This summarizes the key findings of a survey of 80 insurance CEOs in 37 countries conducted for PwC's 18th Annual Global CEO Survey. The survey found that insurance CEOs see over-regulation as the biggest threat to growth over the next year. Insurance CEOs also believe that technological changes, increased competition, new regulations, and changes to distribution will be highly disruptive over the next 5 years. 91% of insurance CEOs see over-regulation as a threat to their growth prospects compared to other industries. The survey also found that insurance CEOs are optimistic about growth opportunities despite concerns about disruption, and that they see opportunities in digital technologies, partnerships, and exploring new sectors.
EY Insurance Business Pulse, 2013-2015 – exploring the top 10 risks and oppor...EY
Key findings:
• Companies are renewing customer focus to meet demand — one individual at a time
• Flexibility must be built into all aspects of the business to achieve cost competitiveness
• Regulation could lead to more effective risk management and help bolster stakeholder confidence in the industry
For further information visit: http://www.ey.com/GL/en/Industries/Financial-Services/Insurance/Business-Pulse--top-10-risks-and-opportunities-2013-15
Etude CEO Survey secteur bancaire (fév. 2015)PwC France
http://bit.ly/CEO-Survey-banque2015
D'après la 18ème édition de l’étude mondiale du cabinet d’audit et de conseil PwC menée auprès de 175 dirigeants du secteur bancaire provenant de 54 pays, 92 % d’entre eux sont confiants quant aux perspectives de croissance de leur entreprise dans les trois prochaines années, et ce malgré des préoccupations accrues concernant la croissance économique mondiale (seuls 43 % s'attendent à une amélioration au cours des douze prochains mois, contre 56 % l'année précédente).
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. Parmi ces dirigeants, 175 sont issus du secteur bancaire, provenant de 54 pays.
Insurers are upgrading their technology to support more complex
products, lower operating costs, and get closer to their customers.
But they can do more harm than good when they make changes
that alienate their independent agents. We’ve identified five steps
that can help insurers engage agents early and create a
transition plan that meets agents’ needs—converting these
important stakeholders into enthusiastic advocates.
18th Annual Global CEO Survey - Technology industry key findingsPwC
Tech CEOs are optimistic about the global economy and both near term and future revenue growth. They view strategic alliances, including partnering with competitors, as a primary means to grow their businesses. We invite you to explore the analysis and contact us to discuss how we can help your business capitalise on the new - but challenging - opportunities for growth. Learn more http://pwc.to/1DaolqY
Website: http://www.pwc.com/gx/en/ceo-survey/2015/industry/technology.jhtml
Pwc 2015 Technology Sector Sec Comment Letter TrendsPwC
PwC's technology industry publication provides a comprehensive analysis of recent SEC staff comments and disclosures to assist you in understanding the key trends relevant to companies in the technology sector.
Accenture 2015: Global Risk Management Study - North American Insurance ReportAccenture Insurance
Attitudes towards insurance risk management have evolved tremendously over the past decade, moving from a regulatory-focused strategy to the building of a mature, value-centric risk strategy.
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.
EY Insurance Business Pulse, 2013-2015 – exploring the top 10 risks and oppor...EY
Key findings:
• Companies are renewing customer focus to meet demand — one individual at a time
• Flexibility must be built into all aspects of the business to achieve cost competitiveness
• Regulation could lead to more effective risk management and help bolster stakeholder confidence in the industry
For further information visit: http://www.ey.com/GL/en/Industries/Financial-Services/Insurance/Business-Pulse--top-10-risks-and-opportunities-2013-15
Etude CEO Survey secteur bancaire (fév. 2015)PwC France
http://bit.ly/CEO-Survey-banque2015
D'après la 18ème édition de l’étude mondiale du cabinet d’audit et de conseil PwC menée auprès de 175 dirigeants du secteur bancaire provenant de 54 pays, 92 % d’entre eux sont confiants quant aux perspectives de croissance de leur entreprise dans les trois prochaines années, et ce malgré des préoccupations accrues concernant la croissance économique mondiale (seuls 43 % s'attendent à une amélioration au cours des douze prochains mois, contre 56 % l'année précédente).
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. Parmi ces dirigeants, 175 sont issus du secteur bancaire, provenant de 54 pays.
Insurers are upgrading their technology to support more complex
products, lower operating costs, and get closer to their customers.
But they can do more harm than good when they make changes
that alienate their independent agents. We’ve identified five steps
that can help insurers engage agents early and create a
transition plan that meets agents’ needs—converting these
important stakeholders into enthusiastic advocates.
18th Annual Global CEO Survey - Technology industry key findingsPwC
Tech CEOs are optimistic about the global economy and both near term and future revenue growth. They view strategic alliances, including partnering with competitors, as a primary means to grow their businesses. We invite you to explore the analysis and contact us to discuss how we can help your business capitalise on the new - but challenging - opportunities for growth. Learn more http://pwc.to/1DaolqY
Website: http://www.pwc.com/gx/en/ceo-survey/2015/industry/technology.jhtml
Pwc 2015 Technology Sector Sec Comment Letter TrendsPwC
PwC's technology industry publication provides a comprehensive analysis of recent SEC staff comments and disclosures to assist you in understanding the key trends relevant to companies in the technology sector.
Accenture 2015: Global Risk Management Study - North American Insurance ReportAccenture Insurance
Attitudes towards insurance risk management have evolved tremendously over the past decade, moving from a regulatory-focused strategy to the building of a mature, value-centric risk strategy.
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.
Insurers are continuing to face marked changes in what customers expect in terms of products and service, how they obtain and utilize the information that informs business decisions, and their underlying business and operating models. Top Insurance Industry Issues in 2016 describes in detail the internal and external changes insurers face and how they can gain a competitive advantage..
Health Services Tax Conference May 18-19, 2015, Presentations included: Mega Trends and the Impact on Healthcare, The Healthcare Industry: A View from Washington and The New Health Economy.
The insurance industry is undergoing fundamental transformation as it comes up against the impact of new regulation, new technology, accelerating shifts in consumer demand and mounting competition from digitally-enabled new entrants. In the face of so many disruptive challenges, it’s important not to lose sight of the huge opportunities they’re creating for insurers. Companies from other industries will be looking to your risk insight and expertise to help them navigate an increasingly complex and uncertain business and geopolitical landscape. You’re also in the pole position to capitalise on the new generation of analytics, sensor connectivity, and machine learning technologies that are set to revolutionise our lives. To make the most of these opportunities, it’s important to look beyond the traditional boundaries of the insurance business to embrace new ways of working, new ways of interacting with customers, and whole new possibilities in what your business can deliver.
The group insurance market shows real promise but, as of yet, most carriers are still trying to determine the best path forward. Moving from being in a quiet sector to the front lines of new ways of doing business has shaken the industry and confronted it with challenges –and opportunities – many could not have foreseen even a decade ago.
In spring 2016, PwC investigated the current state and
future direction of stress testing. We surveyed 55 insurers
operating in the US about their stress testing framework and
the specific stresses that they test. We also engaged in more
detailed dialogue with a number of insurers in the US and
globally, as well as with some North American insurance
regulators.
International Capital Standard (ICS) Background PwC
PwC US risk & capital management leader Henry Essert and PwC global insurance regulatory director Ed Barron
recently sat down to discuss the proposed International Capital Standards (ICS) for insurers. They addressed at
length what the ICS is and what it could mean to insurers. The following pages contain their thoughts on the
standard, as well as some background information on capital management and related issues in the
insurance industry.
Client case studies: Where will your company find top talent? Look to the cloudPwC
A large entertainment, media & communications company found that its five semi-autonomous divisions each had its own vastly different talent management needs and processes, and that was a problem when it came to identifying and retaining top talent across all the operating units. Although the enterprise technically owned the core HR solution for four of the divisions, the support model was handled at the division level and did not use a Shared Services model, leading to inefficiencies and redundant efforts. The company wanted to develop standardized processes, procedures, and technologies across the divisions to create a cross-divisional view of talent focusing on operational excellence and employee engagement.
Les assureurs seraient avisés de prendre la menace très au sérieux. D'après la nouvelle édition du « World Insurance Report » réalisé par Capgemini et l'Efma auprès de plus de 15.500 consommateurs dans 30 pays, un nombre non négligeable de jeunes clients (23,4 %) est en effet prêt à se tourner vers des opérateurs non traditionnels.
Discover how emerging technology themes, enabled by the Internet of Things, are slowly transforming customer lives and allowing insurers to measure and control risks with the World Insurance Report 2016. Using data from over 15,000 customers worldwide, and over 180 executive interviews, the report also reveals that Gen Y customers, with their high digital expectations have held the overall customer experience down.
Discussion of strategies for increasing profits without focusing on expense reduction but instead on areas with leverage like claims. Specific examples for gaining an edge are discussed.
When it comes to scrutinizing costs, most insurance companies can say “Been there, done that. Got the t-shirt.” Managers are familiar with the refrain from above to trim here and cut there. The typical result is flirtation with the latest management trends like lean, outsourcing and offshoring, and others. However, the results tend to be the same. Budgets reflect last year’s spend plus or minus a couple of percent in the same places.
Healthcare reform: Five trends to watch as the Affordable Care Act turns fivePwC
In its first five years, the Affordable Care Act (ACA) has had a profound, and likely irreversible, impact on the business of healthcare. Industry leaders must rethink strategies to remain relevant in a post-ACA world.
Web Page: http://www.pwc.com/us/acahealthreform
Article discussing longer term implications of the current challenges facing the industry and likely structural changes that will occur over time. Technology, talent management, operations and service differentiation are all discussed.
The Productivity Imperative: 2013 Corporate Real Estate Trends for Banking an...JLL
Perhaps more than any other industry, the financial services sector has been challenged by the simultaneous pressures of intense competition, increased regulation, and margin compression.Although profits are once again rising for some banks, it is clear that there are still many risks ahead. In this environment, an optimized corporate real estate platform is no longer an option, but a necessity.This report identifies the elements of our global report that are top of mind in the financial services industry, and it details the most pressing issues facing bank CRE executives.
In producing this research whitepaper Target Group asked 100 marketing
professionals at middle manager level and above working in the insurance
industry (i.e. insurers, underwriters, aggregators and distributors) what
their hopes, plans, fears were for the industry in the future. It became clear
that most felt that an ‘innovation wave’ driven by the four D’s of dynamic
products, distribution patterns, data and disruptive new technology was
on its way and that it would have a signifi cant impact on the future
direction of insurance when it comes to providers, products and routes to
market.
Target’s survey shows that while almost all insurers continue to develop
new products and services, just one in five (19%) consistently bring them
to market quickly enough to keep pace with market change. This is a
dangerous position for an industry on the crest of an “innovation wave”
that could rival that brought by the adoption of the computer in the 1960s.
Telematics, wearable devices, big data, car collision sensors, the Internet
of things: these developments are fundamentally altering the market’s
future. The question is whether they will be led by the existing players in the
industry, or by industry challengers.
Insurers are continuing to face marked changes in what customers expect in terms of products and service, how they obtain and utilize the information that informs business decisions, and their underlying business and operating models. Top Insurance Industry Issues in 2016 describes in detail the internal and external changes insurers face and how they can gain a competitive advantage..
Health Services Tax Conference May 18-19, 2015, Presentations included: Mega Trends and the Impact on Healthcare, The Healthcare Industry: A View from Washington and The New Health Economy.
The insurance industry is undergoing fundamental transformation as it comes up against the impact of new regulation, new technology, accelerating shifts in consumer demand and mounting competition from digitally-enabled new entrants. In the face of so many disruptive challenges, it’s important not to lose sight of the huge opportunities they’re creating for insurers. Companies from other industries will be looking to your risk insight and expertise to help them navigate an increasingly complex and uncertain business and geopolitical landscape. You’re also in the pole position to capitalise on the new generation of analytics, sensor connectivity, and machine learning technologies that are set to revolutionise our lives. To make the most of these opportunities, it’s important to look beyond the traditional boundaries of the insurance business to embrace new ways of working, new ways of interacting with customers, and whole new possibilities in what your business can deliver.
The group insurance market shows real promise but, as of yet, most carriers are still trying to determine the best path forward. Moving from being in a quiet sector to the front lines of new ways of doing business has shaken the industry and confronted it with challenges –and opportunities – many could not have foreseen even a decade ago.
In spring 2016, PwC investigated the current state and
future direction of stress testing. We surveyed 55 insurers
operating in the US about their stress testing framework and
the specific stresses that they test. We also engaged in more
detailed dialogue with a number of insurers in the US and
globally, as well as with some North American insurance
regulators.
International Capital Standard (ICS) Background PwC
PwC US risk & capital management leader Henry Essert and PwC global insurance regulatory director Ed Barron
recently sat down to discuss the proposed International Capital Standards (ICS) for insurers. They addressed at
length what the ICS is and what it could mean to insurers. The following pages contain their thoughts on the
standard, as well as some background information on capital management and related issues in the
insurance industry.
Client case studies: Where will your company find top talent? Look to the cloudPwC
A large entertainment, media & communications company found that its five semi-autonomous divisions each had its own vastly different talent management needs and processes, and that was a problem when it came to identifying and retaining top talent across all the operating units. Although the enterprise technically owned the core HR solution for four of the divisions, the support model was handled at the division level and did not use a Shared Services model, leading to inefficiencies and redundant efforts. The company wanted to develop standardized processes, procedures, and technologies across the divisions to create a cross-divisional view of talent focusing on operational excellence and employee engagement.
Les assureurs seraient avisés de prendre la menace très au sérieux. D'après la nouvelle édition du « World Insurance Report » réalisé par Capgemini et l'Efma auprès de plus de 15.500 consommateurs dans 30 pays, un nombre non négligeable de jeunes clients (23,4 %) est en effet prêt à se tourner vers des opérateurs non traditionnels.
Discover how emerging technology themes, enabled by the Internet of Things, are slowly transforming customer lives and allowing insurers to measure and control risks with the World Insurance Report 2016. Using data from over 15,000 customers worldwide, and over 180 executive interviews, the report also reveals that Gen Y customers, with their high digital expectations have held the overall customer experience down.
Discussion of strategies for increasing profits without focusing on expense reduction but instead on areas with leverage like claims. Specific examples for gaining an edge are discussed.
When it comes to scrutinizing costs, most insurance companies can say “Been there, done that. Got the t-shirt.” Managers are familiar with the refrain from above to trim here and cut there. The typical result is flirtation with the latest management trends like lean, outsourcing and offshoring, and others. However, the results tend to be the same. Budgets reflect last year’s spend plus or minus a couple of percent in the same places.
Healthcare reform: Five trends to watch as the Affordable Care Act turns fivePwC
In its first five years, the Affordable Care Act (ACA) has had a profound, and likely irreversible, impact on the business of healthcare. Industry leaders must rethink strategies to remain relevant in a post-ACA world.
Web Page: http://www.pwc.com/us/acahealthreform
Article discussing longer term implications of the current challenges facing the industry and likely structural changes that will occur over time. Technology, talent management, operations and service differentiation are all discussed.
The Productivity Imperative: 2013 Corporate Real Estate Trends for Banking an...JLL
Perhaps more than any other industry, the financial services sector has been challenged by the simultaneous pressures of intense competition, increased regulation, and margin compression.Although profits are once again rising for some banks, it is clear that there are still many risks ahead. In this environment, an optimized corporate real estate platform is no longer an option, but a necessity.This report identifies the elements of our global report that are top of mind in the financial services industry, and it details the most pressing issues facing bank CRE executives.
In producing this research whitepaper Target Group asked 100 marketing
professionals at middle manager level and above working in the insurance
industry (i.e. insurers, underwriters, aggregators and distributors) what
their hopes, plans, fears were for the industry in the future. It became clear
that most felt that an ‘innovation wave’ driven by the four D’s of dynamic
products, distribution patterns, data and disruptive new technology was
on its way and that it would have a signifi cant impact on the future
direction of insurance when it comes to providers, products and routes to
market.
Target’s survey shows that while almost all insurers continue to develop
new products and services, just one in five (19%) consistently bring them
to market quickly enough to keep pace with market change. This is a
dangerous position for an industry on the crest of an “innovation wave”
that could rival that brought by the adoption of the computer in the 1960s.
Telematics, wearable devices, big data, car collision sensors, the Internet
of things: these developments are fundamentally altering the market’s
future. The question is whether they will be led by the existing players in the
industry, or by industry challengers.
2014 Property & Casualty Insurance Industry Outlook: Innovation leading the wayDeloitte United States
On the surface the property and casualty sector appears to be doing quite well, but running an insurance carrier is rarely smooth sailing. The last few years have been particularly difficult for those occupying C-Suite positions, as more fundamental issues are threatening not only short-term results on their balance sheets, but challenging the long-term viability of their operating models as well.
For example, a growing number of insurers are facing significant organizational disruption. Many have made large-scale investments in technology, replacing core systems for claims, policy administration and finance. Their chief challenge now is how to effectively leverage the new systems they’ve put in place and maintain their momentum with additional innovations in personnel, products and culture.
Additionally, ongoing political gridlock in Washington could undermine an already unsteady economic recovery. Not to mention regulatory uncertainty that makes it difficult for carriers to plan ahead and determine operational priorities.
Innovation may ultimately be the key to keep insurers growing regardless of shifting economic and insurance market conditions, as they devise ways to thwart ongoing and emerging competitive threats as well as capitalize on new opportunities.
For more - visit http://www.deloitte.com/view/en_US/us/Industries/Insurance-Financial-Services/039bdd0819e23410VgnVCM3000003456f70aRCRD.htm
Despite having been one of the first industries to use data processing on a large scale, insurers have acquired a reputation of lagging technologically over the past decades. However, recent innovations around Big Data and analytics allow insurers to reassert themselves as leaders.
To gain greater insight into future changes in the insurance industry, the EIU surveyed over 300 executives at life and property/casualty insurers.
Contribution to panel discussion of the key changes to be expected in the insurance industry over the next five years from technology to product development.
CII-EY report titled Insurer of the Future reveals that technology will power the new wave of change for the Indian Insurance Industry. The report recommends pursuing technology to improve the traditional insurance process and to re-configure the insurance business model.
The Economist Intelligence Unit, on behalf of BlackRock, surveyed senior executives from insurance and reinsurance companies around the world to understand how they were responding to the pressures their fixed income portfolios are under, and how they viewed private market asset classes such as real estate and infrastructure as an investment opportunity.
Stand on the Sidelines, or Boost Competitiveness? How to Make Bold Moves on t...Accenture Insurance
Sweeping changes across consumer behavior, technology innovations and big data are reshaping traditional insurance business models and what it takes to compete. The most successful insurers are the ones that will proactively adapt their game plan to the evolving environment and rules of competition. This piece explores three strategies to better position insurers for the future.
I nostri intervistati si aspettano addirittura un nuovo tipo di
entità assicurativa emergerà entro il prossimo decennio,
come l'Internet delle cose, l'intelligenza artificiale
e blockchain convergono per creare smart, in tempo reale
soluzioni assicurative. Quasi sette su dieci
(69 per cento) ritiene che l'assicurazione verrà nuovamente intermediata
algoritmicamente a intervalli frequenti con un nuovo stile
di aggregatore assicurativo e il 91% si aspetta
questo avverrà entro un periodo di 15 anni.
Carriers have historically been backwards-focused and have tended to maintain established processes without question. They also have the propensity to be risk-averse. These characteristics need to change. Carriers must be willing to try new things without betting the ranch or subjecting the company to undue risk.
With support by the CII, Marketforce launched this special report providing a snapshot of the challenges and opportunities the industry is facing - and how to prepared it is to meet them.
Based on responses from over 1000 senior insurers, in this report you will find dedicated chapters on digital, analytics, operations, claims, fraud and more.
Would you like to meet like-minded insurers? On November 7th, 8th and 9th we're holding our 16th annual The Future of General Insurance conference.
Find out more about the event here: http://bit.ly/1TKDIgQ
See how the new CFO is adapting to a changing financial landscape, utilizing transformative new technology to disrupt, innovate and generate value for the insurance industry. Now is a pivotal moment for CFOs. Our new research on the dynamic role of the finance function reveals how the CFO is positioned at the center of the organization, side by side with the CEO, turning finance into an engine that can power the entire enterprise.
Learn more: https://www.accenture.com/us-en/insights/insurance/cfo-research-insurance
Please find here our first Insurance Review on Digital Disruption of the Insurance sector. We've put together the best, most shared and liked articles on this topic. All articles have been published before on our Financial Services blog
Similar to Etude PwC "18th Annual Global CEO Survey Insurance 2015" (20)
Etude PwC "20ème édition de la CEO Survey" - Janvier 2017PwC France
Quelles sont les préoccupations des dirigeants en 2017 ?
Cette année, plus de 1300 dirigeants du monde entier ont témoigné de leur confiance en l’avenir, leur priorités stratégiques.
Recherche de talents et des futurs leaders de demain, stratégies de développement, poids de la technologie et son impact sur la confiance en l’entreprise, dynamiques opposées de mondialisation et de nationalismes impactent le quotidien des dirigeants. Quel regard portent-ils sur leur environnement ?
http://pwc.to/2k0a12Q
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For the last two decades, PwC has asked business leaders everywhere about the trends reshaping business and society. As we mark the 20th year of our annual CEO survey, we’ve observed just how much the world has changed.
Le cabinet d’audit et de conseil PwC a mené son étude « Carbon Factor » auprès des 20 principaux producteurs d’électricité européens pour la 14ème année consécutive.
Le facteur carbone (exprimé en kg CO2/MWh) se définit comme le rapport entre les émissions de CO2 générées et la production d’électricité correspondante. En 2014, il s’établit à 313 kg CO2/MWh, soit une baisse de 5,8% par rapport à 2013, pour atteindre son plus faible niveau depuis 2001.
Etude PwC : La transition énergétique pour la croissance verte (nov 2015)PwC France
Quels sont les impacts attendus et les tendances du marché français de la Transition Energétique ?
La loi sur la transition énergétique fixe des objectifs ambitieux, définissant la trajectoire énergétique de la France à moyen et long terme
Etude PwC "Total Retail 2015" Sur quoi miser aujourd’hui pour réenchanter la ...PwC France
Dans sa 5ème étude mondiale sur les consommateurs connectés - menée dans 25 pays auprès de 22 600 web-acheteurs, le cabinet d’audit et de conseil PwC révèle que la France a recruté 17% de nouveaux web-acheteurs en 2015, un chiffre en hausse par rapport à 2014.
GEMO 2016 : un digital de plus en plus cannibale ?PwC France
Dans la 16ème édition de l’étude annuelle « Global Entertainment & Media Outlook », sur les perspectives de l’industrie des médias et des loisirs, PwC prévoit que le marché mondial va croître de 5,1 % en moyenne par an entre 2014 et 2019.
Cette étude, réalisée dans 54 pays, montre qu’avec 3,2% de croissance moyenne annuelle d’ici 2019, la France tire son épingle du jeu parmi les pays matures.
La publicité sur internet devrait y porter la croissance du secteur, et le numérique en général continue de bouleverser le business model de l’ensemble des segments, qu’il s’agisse de l’édition, de la musique, de la presse, des jeux vidéo ou bien encore de la télévision.
Infographie PwC GEMO 2016 sur l'industrie Médias et Loisirs (juin 2015)PwC France
Dans la 16ème édition de l’étude annuelle « Global Entertainment & Media Outlook », sur les perspectives de l’industrie des médias et des loisirs, PwC prévoit que le marché mondial va croître de 5,1 % en moyenne par an entre 2014 et 2019.
Cette étude, réalisée dans 54 pays, montre qu’avec 3,2% de croissance moyenne annuelle d’ici 2019, la France tire son épingle du jeu parmi les pays matures.
Etude PwC Low Carbon Economy Index (oct. 2015)PwC France
L'année 2014 a marqué un tournant en matière de réduction des émissions de carbone dans les économies du G20. C’est ce que révèle le cabinet d’audit et de conseil PwC dans la 7ème édition de son étude annuelle « Low carbon Economy index », qui modélise l'intensité carbone des grandes économies – à savoir les émissions des gaz à effet de serre liées à la consommation d'énergie par million de dollars de PIB. En effet, l'intensité carbone a chuté de 2,7% en 2014, soit sa plus forte baisse depuis 2000.
La France fait office d’exemple : elle a réduit son intensité carbone de plus de 9% en 2014, ce qui représente la 2ème plus forte réduction des pays du G20, juste derrière le Royaume-Uni (- 10,9%).
Etude FCD, ESSEC et PwC sur la distribution responsable (août 2015)PwC France
Les enseignes de la Fédération du Commerce et
de la Distribution (FCD) se mobilisent depuis de
nombreuses années en faveur du développement
durable. Elles mènent des actions volontaristes
pour réduire l’impact environnemental de leur
activité, mais aussi, conformément aux exigences
de la RSE, en matière de consommation
durable, de gestion responsable des ressources
humaines et d’engagement sociétal.
Les introductions en bourse européennes affichent une forte activité au 2e trimestre grâce aux spin-off,
mais entrent de plus en plus en concurrence avec les processus de ventes.
Etude PwC CEO Survey Talent "People Strategy for the Digital Age" (juillet 2015)PwC France
Dans son étude « People strategy for the digital age : A new take on talent » menée à l’échelle mondiale, le cabinet d’audit et de conseil PwC constate que, dans un contexte de concurrence mondiale accrue, les entreprises ont désormais besoin de compétences plus diversifiées pour rester compétitives : 73% des dirigeants voient la pénurie des compétences comme une menace sérieuse à la poursuite de leur activité (contre seulement 46% en 2009).
Une des réponses consiste à mettre en place une stratégie de diversification des talents. Pour aller plus loin, les entreprises doivent également se tourner vers l’exploitation et l’analyse des données qu’elles collectent.
Dans sa dernière étude « PwC Golden Age Index : how well are OECD economies adapting to an older workforce ? », le cabinet d’audit et de conseil PwC compare l’emploi des seniors (travailleurs âgés de plus de 55 ans) dans 34 pays de l’OCDE.
Etude PwC Global Economy Watch (juin 2015)PwC France
Dans leur dernière étude « Global Economy Watch », les économistes du cabinet d’audit et de conseil PwC ont analysé les performances économiques des cinq premiers pays d’Afrique du Nord – Egypte, Algérie, Maroc, Soudan et Tunisie, près de cinq ans après les débuts du « Printemps arabe » qui a entraîné de grands bouleversements dans toute la région. Cette étude révèle les défis et les opportunités qui attendent les entreprises et les dirigeants politiques en Afrique du Nord.
Etude PwC et Essec "Grande consommation 1985 - 2015 - 2045"PwC France
A l’occasion du 30ème anniversaire de la Chaire Grande Consommation de l’ESSEC, les experts du cabinet d’audit et de conseil PwC ont imaginé les grandes évolutions du secteur de la distribution et des biens de consommation au cours des trente prochaines années.
Etude PwC sur le Top 100 des entreprises les mieux valorisées au monde en 201...PwC France
La dernière étude du cabinet d’audit et de conseil PwC « Global Top 100 Companies by market capitalisation » révèle que plus de la moitié (53) des 100 entreprises les mieux valorisées au monde sont américaines, contre seulement 4 entreprises françaises. Apple reste en tête du classement établi par PwC, avec une capitalisation boursière de 725 milliards de dollars, en hausse de 54% (+256 milliards de dollars) par rapport à 2014.
Etude PwC "Bridging the gap" sur les investisseurs institutionnels (mai 2015)PwC France
Selon la dernière étude du cabinet d’audit et de conseil PwC, intitulée « Bridging the gap », sept investisseurs institutionnels sur dix (70 %) – parmi les 60 qui ont été interrogés par PwC au plan mondial – affirment qu’ils refuseraient de participer à une levée de fonds de private equity ou à un co-investissement si ceux-ci présentaient un risque environnemental, social ou de gouvernance.
Méthodologie :
Pour réaliser cette étude, PwC a mené des entretiens individuels avec 60 commanditaires de 14 pays, totalisant quelque 500 milliards USD d’allocation aux gérants ou general partners (GP) de fonds de private equity. Les participants à l’enquête ont répondu sur la base du volontariat, d’où une surreprésentation probable des investisseurs relativement avancés dans leur approche de l’investissement responsable. Le panel était composé à 30 % de fonds de pension, à 20 % de gestionnaires d’actifs et à 7 % de fonds souverains ou publics. Parmi les répondants figuraient de grands fonds de pension du monde entier, comme le CalSTRS (caisse de retraite de l’enseignement public de Californie), l’USS (caisse de retraite de l’enseignement supérieur britannique), la caisse de retraite de BT, le West Midlands Pension Fund, le Wellcome Trust, un fonds de pension suédois et des fonds confessionnels aux États-Unis et en Finlande. Parmi les principaux gestionnaires d’actifs figuraient les sociétés Aberdeen, Hermes GPE, F&C et BlackRock. 7 investisseurs français ont aussi participé à cette étude comme par exemple BPI France, Ardian ou OFI Asset Management (devenu depuis SWEN Capital Partners).
Etude PwC, AFDEL et SNJV sur "Les 100 digital"PwC France
PwC, l’AFDEL et le SNJV dévoilent l’édition 2015 du GSL 100, classements des principales entreprises de l’édition de logiciels, des services Internet et du jeu vidéo français, dans le cadre de l’étude « Les 100 digital » qui décrypte les tendances et les progressions des entreprises de la French tech.
Etude PwC Global Economy Watch (mai 2015)PwC France
Selon la dernière étude « Global Economy Watch » du cabinet d’audit et de conseil PwC, les créances libellées en dollars américains, émises hors des Etats-Unis, ont fortement augmenté au cours de ces dernières années, passant de 6 000 milliards de dollars avant l’instauration des premières mesures d’assouplissement quantitatif en novembre 2008 à environ 9 000 milliards en 2014.
Etude PwC sur l'économie collaborative (mai 2015)PwC France
En dix ans, le concept d'économie collaborative est devenu un véritable marché impliquant de nombreuses startups comme des grandes entreprises internationales. Alors que ce marché représente aujourd’hui 15 milliards de dollars, le cabinet d’audit et de conseil PwC estime qu’il atteindra 335 milliards de dollars d’ici à 2025.
Source
Les données relatives aux consommations collaboratives des Américains sont issues de l’étude « Consumer Intelligence Series: The Sharing Economy » publiée par PwC en avril 2015. Pour cette étude, 1 000 consommateurs américains, âgés de plus de 18 ans, ont été sondés en ligne entre les 17 et 22 décembre 2014.
Etude PwC sur l'intérêt des investisseurs pour l’Afrique (avril 2015)PwC France
L’intérêt des investisseurs pour l’Afrique continue de progresser, le continent étant perçu comme un marché à fort potentiel de croissance, susceptible d’offrir des opportunités de retour sur investissement très intéressantes. L’Afrique sub-saharienne s’affirme comme la région la plus attractive. En effet, le Ghana, le Nigéria et la Tanzanie forment le Top 3 des pays de choix pour les analystes et investisseurs que le cabinet d’audit et de conseil PwC a interrogés dans la 7ème édition de l’étude « Valuation methodology survey », qui inclut pour la première fois les réponses des investisseurs en Afrique francophone.
where can I find a legit pi merchant onlineDOT TECH
Yes. This is very easy what you need is a recommendation from someone who has successfully traded pi coins before with a merchant.
Who is a pi merchant?
A pi merchant is someone who buys pi network coins and resell them to Investors looking forward to hold thousands of pi coins before the open mainnet.
I will leave the telegram contact of my personal pi merchant to trade with
@Pi_vendor_247
Financial Assets: Debit vs Equity Securities.pptxWrito-Finance
financial assets represent claim for future benefit or cash. Financial assets are formed by establishing contracts between participants. These financial assets are used for collection of huge amounts of money for business purposes.
Two major Types: Debt Securities and Equity Securities.
Debt Securities are Also known as fixed-income securities or instruments. The type of assets is formed by establishing contracts between investor and issuer of the asset.
• The first type of Debit securities is BONDS. Bonds are issued by corporations and government (both local and national government).
• The second important type of Debit security is NOTES. Apart from similarities associated with notes and bonds, notes have shorter term maturity.
• The 3rd important type of Debit security is TRESURY BILLS. These securities have short-term ranging from three months, six months, and one year. Issuer of such securities are governments.
• Above discussed debit securities are mostly issued by governments and corporations. CERTIFICATE OF DEPOSITS CDs are issued by Banks and Financial Institutions. Risk factor associated with CDs gets reduced when issued by reputable institutions or Banks.
Following are the risk attached with debt securities: Credit risk, interest rate risk and currency risk
There are no fixed maturity dates in such securities, and asset’s value is determined by company’s performance. There are two major types of equity securities: common stock and preferred stock.
Common Stock: These are simple equity securities and bear no complexities which the preferred stock bears. Holders of such securities or instrument have the voting rights when it comes to select the company’s board of director or the business decisions to be made.
Preferred Stock: Preferred stocks are sometime referred to as hybrid securities, because it contains elements of both debit security and equity security. Preferred stock confers ownership rights to security holder that is why it is equity instrument
<a href="https://www.writofinance.com/equity-securities-features-types-risk/" >Equity securities </a> as a whole is used for capital funding for companies. Companies have multiple expenses to cover. Potential growth of company is required in competitive market. So, these securities are used for capital generation, and then uses it for company’s growth.
Concluding remarks
Both are employed in business. Businesses are often established through debit securities, then what is the need for equity securities. Companies have to cover multiple expenses and expansion of business. They can also use equity instruments for repayment of debits. So, there are multiple uses for securities. As an investor, you need tools for analysis. Investment decisions are made by carefully analyzing the market. For better analysis of the stock market, investors often employ financial analysis of companies.
Lecture slide titled Fraud Risk Mitigation, Webinar Lecture Delivered at the Society for West African Internal Audit Practitioners (SWAIAP) on Wednesday, November 8, 2023.
how to sell pi coins in South Korea profitably.DOT TECH
Yes. You can sell your pi network coins in South Korea or any other country, by finding a verified pi merchant
What is a verified pi merchant?
Since pi network is not launched yet on any exchange, the only way you can sell pi coins is by selling to a verified pi merchant, and this is because pi network is not launched yet on any exchange and no pre-sale or ico offerings Is done on pi.
Since there is no pre-sale, the only way exchanges can get pi is by buying from miners. So a pi merchant facilitates these transactions by acting as a bridge for both transactions.
How can i find a pi vendor/merchant?
Well for those who haven't traded with a pi merchant or who don't already have one. I will leave the telegram id of my personal pi merchant who i trade pi with.
Tele gram: @Pi_vendor_247
#pi #sell #nigeria #pinetwork #picoins #sellpi #Nigerian #tradepi #pinetworkcoins #sellmypi
when will pi network coin be available on crypto exchange.DOT TECH
There is no set date for when Pi coins will enter the market.
However, the developers are working hard to get them released as soon as possible.
Once they are available, users will be able to exchange other cryptocurrencies for Pi coins on designated exchanges.
But for now the only way to sell your pi coins is through verified pi vendor.
Here is the telegram contact of my personal pi vendor
@Pi_vendor_247
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
how to sell pi coins effectively (from 50 - 100k pi)DOT TECH
Anywhere in the world, including Africa, America, and Europe, you can sell Pi Network Coins online and receive cash through online payment options.
Pi has not yet been launched on any exchange because we are currently using the confined Mainnet. The planned launch date for Pi is June 28, 2026.
Reselling to investors who want to hold until the mainnet launch in 2026 is currently the sole way to sell.
Consequently, right now. All you need to do is select the right pi network provider.
Who is a pi merchant?
An individual who buys coins from miners on the pi network and resells them to investors hoping to hang onto them until the mainnet is launched is known as a pi merchant.
debuts.
I'll provide you the Telegram username
@Pi_vendor_247
How to get verified on Coinbase Account?_.docxBuy bitget
t's important to note that buying verified Coinbase accounts is not recommended and may violate Coinbase's terms of service. Instead of searching to "buy verified Coinbase accounts," follow the proper steps to verify your own account to ensure compliance and security.
5 Tips for Creating Standard Financial ReportsEasyReports
Well-crafted financial reports serve as vital tools for decision-making and transparency within an organization. By following the undermentioned tips, you can create standardized financial reports that effectively communicate your company's financial health and performance to stakeholders.
Scope Of Macroeconomics introduction and basic theories
Etude PwC "18th Annual Global CEO Survey Insurance 2015"
1. www.pwc.com/ceosurvey
Turning disruption to
your advantage
18th Annual Global CEO Survey
Key findings in the insurance sector
80insurance CEOs in 37 countries were
interviewed for PwC’s 18th Annual
Global CEO Survey A marketplace
without boundaries? Responding to
disruption (www.pwc.com/ceosurvey)
91%of insurance CEOs see over-regulation
as a threat to their growth prospects
over the next 12 months, more than any
other industry.
Insurance CEOs – more than CEOs in
almost any other industry – believe that
new regulation, increasing competition,
technological developments around
service provision, and changes in
distribution will have more of a
disruptive impact over the next five
years
2. PwC 18th Annual Global CEO Survey
Key findings in the insurance sector
2
Summary of
industry-wide survey
Rapid, technology-led change presents many risks
– but also many opportunities. It’s reshaping the
relationship between customers and companies
and breaking down the walls between industry
sectors. It’s making forward-thinking CEOs
question the very businesses they’re in as they
reassess how their organisations’ differentiating
capabilities can better solve customer problems.
In ‘A marketplace without boundaries?
Responding to disruption’, we explore three
implications of this changing competitive
landscape. CEOs need to understand how to
create new value in new ways through digital
transformation, develop diverse and dynamic
partnerships, and find different ways of thinking
and working. And to succeed, business leaders
will have to show vision, flexible thinking and
carefully listen to and learn from stakeholders to
make clear, informed decisions.
This report is a summary of the key findings
in the insurance industry, based on interviews
with 80 insurance CEOs in 37 countries.
We also were fortunate to have an in-depth
interview with John Neal, QBE Group CEO.
CEOs are displaying a sense of optimism about
their respective companies’ growth potential
despite having real concerns about an increasingly
disrupted business environment. In PwC’s 18th
Annual Global CEO Survey, we look at how
business leaders are finding new ways to compete
in an era of unprecedented technological change.
We surveyed 1,322 CEOs in 77 countries and a
range of industries in the last quarter of 2014, and
conducted face-to-face interviews with 33 CEOs.
3. PwC 18th Annual Global CEO Survey
Key findings in the insurance sector
3
“The transformation of the insurance marketplace
is accelerating, creating opportunities for some
and threats for others,” says David Law, PwC’s
Global Insurance Leader.
“People are living longer and have more wealth
to protect. But the latest CEO survey raises
questions about whether established insurers
have the technology, customer insight and trust to
capitalise on these favorable trends.”
“The threats to insurers include mounting
commoditisation, the squeeze on margins and
increase in self-insurance. This reflects both
intensifying price competition and difficulties in
conveying the true value of the coverage they sell.
Regulation is adding further cost and complexity.
Looking ahead, insurance CEOs – more than
CEOs in almost any other industry – believe that
new regulation, increasing competition and
changes in distribution will have more of
a disruptive impact over the next five years.”
“Slow adaptation is not a viable option in the face
of relentless disruption and change. Insurers need
to be more radical in challenging and changing
business models and move quicker in developing
the necessary competitive capabilities if they
want to sustain growth and keep pace with
market expectations.”
Preface
4. PwC 18th Annual Global CEO Survey
Key findings in the insurance sector
4
Insurance at the
crossroads
The positive prospects include a growing global
middle class that has more wealth to protect. The
question is how much of this wealth they and
other consumers will choose to insure and how
much competition insurers will face from other
sectors.
To win this business, insurers first and foremost
need trust. Customers naturally want to be sure
that the company that insures them will put their
interests first by providing appropriate coverage
and promptly settling legitimate claims. Yet,
the proportion of insurance CEOs who see lack
of trust as a threat to their growth prospects
continues to rise – 64% today, compared to 59%
last year. However, behind the headline figure
is considerable national and regional variation.
In markets where trust is strong, insurers are
reaping the benefits. The industry’s response
to the 2011 Japanese earthquake and tsunami,
when large numbers of staff were deployed in the
affected areas to support claims identification and
payment, has helped create a very positive image
among consumers. Eighty percent of earthquake
claims were settled within ten weeks1
and
Japanese revenue growth has outstripped other
major insurance markets in subsequent years.2
To make the most of market potential, insurers
also need to be able to keep pace with changing
customer expectations. Within non-life, price
drives most purchase decisions, as many
customers have difficulty understanding or
underestimate the value of the coverage they’re
buying. They also want coverage that is quick
and easy to access. However, slow and unwieldy
legacy processes and systems often hamper
insurers’ ability to provide convenience at
competitive prices. Seventy per cent of insurance
CEOs see the speed of technological change and
the shift in consumer spending and behaviour as
threats to growth, more than in almost any other
industry in the survey.
As people live longer, there should be significant
growth potential for life and pensions companies.
However, many life insurers are caught in a
vicious circle in which excessive complexity
reduces transparency and makes it harder to
convert leads into sales. This complexity also
increases the need for advisors, which creates
higher distribution costs and a squeeze on
margins. In many cases, life insurance agents
concentrate on relatively well-off and middle-
aged customers as they offer the easiest win rates.
They are far less likely to target others, including
younger and less wealthy people. This failure
to reach out to a broader addressable market
is compounded by the fact that many younger
people don’t believe life and pensions’ products
are relevant to them, and are difficult to engage
through traditional channels.
The insurance
marketplace is
transforming. It’s
creating openings
for some; 59% of
insurance CEOs believe
there are more growth
opportunities than three
years ago. However,
it’s creating disruptive
challenges for others;
61% of industry leaders
see more threats than
they did in 2012.
1 IMF Country Report No. 12/228, August 2012
2 Swiss Re Sigma, World Insurance in 2013
5. PwC 18th Annual Global CEO Survey
Key findings in the insurance sector
5
Regulation and other disruptors
As Figure 1 above highlights, industry leaders
see no let-up in disruption. Regulation is the
biggest concern, and more insurance CEOs see
the potential for regulation to be a challenge than
those in any other industry. With Solvency II now
less than a year from going live and other regional
and local changes coming up over the horizon,
the challenge is how to maintain attention to
other strategic challenges and minimise upheaval
by building the new requirements into a reliable
and cost-efficient business as usual.
Despite the challenges that accompany new
compliance demands, there are opportunities
to turn them into a competitive advantage. It
would make sense to build regulatory demands
into wider investment and business development
programmes. Regulatory impetus could provide
the catalyst for improved information systems,
more efficient use of capital and much-needed
changes in reserving and financial reporting.
Many companies are taking this further by
using regulatory change as an opportunity to
improve operational flexibility, promote greater
collaboration within the organisation, and
even reassess their business models. Evolving
regulatory demands can help to clarify where
change is most needed and how quickly.
Further challenges centre on the increasing
fragmentation of the insurance market, with
millennials at one end and a longer living
population at the other. Each segment has
different expectations. Indeed, individual
tailoring increasingly will be the norm. This is
going to require a major increase in how well
insurers really understand customers and how
flexibly they can respond to their needs and
expectations.
One of the most striking findings is that
insurers see changes in customer behaviour and
distribution channels as more disruptive than
other financial services sectors. Does this suggest
that they have been slower to respond?
Further disruption is likely to come from the new
entrants targeting the sector. We’ve already seen
the game changing impact of price comparison
sites. Think what a big mobile or internet provider
could do if it applied its customer insight to
insurance.
Heightened risk
With disruption comes heightened risk. More
than 70% of FS CEOs believe that cyber threats
and lack of data security could jeopardise their
growth prospects over the coming year. The
survey also highlighted concerns over geopolitical
uncertainty and social instability.
“I think you’ve got to
look at the disruptors
and see what you
can learn from them,
because they often come
in with some very smart
innovation and different
service propositions.”
John Neal
CEO, QBE Group
Figure 1
Major disruptions
Q: How disruptive do you think the following trends will be for your industry over the next
five years? Respondents stating very or somewhat disruptive.
Changes in industry regulation
Changes in customer
behaviours
Changes in core technologies
of production or service
provision
n Insurance n All FS n Global
Source: CEOs taking part in PwC’s 18th Annual Global CEO Survey A marketplace without
boundaries? Responding to disruption (www.pwc.com/ceosurvey)
Increase in number of
significantdirect and indirect
competitors traditional and new
Changes in distribution
channels
88%
71%
64%
69%
61%
80%
60%
62%
56%
54%
66%
61%
61%
50%
47%
6. PwC 18th Annual Global CEO Survey
Key findings in the insurance sector
6
The search for innovation
and growth
Opportunity 1:
Realising the digital potential
Insurance CEOs recognise how digital technology
can help them sharpen data analytics, strengthen
operational efficiency and enhance customer
experience (see Figure 2).
But, are they really making the most of digital’s
potential? Most insurers are still primarily
focusing on e-commerce – doing what they
already do just via a different channel. The front-
runners are using digital to engage more closely
with customers, fine-tune underwriting and
develop customised risk and financial solutions.
They’re also pushing back frontiers in areas like
real-time risk monitoring and more proactive risk
prevention.
A separate PwC survey of over 9,000 consumers
worldwide3
found that greater accessibility and
tailoring the buying experience to their needs are
the two most important steps insurers can take
to appeal to customers. Digital would allow life
and pensions companies to rely less on agents to
cultivate relationships. By enabling businesses to
reach out to younger and other largely untapped
sections of the population in new and engaging
ways, digital would also greatly expand the
addressable market. In turn, more efficient
distribution and no commission costs would open
up more cost-effective options for less wealthy
customers.
The search for
new collaborative
opportunities and
openings in markets
beyond insurance is
ushering in an era of
‘competitive diversity’,
in which organisations
freely compete across
sector and market
boundaries and across
physical and virtual
spaces.
3 PwC surveyed a representative sample of 9,281 consumers from 16 countries for ‘Insurance
2020: The digital prize’ (http://www.pwccn.com/webmedia/doc/635405982747262648_
insurance2020_jul2014.pdf)
Figure 2 The digital dividend
Q: To what extent are digital technologies creating value for your organisation in the following areas? Respondents who stated quite high value or
very high value.
Source: 80 insurance CEOs taking part in PwC’s 18th Annual Global CEO Survey A marketplace without boundaries? Responding to disruption (www.pwc.com/ceosurvey)
Operational efficiency 88%
Data and data analytics 90%
Internal/external
collaboration 79%
Customer experience 81%
Digital trust including
cyber security 81%
Brand and reputation 69%
Innovation capacity 71%
Distribution capabilities 74%
7. PwC 18th Annual Global CEO Survey
Key findings in the insurance sector
7
The potential for non-life insurers includes more
effective risk prevention and remediation.
Two-thirds of consumers would be willing to have
a sensor attached to covered property if doing
so would lower their premiums. Insurers also
could use a deeper knowledge of customer needs
to provide a broader range of non-insurance
products, services and solutions. Half of the
consumers in our consumer survey would be
prepared to provide their insurer with additional
personal and lifestyle information to enable
them to seek the best deal for relevant products
services (e.g. energy, holidays or car hire) on
their behalf.
How can insurers make the most of their digital
investments? As the CEO survey confirms, a
clearly defined strategy is critical (see Figure 3).
The CEO as champion is also crucial. It’s vital
that business leaders embrace digital literacy as
technology shapes their strategic options. Our
research into what develops the highest ‘digital
IQ’ underlines the importance of leadership
from the front rather than simply delegating
responsibility for digital innovation and
management to technology teams.4
Few of today’s
insurance leaders have technology backgrounds,
though this could change as the axis of the
industry shifts.
Opportunity 2:
Seeking out complementary
capabilities
Nearly half of insurance CEOs plan to enter into
a new joint venture or strategic alliance over the
next 12 months. Two-thirds see these tie-ups as
an opportunity to gain access to new customers,
much more than in other financial services
sectors.
Business networks, customers and suppliers are
seen as the most important focus for strategic
collaborations. Examples could include affinity
groups or manufacturers. A further possibility is
that one of the telecoms or internet giants will
want a tie-up with an insurer to help it move into
the market.
More than 30% of insurance CEOs see alliances
as an opportunity to strengthen innovation and
gain access to new and emerging technologies.
Yet only 10% are looking to partner with start-
ups, even though such alliances could provide
valuable access to the new ideas and technologies
they need.
The challenge is how to align objectives and get
people from different industries to ‘talk the same
language’. Key questions include who owns the
customer relationship and how to ensure the
priorities for and timing of investment and return
are compatible.
4 319 financial services organisations were interviewed for PwC’s Sixth Annual Digital IQ Survey ‘The five behaviours that accelerate
value from digital investments’. The cross sector report is available from http://www.pwc.com/us/en/advisory/digital-iq-survey
Figure 3
Making the most of digital investments
Q: How important are the following factors in helping your organisation get the most out of its digital investments?
Respondents who stated very or somewhat important.
Source: 80 insurance CEOs taking part in PwC’s 18th Annual Global CEO Survey A marketplace without boundaries? Responding to
disruption (www.pwc.com/ceosurvey)
A clear vision of how digital
technologies can help achieve
competitive advantage
93%
You as CEO champion the use of
digital technologies 84%
A well thought-out plan for digital
investments, including defining
measures of success
89%
Specific hiring and training strategies
to integrate digital technologies
throughout the enterprise
76%
Ensuring that executing on plans
to leverage digital technologies is
everyone’s responsibility
81%
“There’s a lot of
alternative or third-
party capital coming
into reinsurance ...
My sense is that some
of it’s transient or
opportunistic ... but
some of it’s here to stay.”
John Neal
CEO, QBE Group
8. PwC 18th Annual Global CEO Survey
Key findings in the insurance sector
8
Opportunity 3:
Pushing into new sectors
Over half of insurance CEOs say it is likely that
insurers will increasingly compete in sectors
other than their own over the next three years.
However, compared to other sectors, the range
and extent of their inroads into other sectors is
limited. For example, around a quarter of the
banks taking part in the survey are making moves
into technology, compared to only 3% of insurers.
There are real opportunities for insurers to use their
customer data and relationships to develop new
revenue streams, much as the new entrants coming
into insurance have done. As sensor technology
extends into household systems (e.g. boilers or
security), there will be opportunities to buy/partner
with maintenance and repair businesses as part of a
concierge model for example.
Re-imagining your workforce
A rapidly changing market requires a more
diverse workforce with new talents. Eighty
per cent of insurance CEOs now look for a
much broader range of skills. Diversity is now
recognised as a key way to enhance business
performance, innovation and customer
satisfaction (see Figure 4).
Seeking to broaden the diversity of talent not
only could widen the talent pool, but also help to
bring in new ideas and experiences. Nearly three-
quarter of insurance CEOs have a strategy to
broaden talent diversity and inclusiveness – more
than any other sector. But these plans may need
to go further. Nearly 40% have no plans to seek
out talent in different geographies, industries
and/or demographic segments.
Figure 4 The diversity dividend
Q: Which of the following benefits, if any, has your organisation obtained from its strategy to promote talent and diversity and inclusiveness?
Respondents who stated agree or strongly agree.
Attract talent
Source: 80 insurance CEOs taking part in PwC’s 18th Annual Global CEO Survey A marketplace without boundaries? Responding to disruption (www.pwc.com/ceosurvey)
93%
Enhance business
performance 86%
Strengthen our brand and
reputation 71%
Collaborate internally/
externally 78%
Innovate 80%
Enhance customer satisfaction 78%
Serve new and evolving
customer needs 71%
Leverage technology 66%
Compete in new industries/
geographies 54%
9. PwC 18th Annual Global CEO Survey
Key findings in the insurance sector
9
How can insurers
deal with short-term
hurdles while creating a
competitive platform for
the future?
1 Develop a truly customer-centric
business model
Digital technology offers opportunities to
engage more closely with customers and
understand their needs better. But insurers’
focus on risk, ratings and products means their
understanding of customers lags behind that of
internet and telecommunications businesses,
which have developed advanced customer data
analytics programmes.
The front runners are already developing
the focused analysis and organisational
collaboration they need to turn reams of
unconnected data into telling customer
insights and customised solutions. They’re
looking beyond the confines of reactive
insurance cover to higher margin proactive risk
advice and prevention. They’re also looking
beyond sensors and big data analysis as simply
pricing tools as they seek to develop a new
generation of information-based services.
2 Simplify the business and
operating model
Many insurance companies take longer to make
business decisions than their counterparts
in many other industries, their products are
difficult for consumers (and sometimes even
insurers themselves) to understand, and
operating costs are high compared to many
leaner new entrants. Simplifying management
structure, scaling back unprofitable business,
and using partnerships to reduce investment
and delivery costs will significantly increase
their competitiveness.
3 Looking at regulation in the round
Effective compliance with new regulations and
standards is hampered by lingering uncertainty
over details, and organisational impact on
the one side and often reactive, piecemeal
implementation on the other.
The key to navigating regulatory complexity
is understanding how real and proposed
changes may affect the entire organisation
and then how to make what is often perceived
as a burden a catalyst for positive change.
One of the best ways to achieve this is via
the creation of a global compliance team
with strong executive leadership. This is an
approach that has already proved beneficial
to many global banks. The compliance
team would be responsible for looking
beyond basic operational compliance to
how the developments may affect the entire
organisation’s strategy and structure, and
then working closely with the board, business,
compliance and other teams to coordinate
a clear and coherent group-wide response.
This would include assessing competitive
implications and looking at how to capitalise
on potential opportunities.
4 Proactively managing risk
The risk landscape is evolving, and cyber is one
of its most prominent manifestations. Given
the potential for sharply rising losses and ever
more complex loss drivers, insurers can no
longer manage the evolving risk environment
solely through traditional approaches. Solving
these complex and dangerous challenges
requires a comprehensive risk facilitation
leader to educate, promote and co-ordinate
solutions across a range of stakeholders,
including corporations, insurance/reinsurance
companies, capital markets, and policymakers
across the globe. As the traditional
intermediary in the risk transfer chain, brokers
are especially well placed to identify and
develop viable and innovative solutions to the
changing risk environment.
Moving the business
forward
“So if you can align
yourself with the
business and say,
“Look, we’re here to
protect your balance
sheet or – on occasions
– to protect your PL.
How can we do that?
What’s troubling you?
What really matters
to you” – then I think
you’ve got a successful
connection with your
end customer.”
John Neal
CEO, QBE Group
10. PwC 18th Annual Global CEO Survey
Key findings in the insurance sector
10
If you would like to
discuss any of the issues
raised in this report in
more detail, please get
in touch with us or your
usual PwC contact.
David Law
Global Leader, Insurance
PwC UK
+44 7710 173 556
david.law@uk.pwc.com
Jamie Yoder
Global Leader, Insurance Advisory Services
PwC US
+1 312 298 3462
jamie.yoder@us.pwc.com
Claire Clark
Global Insurance, Senior Marketing Manager
PwC UK
+44 20 7212 4314
claire.l.clark@uk.pwc.com
Eric Trowbridge
US Insurance, Senior Marketing Manager
PwC US
+1 410 296 3446
eric.trowbridge@us.pwc.com
Contacts
11. PwC 18th Annual Global CEO Survey
Key findings in the insurance sector
11