, in a considerably smaller percentage.
On the other hand the main obstacles to successful business in Serbia are unclear legislation and
insolvency of companies. Neither here do the opinions match entirely, because foreign CEOs find that
complicated administrative procedures and infrastructure largely influence obstacles in work, while
the local CEOs believe that social and political environment also have big influence.
Regarding the business in the past year, the general opinion is that it went well, but that it surely could
have been better. What was probably expected to be the most significant result and was pointed out
as the best achievement are cost reduction and retention of employees.
In Tune with the Local Connected to the World
3. The CEOs found giving up certain projects and reduction of business volumes to be most unsatisfactory. In
line with their opinion that the quality of staff is high, employees’ dismissal was also not easy for them.
Talking about optimism from the beginning of this overview, it is difficult to spread it, especially when
most of the CEOs expect the stagnation in this business year. If we want to watch this statistics from a
positive angle, somewhat smaller percentage expects further deepening of the crisis. This gives us
right to conclude that everyone will take necessary steps not to allow the pessimistic prognoses
influence us and that the battle for progress will be strong and entirely unavoidable.
Such opinion is based on the ideas of general managers in Serbia who plan to increase the business
volume in this year and it is absolute priority to everyone. Positive consequence of this is planning of
higher investments in employees’ development, as well as expansion in new markets. The following
comments confirm this:
- onsolidation of companies through introduction of new methodologies in business monitoring.
C
Bringing young talented staff, mostly from internal sources into newly formed managerial positions
and intensive work on their development in these positions.
- Cost optimization, better work organization and increase in employees’ satisfaction.
The perpetual question is in which direction Serbia should move on concerning its economy and
strategy. CEOs have no dilemma that it is investment in agriculture, but they also believe that a
simplified administrative procedures and infrastructure development must follow the economy. Here
is one comment:
- he state must adapt to companies and not vice versa, because the state and its citizens live from
T
companies – an investor’s friendly environment must be created.
This year saw bigger readiness of employees to change their jobs, either due to the instability in certain
companies or lay-offs. Despite that, the CEOs do not think that the supply in the labor market was of a
higher quality. This does not differ from previous years and it is obvious that great investments in staff
development are still needed, and it has been quoted as one of the priorities in the years to come.
Another difficult period is behind us. Let us finish it like we started. We hope that a larger part of planned
actions will be implemented and that the result will be a much better evaluation of this business year
than we are expecting right now. Finally, everyone should do their tasks, motivate the employees to
follow, inspire them for new ideas, we are sure it is the only possible way. The way forward.
Enjoy reading until the new Survey.
www.stantonchase.com
4. Experience as a CEO
Most of the participants in the Survey have been CEOs for over five years.
1. How long have you been a CEO?
24,5%
63,3%
1 – 3 years (24,5%)
3 – 5 years (12,2%)
Over 5 years (63,3%)
12,2%
Industries
Most of the participants in the Survey come from the Consumer Products and Financial Services.
2. What industry do you work in?
28,6%
26,5%
Consumer Products (26,5%)
Technology (14,3%)
Logistics and Transport (2%)
14,3% Industry (12,3%)
12,3% 12,3%
Financial Services (28,6%)
Life Science and Healthcare (4%)
4% Professional Services (12,3%)
2%
Government Institutions and
Non-Profit Organizations (0%)
In Tune with the Local Connected to the World
5. Change of industry during a career
Most of the participants in the Survey have changed the industry they work in.
3. Have you changed the industry you work in during your career?
35,4%
45,8%
Yes, once (35,4%)
Yes, more than once (18,8%)
No (45,8%)
18,8%
Perspectives for growth and development
According to the opinion of CEOs in Serbia, the Consumer Products Section and Industry have the
best perspective for growth in the next couple of years, followed by Logistics and Transport and
Professional Services.
4. In your opinion, which industry in Serbia has best perspective for development
in the next couple of years? 37,5%
Consumer Products (37,5%)
Technology (16,7%)
16,7%
27,1% Logistics and Transport (27,1%)
35,4%
Industry (35,4%)
Financial Services (12,5%)
12,5%
Life Science and Healthcare (8,3%)
8,3%
22,9%
Professional Services (22,9%)
Government Institutions and
8,3% Non-Profit Organizations (8,3%)
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6. 5. Which sector do you think will have the biggest growth in the next period?
The Sectors with best prospects for growth, in the opinion of CEOs, are Information Technologies
and Production, along with Business Development.
42,5% 42,5% IT (42,5%)
Production (42,5%)
Supply chain/Logistics (12,8%)
23,4% Marketing/PR (4,3%)
Finance (8,5%)
12,8% 12,8%
Sales (12,8%)
8,5% 8,5%
4,3% Human Resources (8,5%)
Business Development (23,4%)
Advantages and obstacles for doing business in Serbia
The majority of participants in the Survey believe that the biggest advantage of doing business in
Serbia is market potential.
6. In your opinion, what are the major advantages of doing business in Serbia?
56,3%
Market potentials (56,3%)
20,8% Qualified staff (20,8%)
50% Professionalism in the work (4,2%)
4,2%
Geographical location (50%)
Developed IT infrastructure (0%)
27,1%
Flexibility in working with
different markets (27,1%)
10,4% Traditionally developed relationships
with most developed economies (10,4%)
Other comments
- erbia possesses excellent resources in agriculture, energetic, minerals, recycling, which are not
S
being used. A number various industries could be develop based on these resources and thus show
the real potential of Serbia.
- earing in mind a constant departure of qualified staff, invalid value system, the state which favors
B
10 tycoons and suffocates and destroys small and medium enterprises, the level of corruption plus
complicated/unclear/long procedures of getting permits – Serbia has a unique geographical position,
but it seems to be less and less important every day.
- great potential that has not yet been used.
A
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7. 7. What do you see as the main obstacles to successful business in Serbia?
On the other hand, the major obstacles for successful business in Serbia are insolvency of companies,
unclear legislation and complicated administrative procedures.
Lack of qualified staff (27,7%)
63,9% 63,9%
55,3% Insolvency of companies (63,9%)
46,8%
Unclear legislation (63,9%)
38,3%
27,7% Complicated administrative
procedures (55,3%)
Shortage of good ideas (6,4%)
6,4% Social and political environment (46,8%)
Poor infrastructure (38,3%)
Business results in the previous year
The majority of the participants in the Survey are mostly satisfied with the previous business year,
but at the same time almost the same number believes that it could have been better. Bearing in
mind what the previous year was like, there are a few of those who are satisfied, as expected.
8. How satisfied are you with doing business in the past year?
12,3%
4,1%
42,8%
Very satisfied (4,1%)
Mainly satisfied (42,8%)
It could have been better (40,8%)
Not satisfied (12,3%)
40,8%
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8. 9. Which of your achievements in the past year make you most proud?
CEOs are mostly proud of cost reduction, followed by employee’s retention and launching new projects.
12,3%
34,7%
10,2%
Launching a new business line/project (34,7%)
Cost reduction (42,9%)
22,5% Retention of employees (38,8%)
Keeping the existing level of salaries (22,5%)
Expanding in new market/s (10,2%)
Nothing in particular (12,3%)
42,9%
38,8%
10. Which situations did you personally find most unsatisfactory?
The majority of the participants found giving up certain projects and the reduction of business volume
personally most unsatisfactory
Dismissal of employees (20,4%)
38,8%
34,7%
Salary and benefit cuts (6,1%)
20,4% Giving up certain projects (38,8%)
12,3% 10,2% Departure of high-quality employees (12,3%)
6,1%
Reduction of business volume (34,7%)
Nothing in particular (10,2%)
View into the future
Unfortunately, the optimism is still scarce, because most of the
CEOs expect either stagnation or further deepening of the crises.
It is positive that majority of the CEOs plan to increase the 6,1%
volume of business in the following year and invest in employees’
development. Not many of them plan further borrowing or
closing down a part of the company.
11. What do you think the
following business year 34,7%
Progress (6,1%)
will bring us?
Stagnation (59,2%)
Deepening of the crisis (34,7%)
59,2%
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9. 12. What do you plan to do in the next year?
2,1%
8,3%
10,4% 2,1%
Increase the volume of business (52,1%)
6,3% 52,1%
Invest in employees’ development (37,5%)
Expand to new markets (35,4%)
12,5%
Introduce new technologies (14,6%)
Find a strategic partner (12,5%)
Dismiss employees (6,3%)
14,6% Reduce salaries and benefits (10,4%)
Reduce the volume of business (8,3%)
Borrow further (2,1%)
35,4%
Close down a part of the company (2,1%)
37,5%
Other comments
- aintain market share, rationalize cost structure.
M
- ationalisation of costs, better organization of work and improvement of employees’ satisfaction.
R
- onsolidation of companies with introduction of new tehnologies of business monitoring.
C
- ringing new young potentials, mostly from internal sources, into newly formed managerial positions
B
and intensive work in 2012 on their inauguration in these positions.
- ew strategic partner would bring a possibility of innovations of the existing products and services.
N
13. What do you think is the strategy for economic development in Serbia in the
next period?
Investment into agriculture is the best strategy for Serbia’s development. At the second place is
simplifying administrative procedures, which is understandable since the administration was seen
as one of the biggest hurdles for successful business in Serbia.
59,8% 78,7%
Investment in agriculture (78,7%)
Investment in renewable energy sources (42,6%)
Preventing the departure of qualified staff (34,1%)
Investment in new technologies (31,9%)
Development of infrastructure (55,3%)
55,3% 42,6%
Simplifying administrative procedures (59,8%)
34,1%
31,9%
Other comments
- . A brutal clash with the corruption at all levels, 2. The state must adapt to companies, and not vice
1
versa, because the state and the citizens live from companies - an investors’ friendly environment
must be created. If the things under 1. And 2. are done, all the above mentioned issues will start
getting solved naturally, by a domino effect.
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10. The perception of the supply in the labor market did not change from the last year, so that most of
the CEOs found it was not of a higher quality compared to previous years.
14. Do you think that 14,6%
the supply in the labor
market was of a higher
quality than the
previous years?
Yes (14,6%)
25%
No (60,4%)
I do not know (25%)
60,4%
15. Did you contact Executive Search companies concerning the selection of staff?
31,3%
68,7%
Yes (31,3%)
No (68,7%)
16. Did you more readily accept invitations from Executive Search companies to
change your job?
The number of those who more readily accepted invitations from Executive Search companies
regarding possible change of job increased.
37,8%
62,2%
Yes (37,8%)
No (62,2%)
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11. About Stanton Chase
Stanton Chase International is an internationally specialized Executive Search company, which by using
the expertise of its consultants, provides its clients with the best services of finding and assessing the
top managerial staff. What makes us different is our knowledge of international, regional and local
movements on the workforce market, as well as the accessibility to candidates from all over the
world. Stanton Chase International is a company which consists of 72 offices in 46 countries around
the world. According to the most recent research in this industry, the company is ranked one of the top
10 leading international Executive Search consulting firms in terms of size, speed of development and
reputation. Among its clients the company is especially valued for its exceptional quality of business,
above all for its successful work assessment in the complicated process of finding and choosing top
management staff.
Stanton Chase Belgrade office was founded in 2002 and provides a full spectre of services in the
area of Human Resources (HR) based on the multifaceted approach to the human resource needs
of our clients. Such a multifaceted approach includes not only different services, but above all our
ability to adapt to the needs of the client. Our complete activity during the selection of candidates or
consulting is adapted to the specific needs of every client and is based on the type of industry that the
client belongs to as well as their characteristic needs.
Today Stanton Chase Belgrade is placed among
the leading Executive Search companies in Serbia.
Our team constitutes of consultants and researchers specialized for certain branches of industry.
We particularly want to emphasise that our consultants have acquired their knowledge, skills
and experience in leadership positions in the industries that they are specialized in.
Our specialized fields
We offer industry specializations in nine dynamic fields:
Industrial
Technology (IT Telecom)
Consumer Products Services
Life Sciences Healthcare
Financial Services
Professional Services
Natural Resources Energy
Logistics Transportation
Government, Education Non Profit
Using the latest methodology for the assessment of competences and personality profiles (on-line
psychometric testing and strategic exercises in the form of business simulations) we provide a
successful and fast assessment of the best staff relevant for project work.
Blvd. Oslobodjenja 75, 11000 Belgrade
+381 11 3973676
www.stantonchase.com
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