International business outlook_2018
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The document summarizes the key findings of an annual survey of global business leaders conducted by the International Executive Resources Group (IERG) on the international business outlook for 2018. While leaders remained optimistic about international opportunities overall, their short-term growth expectations were lower than in 2017. Political risks were rated as the top concern, followed by economic and cultural/societal issues. Asia Pacific and emerging market countries were seen as offering the most potential for growth opportunities.
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Executive Perspectives on Top Risks for 2017Key Issues B.docx
Executive Perspectives
on Top Risks for 2017
Key Issues Being Discussed in the
Boardroom and C-Suite
Research Conducted by North Carolina State University’s
ERM Initiative and Protiviti
Executive Summary
i · Protiviti · North Carolina State University ERM Initiative
Introduction
The impact of the Brexit vote in the U.K., increased volatility in commodity markets, polarization
surrounding the 2016 presidential election in the United States, terrorist events, asset bubbles in
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The survey found that Japanese financial institutions' top risk and compliance focus for fiscal year 2018 was anti-money laundering and combating the financing of terrorism (AML/CFT), driven by upcoming regulatory changes and a FATF evaluation. Over half of respondents planned to increase their risk and compliance budgets, with a balanced approach to spending on technology and human resources. Adoption of new technologies faces challenges around digital strategy, data protection, and loss of control. Respondents saw potential benefits of regulatory technology (RegTech) utility services in AML/CFT and reporting. Most indicated they would be likely to use such collaborative services if available.
Tcb c-suite-challenge-2020-hot-button-issues
Since 1999, The Conference Board CEO Challenge® survey has asked CEOs across the globe to identify the most critical issues they face and their strategies to meet them. Since 2017, the C-Suite Challenge has expanded the survey pool beyond CEOs to the entire C-suite. This year’s survey, conducted between September and October 2019, asked 1,520 C-suite executives, including 740 CEOs across the globe, for their views on the external and internal stress points they face, the need and will to collaborate with nontraditional partners to drive future growth, and the impact that cyber risk and more sophisticated attitudes toward data privacy will have on their organizations in a digitally transformed business environment. This first report focuses on the hot-button issues, external and internal to firms, as seen by CEO and other C-suite executives.
Sustainability and Disruptions
The document discusses key opportunities and challenges for achieving the UN Sustainable Development Goals (SDGs). It notes that the SDGs present a major opportunity for global transformation across economic, social, environmental and governance dimensions. However, it also outlines several risks that could materialize including a decline in global growth and capital flows. The document emphasizes that investing in areas like human capital, infrastructure, resilience and digital technologies will be essential to harness opportunities from technological changes and achieve the SDGs. Close monitoring and coordinated international cooperation will also be needed to navigate the risks and enable inclusive and sustainable development worldwide.
www.pwc.comhrsA look at the key workforce trends from a.docx
www.pwc.com/hrs
A look at the key workforce
trends from around
the world using data
from PwC’s Saratoga
benchmarking database.
Key trends in
human capital 2012
A global perspective
2 Key trends in human capital 2012. A global perspective
About PwC Saratoga
PwC Saratoga is the recognised leader in the
measurement and benchmarking of human capital in
organisations, HR and finance function performance
and transformation. Our specialists help clients to
develop predictive analytics capability by identifying
connections between HR, people, functional and
organisational performance, using a range of
quantitative and qualitative tools. This is supported
by a global repository of metrics and qualitative best
practice information from more
than 2,400 organisations.
3Key trends in human capital 2012. A global perspective
Introduction 4
Global trends in human capital 6
A multi-speed global economy 8
Productivity gaps widen 12
A rocky road for rookies 16
Survivors disengaged 20
HR rising to the analytics challenge 25
Priorities for business 32
In conclusion 34
Behind the numbers 36
Contacts 37
Related PwC publications 38
Contents
4 Key trends in human capital 2012. A global perspective
Introduction
Welcome to the latest in PwC’s detailed studies of
Global Trends in Human Capital. In this fifth edition we
look more closely at how organisations and the global
workforce have been changed by the financial crisis
and economic downturn.
5
Our 2010 Global Trends paper was written
at a time of considerable upheaval, with
many organisations cutting back sharply
on costs and headcount as the recession
took hold. Two years on, business leaders
are more confident about the prospects
for growth, in spite of continued economic
turmoil. While competition is intense,
many organisations are emerging leaner
and more focused. The mantra is to
maximise return on investment (ROI)
in every area of the business, especially
human capital.
It’s all about talent management
In this quest for growth, talent
management remains a primary focus
area for business leaders. According to
our 15th Annual Global CEO Survey, 78%
of CEOs plan to make changes to talent
strategy in response to the global business
environment. There is a clear need for
professional skills and effective leadership
to operate in challenging markets, while
emerging markets require the talent to
deliver continued growth. But only 30%
of CEOs said they were confident that they
would have the talent they needed to grow
their organisation in the near future, and
31% said that talent constraints had already
hampered innovation at their organisation.
In such an environment, knowledge and
insight – in the form of human capital data
– is power. Human capital measurement
and analytics has progressed far in recent
years, evolving from the collection and
redistribution of basic workforce data
through HR systems to a more thoughtful
and .
Accenture 2015: Global Risk Management Study - North American Insurance Report
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Accenture's 2015 North American Insurance Risk Management Study is an extension of our popular global risk survey and explores how U.S. and Canadian CROs are positioning risk within their enterprises and what issues and trends they are facing.
CIT Commercial Real Estate Outlook
Commercial real estate executives appear relatively optimistic about the general state of the market in 2016, with many predicting higher than average deal volumes for their firms. When considering the adoption of new technology, most believe that the influx of commercial real estate tech companies is revolutionizing the industry. These executives recognize that while the U.S. commercial real estate market is recovering, there are still certain segments that are poised for significant decline.
Bibby Financial Services Global Business Monitor 2017
The document is Bibby Financial Services' 2017 Global Business Monitor report which analyzes the opportunities and challenges facing small and medium enterprises (SMEs) across various countries. Some key findings include:
- SMEs are most confident about domestic prospects compared to the global economy. The greatest challenge is lack of skilled staff.
- Nine in ten SMEs plan to invest in the next year, primarily in staff training, IT, and recruitment.
- International trade involves 38% of SMEs exporting and 30% importing, with foreign exchange seen as the top barrier.
- On average, SMEs wait 34 days for invoice payment, ranging from 23.5 days in the US to 45 days
Us mergers-acquisitions-2018-trends-report
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Meeting the challenges of international expansion
The document discusses the challenges that companies face when expanding internationally, including regulatory compliance, tax structure, and finding and managing talent in foreign countries. It reports the results of a survey of CFOs where the majority identified legal/HR/tax issues as significant barriers. While companies are seeking to expand abroad, setting up foreign operations presents difficulties in staffing, compliance, and supporting growth. For these reasons, the document recommends that companies partner with a global Professional Employer Organization that can help navigate local laws and regulations to more smoothly establish international operations.
Etude PwC CEO Survey (janvier 2015)
http://bit.ly/CEO-Survey-jan15
Selon la 18e édition de l’étude mondiale annuelle « Global CEO Survey » de PwC, dans le cadre de laquelle plus de 1 300 dirigeants ont été interrogés, 37 % d’entre eux estiment que la croissance mondiale sera meilleure en 2015, contre 44 % l'année dernière. Cependant, ils restent confiants dans leur capacité à générer une croissance du chiffre d’affaires de leur propre entreprise (39%, un niveau identique à celui de l’année dernière).
Les dirigeants soulignent que les menaces auxquelles ils sont confrontés ont augmenté ces trois dernières années : ils insistent notamment sur la montée en force de la concurrence, avec un marché qui devient sans frontières et l’arrivée de nouveaux concurrents issus de secteurs d’activité différents.
Pour rester compétitifs, les dirigeants identifient trois leviers essentiels : la transformation digitale, le renforcement des partenariats et la diversité des talents.
Les résultats de cette étude sont rendus publics aujourd'hui à l'ouverture du Forum économique mondial à Davos, en Suisse.
Pour cette 18e édition de l’étude mondiale annuelle de PwC « Global CEO Survey », 1 322 interviews ont été conduites dans 77 countries entre septembre et décembre 2014. 459 entretiens ont été menés en Asie-Pacifique, 455 en Europe, 147 en Amérique du Nord, 167 en Amérique latine, 49 en Afrique et 45 au Moyen-Orient.
Global resource challenges risks and opportunities for strategic management
Global resource challenges risks and opportunities for strategic managementThe Economist Media Businesses
Many of the world’s most powerful brands were established when we had a seemingly endless supply of water, farmland and human capital. If companies wanted to expand their production or open a new facility, they did so with little concern about the availability of resources to support the operation. Today’s executives, however, are faced with a barrage of crises related to water and energy scarcity, talent shortages and extreme weather events that put their facilities and ability to meet customer demand at constant risk.
This report explores labour, physical and natural resource challenges. It is based on a survey of 800 respondents in four industries and five regions around the world and on the Global Resource Management Index, which explores the interplay of indicators of resource use, sustainability, capacity and regulatory context in the same four industries and five regions. The included industries—food & beverage, hospitality services, consumer goods and healthcare services—are among those that typically face a mix of resource challenges globally and have proven innovative in addressing them. Etude PwC CEO Survey banque et marchés de capitaux (2014)
http://pwc.to/1j7wgKv
D'après la 17e édition de l'étude annuelle de PwC menée auprès des dirigeants, qui intègre les contributions de 133 chefs d'entreprise du secteur bancaire dans 50 pays, 90% des dirigeants de ce secteur sont confiants quant à la croissance de leur chiffre d'affaires au cours des trois prochaines années.
Le nombre de ceux qui prévoient une amélioration de l'économie mondiale au cours des douze prochains mois a presque triplé par rapport à l'an dernier (56% actuellement contre 19% l'année dernière).
Le fait que 52% d'entre eux envisagent d'accroître leurs effectifs au cours de l'année – d'au moins 5% pour la plupart – illustre cette dynamique.
2017 Linedata Global Asset Management Survey
Asset managers, administrators embrace differentiation to navigate challenging conditions; cite political concerns and ongoing regulatory constraints
• Seventh annual survey of global asset management industry highlights socio-economic and political concerns
• Disruption more likely to come from external factors rather than industry trends
• Differentiation now a major concern for respondents
• MiFID II the most important regulation over the next three years
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International RegTech Association - Japan Adoption Survey 2018 (EN)
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Global resource challenges risks and opportunities for strategic management
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