Digital Europe: Pushing the frontier, capturing the benefitsMcKinsey & Company
What is the speed at which digital is and will change our world?
How is Europe performing in digital compared to the United States? Where is the progress? And where is the paralysis?
What some of the challenges and risks of digital – its potential to divide business and society – between the highly digitized: the “have-mores,” and the “haves:” those who are not able or willing to adapt fast enough.
And what is our share our vision with you for how Europe needs to capture the huge digital prize. What can start-ups, companies, public authorities – everyone in this room – do, to make it happen?
EY's European Banking Barometer – 2015 identifies the views of 226 senior European bankers across 11 markets regarding their views of the macro-economic outlook and the impact they think it will have on the banking industry in 2015.
For further information visit: www.ey.com/ebb
EY Price Point: global oil and gas market outlook, Q2 | April 2022EY
The theme for this quarter is rearrangement. The loss, or potential loss, of Russian oil and gas supplies is forcing producers, refiners and traders to rethink the flow of crude oil and refined products from the wellhead to the gas pump in light of sanctions, potential sanctions and the risk of reputational damage. Countries, companies and consumers will all be searching for ways to adapt, and the outcome of the race to bring alternatives to market could alter the global energy landscape for years to come.
It is likely crude oil and LNG prices will remain elevated for some time. The process of diverting Russian oil through countries unwilling to sanction it will take time and there is little indication OPEC members are willing (or able) to increase production to make up for the loss of Russian crude. Spare capacity sat at 3.7 mbpd at the end of 2021, just above where it was in January 2020. Currently, sanctioned Venezuelan and Iranian production (about 3 mbpd below their peak) could fill the gap, but political and commercial obstacles remain. At today’s prices, US shale production is attractive, but the fastest the industry has been able to grow is between 1mbpd and 2mbpd per year. The LNG infrastructure was already stretched before the war in Ukraine and there is little prosect of finding new supplies soon.
As the largest buyer of Russian energy, Europe will be the epicenter. There is a deeply embedded bias there in favor for renewable energy, and the current crisis is certain to result in an all-out effort to accelerate the build-out of wind and solar power. The capacity to add new green energy is limited though by the project pipeline and supply chains for solar panels and wind turbines, and it is likely that much of the shortfall will be made up with the new LNG infrastructure.
Although a majority of executives say sustainability is necessary to be competitive, most companies still aren't profiting from their sustainability efforts. BCG and MIT Sloan Management Review present the results of their 2013 sustainability survey, including a look at companies that "walk the talk" when it comes to sustainability issues.
PwC’s new Golden Age Index – how well are countries harnessing the power of o...PwC
One of the key megatrends affecting the UK and most other developed countries is an ageing population. Harnessing the potential of older workers will therefore become an increasingly important source of competitive advantage for both nations and businesses.
To explore how the UK compares with other OECD economies in this regard, PwC has developed a new ‘Golden Age index’ comparing how well they are utilising workers aged 55 and over. The index includes relative employment, earnings and training rates for older workers for 34 OECD countries over the period since 2003.
A.T. Kearney 2017 State of Logistics Report: Accelerating into UncertaintyKearney
2017 could be a pivotal year for logistics. Demand patterns are shifting, technological advances are altering industry economics, and new competitors are challenging old business models. This year could bring significant moves that reshape individual sectors and even the industry as a whole. Major business combinations, large-scale shifts in distribution flows, deep capacity cuts, massive infrastructure investments–anything is possible. Here are the ten key takeaways from the 2017 State of Logistics report, as well as the four potential scenarios for the future of logistics.
The 2016 Strategic Hospital Priorities Study examines the current direction of the industry and, in particular, how Medtech companies can capitalize on the many needs of hospital administrators.
While the healthcare market has steadily evolved since L.E.K. Consulting issued its first hospital study in 2010, many of the same trends remain in place — among them consolidation, non-acute care integration, accountability, technology enhancements and novel pricing schemes.
This Executive Insights addresses a number of key topics, including:
Hospital administrator’s chief priorities
Most valuable medtech services
Focus on IT spending
Outlook for outsourcing
Digital Europe: Pushing the frontier, capturing the benefitsMcKinsey & Company
What is the speed at which digital is and will change our world?
How is Europe performing in digital compared to the United States? Where is the progress? And where is the paralysis?
What some of the challenges and risks of digital – its potential to divide business and society – between the highly digitized: the “have-mores,” and the “haves:” those who are not able or willing to adapt fast enough.
And what is our share our vision with you for how Europe needs to capture the huge digital prize. What can start-ups, companies, public authorities – everyone in this room – do, to make it happen?
EY's European Banking Barometer – 2015 identifies the views of 226 senior European bankers across 11 markets regarding their views of the macro-economic outlook and the impact they think it will have on the banking industry in 2015.
For further information visit: www.ey.com/ebb
EY Price Point: global oil and gas market outlook, Q2 | April 2022EY
The theme for this quarter is rearrangement. The loss, or potential loss, of Russian oil and gas supplies is forcing producers, refiners and traders to rethink the flow of crude oil and refined products from the wellhead to the gas pump in light of sanctions, potential sanctions and the risk of reputational damage. Countries, companies and consumers will all be searching for ways to adapt, and the outcome of the race to bring alternatives to market could alter the global energy landscape for years to come.
It is likely crude oil and LNG prices will remain elevated for some time. The process of diverting Russian oil through countries unwilling to sanction it will take time and there is little indication OPEC members are willing (or able) to increase production to make up for the loss of Russian crude. Spare capacity sat at 3.7 mbpd at the end of 2021, just above where it was in January 2020. Currently, sanctioned Venezuelan and Iranian production (about 3 mbpd below their peak) could fill the gap, but political and commercial obstacles remain. At today’s prices, US shale production is attractive, but the fastest the industry has been able to grow is between 1mbpd and 2mbpd per year. The LNG infrastructure was already stretched before the war in Ukraine and there is little prosect of finding new supplies soon.
As the largest buyer of Russian energy, Europe will be the epicenter. There is a deeply embedded bias there in favor for renewable energy, and the current crisis is certain to result in an all-out effort to accelerate the build-out of wind and solar power. The capacity to add new green energy is limited though by the project pipeline and supply chains for solar panels and wind turbines, and it is likely that much of the shortfall will be made up with the new LNG infrastructure.
Although a majority of executives say sustainability is necessary to be competitive, most companies still aren't profiting from their sustainability efforts. BCG and MIT Sloan Management Review present the results of their 2013 sustainability survey, including a look at companies that "walk the talk" when it comes to sustainability issues.
PwC’s new Golden Age Index – how well are countries harnessing the power of o...PwC
One of the key megatrends affecting the UK and most other developed countries is an ageing population. Harnessing the potential of older workers will therefore become an increasingly important source of competitive advantage for both nations and businesses.
To explore how the UK compares with other OECD economies in this regard, PwC has developed a new ‘Golden Age index’ comparing how well they are utilising workers aged 55 and over. The index includes relative employment, earnings and training rates for older workers for 34 OECD countries over the period since 2003.
A.T. Kearney 2017 State of Logistics Report: Accelerating into UncertaintyKearney
2017 could be a pivotal year for logistics. Demand patterns are shifting, technological advances are altering industry economics, and new competitors are challenging old business models. This year could bring significant moves that reshape individual sectors and even the industry as a whole. Major business combinations, large-scale shifts in distribution flows, deep capacity cuts, massive infrastructure investments–anything is possible. Here are the ten key takeaways from the 2017 State of Logistics report, as well as the four potential scenarios for the future of logistics.
The 2016 Strategic Hospital Priorities Study examines the current direction of the industry and, in particular, how Medtech companies can capitalize on the many needs of hospital administrators.
While the healthcare market has steadily evolved since L.E.K. Consulting issued its first hospital study in 2010, many of the same trends remain in place — among them consolidation, non-acute care integration, accountability, technology enhancements and novel pricing schemes.
This Executive Insights addresses a number of key topics, including:
Hospital administrator’s chief priorities
Most valuable medtech services
Focus on IT spending
Outlook for outsourcing
Joining Forces: Interagency Collaboration and "Smart Power"Booz Allen Hamilton
Has U.S. defense, diplomacy and development adopted a “smart power” approach? In this follow-up to a 2010 report, the Government Business Council (GBC) evaluates progress towards increased interagency collaboration and how budget pressures may change foreign policy. Moderator is GBC's Associate Director of Research Erin Dian Dumbacher and Speakers include Booz Allen senior associate's Cheryl Steele and Jonathan Allen. Download the full report here: http://www.govexec.com/gbc/report/smart_power_2011/
Learn more about Smart Power: http://www.boozallen.com/smartpower
The Diversity Imperative: 14th Annual Australian Chief Executive StudyPwC's Strategy&
This report provides insight into the 2013 Australian Chief Executive Study findings, compares the results to the global market and identifies trends. Our analysis looks at trends relating to performance and tenure; reasons for CEO turnover; and the number of insider appointments versus outsider appointments.
Local Dynamos – emerging-market companies focused largely on their home markets - are beating both local state-owned companies and multinational corporations, thanks to savvy digital strategies and an ability to meet rising consumer expectations. MNCs need to understand how the Dynamos are rewriting the rules in emerging markets.
BCG’s 2018 global challengers—100 rapidly globalizing companies from emerging markets—are getting ahead of the competition by using digital technologies.
The enterprise software industry is being transformed by substantial investor capital, Cloud 2.0, artificial intelligence, data protection, preferred platforms, and a talent shortage, leading stakeholders of all kinds to make big changes, and big choices.
BCG has launched its Telco Sustainability Index, designed to capture the four dimensions most relevant to a telco’s environmental strategy. The index tracks the company’s commitment to sustainability, its emissions intensity and that of its upstream and downstream partners, its elimination of waste, and its customer enablement.
China Exit or Co-Investment Opportunities for German PE InvestorsL.E.K. Consulting
L.E.K.'s Karin von Kienlin recently presented at BVK on a study conducted by L.E.K. Munich and Shanghai. They wished to:
- Understand developments in Chinese equity investments in both the domestic China / pan-Asian market and cross-border investments between China and Germany / Europe
- Identify trends in likely future investment behavior and its drivers
- Defining success factors both for Chinese and German investors / corporates as to how to benefit from the potential opportunities of cross-border investments and cooperation
Learn more in the presentation here.
MAPS2018 Keynote address on EY report: Life Sciences 4.0 – Securing value thr...EY
Summary: This keynote address presented by Pamela Spence, EY Global Life Sciences Leader (pspence2@uk.ey.com) at MAPS 2018 – the annual meeting for Medical Affairs Professional Society – discusses our latest life sciences report and the industry demands for a customer-focused, data driven approach to health care. We describe the accelerating pace of change as technological advances and the escalating expectations of payers, physicians and patient consumers are combining to disrupt the life sciences business model. Data and algorithms that maximize health outcomes based on individual needs and preferences are becoming the ultimate health care consumable. To create value now and in a future that we call Life Sciences 4.0, life sciences companies must build – or participate in – interoperable information systems that collect, combine and share data. For more on our report, Progressions 2018 – Life Sciences 4.0, please go to www.ey.com/progressions
Since last year ended on such a strong note, many of us were optimistic about the prospects for Q1. Though not as strong as the fourth quarter of 2014, the first quarter of 2015 kicked off on a positive note, with 23 technology companies raising US$6.1billion* in proceeds from their IPOs. That’s the second highest first quarter proceeds in the past five years and impressive given the increased US market volatility and consistent with the high pre-IPO valuations we’ve seen recently. Granted, if you look at the year over year comparison, offerings were down 12% and proceeds declined 11%. And sequentially, the number of technology IPOs declined 32% while proceeds fell by 19%. Still, it’s a promising start for 2015. Learn more at www.pwc.com/globaltechipo
*Deal size greater than US$40 million
Top 8 Insights From the 2018 Beauty, Health & Wellness SurveyL.E.K. Consulting
Think nutritional supplements and skincare are of interest only to consumers of a certain age? Think again. According to L.E.K. Consulting’s third installment of a biennial survey of the healthy living marketplace, this one focusing on nutrition and skincare, some 80% of health and wellness (H&W) consumers across generations — from millennials to baby boomers — are highly engaged with both categories.
The survey captured insights from more than 1,600 respondents, representing roughly 77% of the U.S. adult population who identify with H&W themes, and generated eight key insights across categories. Together these insights make clear that consumer interest in nutritional supplements and skincare often lasts a lifetime.
L.E.K. Consulting recently surveyed more than 200 U.S. brand managers and packaging stakeholders at consumer packaged goods companies to understand their packaging needs and views on trends driving demand.
The survey focused on topics that include:
- Brand trends and their effect on packaging demand
- Shifts within packaging (e.g., new materials, packaging innovations)
- Perspectives on packaging demand (including forecast spend on packaging for their brands)
This Executive Insights analyzes key findings from this proprietary research
Shaping the Sustainable Organization | Accentureaccenture
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
The Boston Consulting Group, MIT Sloan Management Review, and the United Nations Global Compact joined forces to provide an inside look at how companies are dealing with sustainability issues: http://on.bcg.com/1Ci1R8l.
Data science is one of the hottest and fastest-growing fields in companies around the world. But it remains a highly male-dominated field, with women making up as few as 15% of data science professionals globally. This gender imbalance is a
significant threat to sustainable growth and to unbiased, safe AI
Responses to a BCG global survey of over 9,000 current and former students across ten countries make it clear that a
significant share of the problem lies with the companies themselves.
Is your energy investment strategy built on the best evidence?
As the energy sector transforms, capital and investment plans must adapt too. Is it time to review your strategies in light of global utilities investment trends? Our latest Power transactions and trends report offers insight and evidence into the major themes and emerging trends driving global power and utilities M&A. Updated quarterly, the report delivers deep insights into each major region.
Joining Forces: Interagency Collaboration and "Smart Power"Booz Allen Hamilton
Has U.S. defense, diplomacy and development adopted a “smart power” approach? In this follow-up to a 2010 report, the Government Business Council (GBC) evaluates progress towards increased interagency collaboration and how budget pressures may change foreign policy. Moderator is GBC's Associate Director of Research Erin Dian Dumbacher and Speakers include Booz Allen senior associate's Cheryl Steele and Jonathan Allen. Download the full report here: http://www.govexec.com/gbc/report/smart_power_2011/
Learn more about Smart Power: http://www.boozallen.com/smartpower
The Diversity Imperative: 14th Annual Australian Chief Executive StudyPwC's Strategy&
This report provides insight into the 2013 Australian Chief Executive Study findings, compares the results to the global market and identifies trends. Our analysis looks at trends relating to performance and tenure; reasons for CEO turnover; and the number of insider appointments versus outsider appointments.
Local Dynamos – emerging-market companies focused largely on their home markets - are beating both local state-owned companies and multinational corporations, thanks to savvy digital strategies and an ability to meet rising consumer expectations. MNCs need to understand how the Dynamos are rewriting the rules in emerging markets.
BCG’s 2018 global challengers—100 rapidly globalizing companies from emerging markets—are getting ahead of the competition by using digital technologies.
The enterprise software industry is being transformed by substantial investor capital, Cloud 2.0, artificial intelligence, data protection, preferred platforms, and a talent shortage, leading stakeholders of all kinds to make big changes, and big choices.
BCG has launched its Telco Sustainability Index, designed to capture the four dimensions most relevant to a telco’s environmental strategy. The index tracks the company’s commitment to sustainability, its emissions intensity and that of its upstream and downstream partners, its elimination of waste, and its customer enablement.
China Exit or Co-Investment Opportunities for German PE InvestorsL.E.K. Consulting
L.E.K.'s Karin von Kienlin recently presented at BVK on a study conducted by L.E.K. Munich and Shanghai. They wished to:
- Understand developments in Chinese equity investments in both the domestic China / pan-Asian market and cross-border investments between China and Germany / Europe
- Identify trends in likely future investment behavior and its drivers
- Defining success factors both for Chinese and German investors / corporates as to how to benefit from the potential opportunities of cross-border investments and cooperation
Learn more in the presentation here.
MAPS2018 Keynote address on EY report: Life Sciences 4.0 – Securing value thr...EY
Summary: This keynote address presented by Pamela Spence, EY Global Life Sciences Leader (pspence2@uk.ey.com) at MAPS 2018 – the annual meeting for Medical Affairs Professional Society – discusses our latest life sciences report and the industry demands for a customer-focused, data driven approach to health care. We describe the accelerating pace of change as technological advances and the escalating expectations of payers, physicians and patient consumers are combining to disrupt the life sciences business model. Data and algorithms that maximize health outcomes based on individual needs and preferences are becoming the ultimate health care consumable. To create value now and in a future that we call Life Sciences 4.0, life sciences companies must build – or participate in – interoperable information systems that collect, combine and share data. For more on our report, Progressions 2018 – Life Sciences 4.0, please go to www.ey.com/progressions
Since last year ended on such a strong note, many of us were optimistic about the prospects for Q1. Though not as strong as the fourth quarter of 2014, the first quarter of 2015 kicked off on a positive note, with 23 technology companies raising US$6.1billion* in proceeds from their IPOs. That’s the second highest first quarter proceeds in the past five years and impressive given the increased US market volatility and consistent with the high pre-IPO valuations we’ve seen recently. Granted, if you look at the year over year comparison, offerings were down 12% and proceeds declined 11%. And sequentially, the number of technology IPOs declined 32% while proceeds fell by 19%. Still, it’s a promising start for 2015. Learn more at www.pwc.com/globaltechipo
*Deal size greater than US$40 million
Top 8 Insights From the 2018 Beauty, Health & Wellness SurveyL.E.K. Consulting
Think nutritional supplements and skincare are of interest only to consumers of a certain age? Think again. According to L.E.K. Consulting’s third installment of a biennial survey of the healthy living marketplace, this one focusing on nutrition and skincare, some 80% of health and wellness (H&W) consumers across generations — from millennials to baby boomers — are highly engaged with both categories.
The survey captured insights from more than 1,600 respondents, representing roughly 77% of the U.S. adult population who identify with H&W themes, and generated eight key insights across categories. Together these insights make clear that consumer interest in nutritional supplements and skincare often lasts a lifetime.
L.E.K. Consulting recently surveyed more than 200 U.S. brand managers and packaging stakeholders at consumer packaged goods companies to understand their packaging needs and views on trends driving demand.
The survey focused on topics that include:
- Brand trends and their effect on packaging demand
- Shifts within packaging (e.g., new materials, packaging innovations)
- Perspectives on packaging demand (including forecast spend on packaging for their brands)
This Executive Insights analyzes key findings from this proprietary research
Shaping the Sustainable Organization | Accentureaccenture
Accenture helps companies unlock the business and environmental value of organizational sustainability by strengthening their sustainability DNA. Read more.
The Boston Consulting Group, MIT Sloan Management Review, and the United Nations Global Compact joined forces to provide an inside look at how companies are dealing with sustainability issues: http://on.bcg.com/1Ci1R8l.
Data science is one of the hottest and fastest-growing fields in companies around the world. But it remains a highly male-dominated field, with women making up as few as 15% of data science professionals globally. This gender imbalance is a
significant threat to sustainable growth and to unbiased, safe AI
Responses to a BCG global survey of over 9,000 current and former students across ten countries make it clear that a
significant share of the problem lies with the companies themselves.
Is your energy investment strategy built on the best evidence?
As the energy sector transforms, capital and investment plans must adapt too. Is it time to review your strategies in light of global utilities investment trends? Our latest Power transactions and trends report offers insight and evidence into the major themes and emerging trends driving global power and utilities M&A. Updated quarterly, the report delivers deep insights into each major region.
How a Takeoff in Advanced Robotics Will Power the Next Productivity SurgeBoston Consulting Group
Robotics are quickly approaching an inflection point in usage and are being adopted in new industries. This deck highlights key findings from BCG's research the shifting economics of global manufacturing and the role that advanced robotics will play.
These slides present results from The Boston Consulting Group’s 2015 Big Data and Trust Consumer Survey of more than 8,000 consumers in the US and the top five European economies (France, Germany, Italy, Spain, and the UK) and the results of BCG’s 2015 Big Data and Trust Company Survey of the data stewardship practices of 140 companies in eight industries.
The tipping point for electrified vehicles is in sight, and a combination of hybrid and fully electric powertrains is expected to cut the global market share of pure internal combustion engines (ICEs) by about 50% by 2030.
BCG's 2014 Local Dynamos are formidable competitors, defeating foreign and local companies with a comprehensive understanding of their own backyards and a willingness to “go for it.” Global companies seeking to compete in these markets must emulate the characteristics of the Local Dynamos while emphasizing their core advantages as MNCs.
For further reading: https://www.bcgperspectives.com/content/articles/globalization_consumer_products_2014_bcg_local_dynamos_how_companies_emerging_markets_winning_home/.
Made in America, Again: Third Annual Survey of U.S.-Based Manufacturing Execu...Boston Consulting Group
BCG's latest manufacturing survey finds decision makers at large manufacturers expect the U.S. share of their production to rise an average of 7 percent in five years; half expect to boost U.S. factory jobs by 5 percent or more.
Leading in extraordinary times, the 2015 US CEO SurveyOmar Toor
Learn how US CEOs are positioning for a new era where overseas business growth is balanced more evenly between developed and emerging economies, and mainstream adoption of digital technologies everywhere is surging.
After massively relocating their production and assembly work overseas, many manufacturers have realized over time that offshoring also comes with its own risks and costs.
Here is what you need to consider to reshore manufacturing successfully.
During the past three months, Davis Langdon’s Construction Sentiment Index
improved 5 points to reach 64 – indicating that sentiment is continuing to improve.
We hope the findings of this interim update are insightful for you and we look forward to
keeping you up to date with new results again in December 2009.
Key Findings
• Stimulus impacts on more than half
• Staffing levels on the increase
• Sentiment continues to improve
• Finance squeeze – still our greatest problem
China Business Report 2013-14 Highlights by AmCham ShanghaiJuha Moilanen (莫寒)
A summary of the China 2013-14 Business Report, published in Feb 2014 by the American Chamber of Commerce in Shanghai.
Edit: Added analysis by Beijing-based IP/IT lawyer, law professor Stan Abrams
Can the United States still compete in manufacturing? And can workers still make it in America? This presentation, drawing on research by the McKinsey Global Institute, explores these questions.
Manufacturing & Distribution Update: The Economic Impact on the IndustryCitrin Cooperman
This presentation focused on what the future is likely to bring to manufacturers and distributors as the nation attempts to claw its way back from the worst of the COVID-19 crisis.
Business Confidence Survey points that market demand has weakened following demonetization and that Union Budget 2017-18 is crucial for stimulating economy
Manufacturing & Distribution Pulse Survey Report: An Economist's PerspectiveCitrin Cooperman
Citrin Cooperman's Manufacturing and Distribution Practice hosted an informative webinar and were joined by guest presenter Anirban Basu, chairman and CEO of Sage Policy Group, Inc.
Highlights:
- The current economic circumstances for manufacturing and distribution companies
- How difficult things are likely to become over the foreseeable future
- The contours of the brisk recovery to come thereafter
This Employment Demand Report Sylvia Wower Sylvia Wower
This Employment Demand Report summarizes the results and trends identified from
the responses. Surveys were administered online and through phone
interviews, targeting all manufacturing firms with less than 500 employees.
Boston Consulting Group partners with leaders
in business and society to tackle their most
important challenges and capture their greatest
opportunities. BCG was the pioneer in business
strategy when it was founded in 1963. Today,
we work closely with clients to embrace a
transformational approach aimed at benefiting all
stakeholders—empowering organizations to grow,
build sustainable competitive advantage, and
drive positive societal impact.
Our diverse, global teams bring deep industry and
functional expertise and a range of perspectives
that question the status quo and spark change.
BCG delivers solutions through leading-edge
management consulting, technology and design,
and corporate and digital ventures. We work in a
uniquely collaborative model across the firm and
throughout all levels of the client organization,
fueled by the goal of helping our clients thrive and
enabling them to make the world a better place.
Independent of industry, BCG Green Ventures believes in 12 concrete opportunities the world needs to get to net zero. These are the 12 levers available for any given corporate to participate in the decarbonization economy, which we are treating as a massive value creation opportunity.
BCG has launched its Telco Sustainability Index, designed to capture the four dimensions most relevant to a telco’s environmental strategy. The index tracks the company’s commitment to sustainability, its emissions intensity and that of its upstream and downstream partners, its elimination of waste, and its customer enablement.
COVID-19’s uneven trajectory has created a slower-than-expected rebound in urban travel worldwide. Some mobility modes, however, are poised to exceed pre-pandemic levels. BCG provides a breakdown of recovery levels in urban mobility by region and mode--and over time.
Of the different patterns that have emerged in governments’ fight against coronavirus—crush and contain is the most effective. While many countries missed the initial opportunity to crush and contain, it is critical that governments prepare now to make sure they don’t miss the opportunity again.
The retail banking industry is facing unprecedented challenges as a result of COVID-19. Customer behaviour has changed drastically and will continue to evolve in a post-Covid world. This LABTalk explores trends in channel usage, customer preferences and brand perceptions captured in the latest REBEX Pulse Survey spanning 30 countries. Join this LAB Talk session to learn how you can use the data and insights for your next case.
Authors: Thorsten Brackert, Mindy Hauptman, Byron Marshall, Holger Sachse, Bjorn Schwarz, Aldo Tolentino & Monica Wegner
Radical change in racial equity is needed. In order to successfully drive that change, a holistic response is required—with attention to business drivers, teams and culture, and resources.
What Does the Recovery of Demand for Urban Mobility Look Like Post-COVID-19?Boston Consulting Group
Based on a survey of 5,000 residents in china, the EU, and the US, BCG analyzed the likely recovery of demand in urban mobility following the COVID-19
outbreak. Ultimately—until a cure emerges—we expect we expect a major shift away from public transit toward private mobility modes, specifically private cars and bikes. But the magnitude of the shift will differ across the varied type of cities.
One in four customers is planning to either use branches less or stop visiting branches altogether after the COVID-19 crisis, according to new BCG retail banking consumer “pulse” survey.
While security servicing providers have performed well in recent years, they face anemic core growth, shifting client expectations, rising pressure on fees, and the potential for disruption. The COVID-19 pandemic and associated recession will put further pressure on the industry. In response, they must be bold in their planning and approach to service delivery.
The COVID-19 crisis is threatening the lives and well-being of the global community. Health, political, societal, and business leaders must drive an integrated response to navigate, manage, and lead through it.
The COVID-19 crisis is threatening the lives and well-being of the global community. Health, political, societal, and business leaders must drive an integrated response to navigate, manage, and lead through it.
Covid-19 Is a Call for Retail Banks to Accelerate Digital TransformationBoston Consulting Group
We see nine imperatives that can help retail banks remain firmly on their feet during the crisis and enable them to move forward rapidly in its aftermath. Ultimately, the crisis reinforces an urgent need for banks to accelerate their digital transformations.
How should nonprofit leaders adjust to the new reality of operating under COVID-19? This detailed checklist can help you understand the actions needed to protect team health, improve financial resilience, and continue executing on your mission with clarity and impact.
COVID-19: Sustaining Liquidity/Funding Management and Treasury Operations in ...Boston Consulting Group
As COVID-19’s international spread has accelerated, markets have started to price in epidemic-related risks. This paper provides a four-step approach that can enable executives to quantify impacts and define mitigating actions, helping them tackle near-term (crisis management) and long-term (structural liquidity management).
This paper provides a specific framework with practical examples to address the above challenges, leveraging on BCG experience with financial institutions impacted by COVID-19 (e.g., in Italy, China), as well as well ongoing discussions with Regulators and previous experience during severe pandemic and systemic crises.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
[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
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
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1. Do Not Reproduce More Than Two Slides or Charts Without Permission
Made in America, Again
Fourth Annual Survey of U.S.-Based Manufacturing Executives
December 2015
2. 1
Do Not Reproduce More Than Two Slides or Charts Without Permission
Executive summary
Key takeaways from BCG’s fourth annual survey of U.S.-based manufacturing executives
• 17% of respondents report actively reshoring production today
– 2.5x the number that were actively reshoring in 2012
• More companies are moving from “consideration” to “action”
• 31% of executives would put new capacity to serve the U.S.
market in the U.S. versus 20% who would choose China
• Significant reversal from two years ago, when China was
favored by 30% to 26%
• Companies that are reshoring most often cite core cost
factors—shortening supply chains, reducing shipping costs—
as biggest reasons
• Access to a skilled workforce is also a key reason; 2.7x as
many respondents cite increased skilled labor as a driver for
moving production to the U.S. compared with those who cite it
as a reason for offshoring from the U.S.
• 56% believe that decreasing costs in automation have
improved their product competitiveness
• 71% believe that advanced manufacturing technologies will
improve the economics of localized production
• Executives who anticipate net job gains within the next five
years outweigh those predicting declines by a 2-to-1 margin
1
2
3
4
5
Interest in reshoring production to the
U.S. remains strong, and the percentage
of companies actively moving operations
back to the U.S. continues to increase
The U.S. has surpassed China and is
outpacing Mexico as the most likely
destination for new manufacturing
capacity to serve the U.S. market
Key drivers of expanding manufacturing
capacity in the U.S. include costs, access
to a skilled workforce, and increased local
control to drive quality and innovation
Investment in automation and other
advanced manufacturing is seen as an
opportunity to further drive efficiency and
U.S. competitiveness
Prospects for job creation remain strong
3. 2
Do Not Reproduce More Than Two Slides or Charts Without Permission
Interest in reshoring production to the U.S. from China
remains strong, with a move from ‘consideration’ to ‘action ’
Sources: BCG Manufacturing Survey, February 2012, August 2013, August 2014, and September 2015
Note: Numbers in the bar charts have been rounded; percentage changes outside the bar charts are based on the actual numbers before rounding. Question asked: “Given the fact that China’s
wage costs are expected to grow, do you expect your company will move manufacturing to the United States?” Question asked only of companies that currently manufacture in China. N = 132.
7
13
173
8
7
8
17
15
18
17 15
0
10
20
30
40
50
60
20152013
54
Yes, we will move production to the U.S. in
the next two years
Yes, we are actively considering doing this,
although we have not made a final decision
Yes, we will consider doing this in
the near future
53
Yes, we are already actively doing this
Respondents (%)
37
2012
1
4. 3
Do Not Reproduce More Than Two Slides or Charts Without Permission
The trend of year-over-year increases in companies actively
reshoring has continued
17
13
7
0
5
10
15
20
Respondents (%)
2013
+31%
2012 2015
Yes, we are already actively doing this
+88%
1
Sources: BCG Manufacturing Survey, February 2012, August 2013, August 2014, and September 2015
Note: Numbers in the bar charts have been rounded; percentage changes outside the bar charts are based on the actual numbers before rounding. Question asked: “Given the fact that China’s
wage costs are expected to grow, do you expect your company will move manufacturing to the United States?” Question asked only of companies that currently manufacture in China. N = 132.
5. 4
Do Not Reproduce More Than Two Slides or Charts Without Permission
The U.S. has surpassed China and is outpacing Mexico as
the most likely destination for new manufacturing capacity
Sources: BCG Manufacturing Survey, February 2012, August 2013, August 2014, and September 2015
Note: Numbers atop the bar charts have been rounded; percentage changes outside the bar charts are based on the actual numbers before rounding. Question asked: “In the next five years,
how will the supply chain change for the products you intend to sell inside the U.S.?” All other destination countries accounted for 18% of responses in 2013, 26% of responses in 2014, and
20% of responses in 2015.
2
30
26
20
31
0
10
20
30
40
–10
+5
ChinaUnited States
20152013
2626
29
31
0
10
20
30
40
+3
+5
MexicoUnited States
Most likely destination for new manufacturing capacity to serve the U.S. market
Respondents (%)
6. 5
Do Not Reproduce More Than Two Slides or Charts Without Permission
Companies that have reshored cite increased regional-
ization, strong workforce and environment, and local control
76
70
64
57
66
63
55
52
14
18
22
23
16
19
25
30
10
13
15
20
18
18
20
18
0 20 40 60 80 100
Shorten our supply chain
Accelerate innovation and
product development
Be closer to customers
Reduce shipping costs
Respondents (%)
Improve quality and yield
Provide local control over
manufacturing processes
Make it easier to do business
Access the skilled workforce
and talent
Primary reasons for
moving to U.S.
Source: BCG Manufacturing Survey, September 2015
Note: Question asked: “Why did your company move production to the U.S. from another country? Please select how much you agree or disagree with each of the following reasons for change.”
3
Strongly or somewhat disagreeStrongly or somewhat agree Neutral
Strong workforce and
business environment
Control over process,
quality, and innovation
Benefits of increased
regionalization
7. 6
Do Not Reproduce More Than Two Slides or Charts Without Permission
Manufacturers are 2.7x more likely to move production to
the U.S. than from the U.S. to access skilled labor
3
Source: BCG Manufacturing Survey, September 2015
Note: Chart counts respondents who marked “Strongly or somewhat agree.” Numbers atop the bar charts have been rounded; percentage changes outside the bar charts are based on the
actual numbers before rounding.
1Question asked: “Why did your company move production to another country from the U.S.? Please select how much you agree or disagree with each of the following reasons for change.”
2Question asked: “Why did your company move production to the U.S. from another country? Please select how much you agree or disagree with each of the following reasons for change.”
57
21
0
20
40
60
80
Production moved from the U.S.1
2.7x
Production moved to the U.S.2
Respondents (%) citing access to the skilled workforce and talent as a strong factor for moving production
Responses are consistent with the 2014 survey, in which 74% of respondents reported
moving production to the U.S. to access skilled labor
8. 7
Do Not Reproduce More Than Two Slides or Charts Without Permission
Executives plan to invest in automation or other advanced
manufacturing to enhance product competitiveness
56
71
75
31
23
16
13
6
10
0 20 40 60 80 100
Respondents (%)
Strongly or somewhat disagreeNeutralStrongly or somewhat agree
Decreasing automation
cost improved my product
competitiveness against
products sourced from
low-cost countries
Manufacturing executives
believe automation and
advanced manufacturing will
promote the following:
• Reduce costs and increase
their competitiveness
• Allow them to benefit from
being closer to suppliers and
customers
• Increase demand for highly
skilled workers
Source: BCG Manufacturing Survey, September 2015
Note: Task stated: “Please select how much you agree or disagree with each of the following reasons for change.” N = 252.
4
Advanced manufacturing
will improve the
economics of localized
production
The U.S. is strongly
positioned to benefit from
manufacturers that seek to
increase regionalization,
especially as automation
costs decline
We will invest in
additional automation or
advanced manufacturing
technologies in the next
five years
9. 8
Do Not Reproduce More Than Two Slides or Charts Without Permission
Twice as many executives expect trends to drive net growth
in U.S. manufacturing jobs within five years
Source: BCG Manufacturing Survey, September 2015
Note: Question asked: “Based on current trends, what do you expect to happen to the number of manufacturing jobs in your company over the next five years?”
1Includes responses of less than +/-1% per year.
5
8%
19%
23%
26%
6%
3%
16%
30
20
10
0
Respondents (%)
Increase
by >20%
Increase by
10%-20%
Increase
by 5%-9%
FlatDecrease
by 5%-9%
Decrease
by 10%-20%
Decrease
by >20%
Job loss
50% of respondents
anticipate net job creation
25% of respondents
anticipate net job losses
1
Job creation
Anticipated job creation
outweighs loss by a 2-to-1
margin
Anticipated job creation is still strong but slightly lower than last year’s 3:1 ratio of net
job creation to net job loss, due in part to global macro uncertainty (e.g., fx, growth)
10. 9
Do Not Reproduce More Than Two Slides or Charts Without Permission
Survey methodology
Since 2012, The Boston Consulting Group (BCG) has conducted an annual online survey of senior-
level, U.S.-based manufacturing executives. This year’s survey, conducted in September, elicited 263
responses. The responses were limited to one per company.
Virtually all of the respondents work for companies that manufacture in the U.S. and overseas and
make products for both U.S. and non-U.S. consumption. Respondents are decision makers in
companies with more than $1 billion in annual revenues, across a wide range of industries, including:
• Electronic and other electrical equipment and
components, except computer
• Transportation equipment
• Industry and commercial machinery
• Fabricated metal products, except machinery
and transport
• Chemicals
• Rubber and plastics products
• Primary metal industries
• Food products
• Computer equipment
• Petroleum refining and related industries
• Apparel and other finished products made from
fabrics and similar material
• Lumber and wood products, except furniture
• Printed products
• Stone, clay, glass, and concrete products
• Furniture and fixtures
• Paper and allied products
• Textile mill products
• Leather and leather products
• Tobacco products
11. 10
Do Not Reproduce More Than Two Slides or Charts Without Permission
This research is part of BCG’s ongoing series on the
shifting dynamics of global manufacturing
Authors of this research
Harold L. Sirkin
Senior Partner and coauthor of The U.S. Manufacturing Renaissance:
How Shifting Global Economics Are Creating an American Comeback
(Knowledge@Wharton, November 2012)
BCG Chicago
Michael Zinser
Senior Partner, coleader of the global Manufacturing practice, and
coauthor of The U.S. Manufacturing Renaissance: How Shifting
Global Economics Are Creating an American Comeback
BCG Chicago
Justin Rose
Partner, leader of Industrial Goods Operations team in the Americas,
and coauthor of The U.S. Manufacturing Renaissance: How Shifting
Global Economics Are Creating an American Comeback
BCG Chicago
Selected publications and
research in the series
Despite a Strong Dollar, the U.S. Retains a Big Manufacturing
Cost Advantage over Europe, Japan, and Other Developed
Countries (press release)
An analysis by The Boston Consulting Group, July 2015
How a Takeoff in Advanced Robotics Will Power the Next
Productivity Surge (press release)
An analysis by The Boston Consulting Group, February 2015
The Shifting Economics of Global Manufacturing: How Cost
Competitiveness Is Changing Worldwide
A report by The Boston Consulting Group, August 2014
The U.S. Skills Gap: Could It Threaten a Manufacturing
Renaissance?
A report by The Boston Consulting Group, August 2013
Behind the American Export Surge: The U.S. as One of the
Developed World’s Lowest-Cost Manufacturers
A report by The Boston Consulting Group, August 2013
U.S. Manufacturing Nears the Tipping Point: Which
Industries, Why, and How Much?
A report by The Boston Consulting Group, March 2012
Made in America, Again: Why Manufacturing Will Return to
the U.S.
A report by The Boston Consulting Group, August 2011
Note: Most publications are available on BCG’s thought leadership portal, www.bcgperspectives.com, or at www.bcg.com.
To request a media interview, please contact Eric
Gregoire at gregoire.eric@bcg.com.
To discuss the findings with a BCG expert, please
contact Payal Sheth at sheth.payal@bcg.com.
To read other publications in this series, please go
to www.bcgperspectives.com.