The document summarizes the results of a survey conducted by BearingPoint regarding strategic planning practices in Finland. The survey was conducted in spring 2008, just before the global financial crisis. At that time, respondents were optimistic about their competitive advantage and the operating environment. However, the crisis revealed weaknesses in traditional strategic planning. The survey highlights the need for organizations to view competitive advantage dynamically and develop strategic agility to respond to uncertainty. Building competitive advantage requires a focus on customers, strong operating models, and strategic resources like partnerships.
CEOs surveyed by PwC expressed pessimism about global economic growth over the next year, with only 42% expecting improvement compared to 57% last year. Their top concerns have shifted from existential threats like climate change and terrorism to more immediate risks like overregulation, policy uncertainty, and trade conflicts. While CEOs are taking protective steps like focusing on efficiencies, they remain concerned about their crisis preparedness. Effective crisis planning requires identifying top threats, developing response teams and playbooks, conducting exercises to practice responses, and addressing gaps to build confidence in crisis management abilities. A skills shortage also hampers crisis response, so training existing employees in crisis response is important.
The State of Enterprise Resilience - Resilience Survey 2015Julian R
A survey of how companies monitor and analyse the risk landscape, organisational risk governance, and the gap between theoretical understanding and practical application.
Strategy execution in the aftermath of the financial crisis a cfo perspectiveJeroen De Flander
This document provides a summary of lessons learned from CFOs during the financial crisis and tips for companies to prepare for economic recovery. It collected insights from discussions with 25 CFOs in Belgium. Part I outlines 34 lessons learned organized under 10 categories. Part II offers 20 tips for recovery organized under 3 categories to help companies strengthen their position as the economy improves. The goals are to help companies not just survive the crisis but improve their competitiveness and guide strategic decision-making.
The Risk Radar 2011 is an Economist Intelligence Unit report that investigates the key risks business executives are facing in 2011, and the ways in which firms are addressing these risks. The report
is sponsored by RBS. Our research for this report drew on three main sources:
l We conducted an online survey of 275 executives from around the world between October and
November 2010. The survey included companies from a range of industries.
l To supplement the survey results, the Economist Intelligence Unit conducted a programme of
qualitative research that included a series of in-depth interviews with industry experts.
l We also drew on the latest global and country-level risk analysis from the Economist Intelligence
Unit’s Global Forecasting Service, which is now freely accessible at http://gfs.eiu.com/.
Survey report on survival environment of chinese entrepreneursHorizonKey
The 11th Annual Meeting of Yabuli Chinese Entrepreneur Forum was held at Yabuli Town of Heilongjiang Province February 15-17, 2011. The theme of this year’s meeting was “New Decade, New Ideas, and New Power.” It was during this meeting that the Survey on Survival Environment for Chinese Entrepreneurs in 2010, jointly compiled by China Entrepreneur Forum Development and Research Foundation, Taikang Life Insurance Company Limited and Horizon Research Consultancy Group, was published. Hundreds of domestic entrepreneurs, economists, journalists, and financial experts attended, as well as over 20 US entrepreneurs. Attendees reviewed the ups and downs of Chinese economic development for the past decades and also discussed key areas for improvement in the entrepreneurial environment in the next decade. Moreover, they probed new opportunities and challenges faced by Chinese entrepreneurs.
According to results of Callan Associates’ 2013 Risk Management Survey, more than half of fund sponsors (55%) say their risk management tools are effective at mitigating investment risk, but 14% see them as simply a means to improve risk identification and monitoring. One-third of respondents indicated they do not know yet the effectiveness of their risk management tools because they are new and untested in a true market crisis.
The survey found formal risk management processes are most prevalent at large funds. Half of the medium and small funds have adopted a risk management process or are doing so in 2013. Forty-two percent of respondents employ proprietary and/or third-party risk measurement tools, such as software or data services. Usage of third-party tools is most prevalent at public funds, while endowments and foundations more often use in-house (proprietary) tools.
Corporate and public funds are embracing policy-level approaches to risk management more so than endowments and foundations. Public funds have implemented economic regime asset allocations, risk parity, and risk factor-based asset allocations, while corporate funds favor liability-driven investing and funded status-based glide path de-risking.
Strategy-level approaches to mitigate risk are easier to implement than those that alter the fund’s overall investment policy, and Callan observed higher levels of adoption of strategy changes across fund types. Public funds and foundations and endowments are most heavily implementing or considering real assets, opportunistic fixed income, absolute return and long/short equity. Corporate funds are also embracing absolute return, but long duration is the most favored strategy-level approach used to address risk.
Many fund sponsors wrestle with whether or not to tactically manage plan risk. Only 30% of sponsors have made rebalancing decisions based on risk management findings. Of those that have not done so, 82% do not plan to in the future.Public (31%) and large (25%) funds are the most likely to use tactical implementations going forward.
According to the survey, most funds (94%) do not have a formal risk budget, but explicitly address risk management in their plan governance via asset allocation, investment objectives and disciplined rebalancing.
The investment committee is the body most regularly tasked with deciding when to take action based on the findings of risk management tools. The most common actions taken were asset allocation changes (64% of respondents), manager due diligence/search (56%) and increased manager monitoring (52%). Twenty percent of respondents had not yet taken any actions based on risk management findings.
The survey was conducted in November 2012 and includes responses from 53 fund sponsors representing $576 billion in assets.
Joining Forces: Interagency Collaboration and "Smart Power"Booz Allen Hamilton
This document summarizes the findings of a survey of 268 federal employees regarding interagency collaboration and addressing global challenges. Key findings include: 1) While agencies like Defense, State, and USAID share overlapping missions, collaboration is uneven and has not met expectations for some; 2) Budget pressures may increase the need for collaboration but managers are less optimistic it will reduce costs; 3) Smart power approaches remain applicable but support has decreased in some areas; 4) Agencies report having the tools needed but collaborating most effectively with other agencies compared to private/non-profit partners.
This document discusses rethinking risk management for new market realities. It provides an overview of how 2011 marked a year of reckoning for risk management as the financial crisis and recession altered the global marketplace and how to think about risk. The document examines the top strategic and regional risks that lie ahead for companies in 2012 based on a global executive survey. It also discusses how leading companies have shifted their risk management focus to be more external, strategic, and top-down oriented in response to this new risk era.
CEOs surveyed by PwC expressed pessimism about global economic growth over the next year, with only 42% expecting improvement compared to 57% last year. Their top concerns have shifted from existential threats like climate change and terrorism to more immediate risks like overregulation, policy uncertainty, and trade conflicts. While CEOs are taking protective steps like focusing on efficiencies, they remain concerned about their crisis preparedness. Effective crisis planning requires identifying top threats, developing response teams and playbooks, conducting exercises to practice responses, and addressing gaps to build confidence in crisis management abilities. A skills shortage also hampers crisis response, so training existing employees in crisis response is important.
The State of Enterprise Resilience - Resilience Survey 2015Julian R
A survey of how companies monitor and analyse the risk landscape, organisational risk governance, and the gap between theoretical understanding and practical application.
Strategy execution in the aftermath of the financial crisis a cfo perspectiveJeroen De Flander
This document provides a summary of lessons learned from CFOs during the financial crisis and tips for companies to prepare for economic recovery. It collected insights from discussions with 25 CFOs in Belgium. Part I outlines 34 lessons learned organized under 10 categories. Part II offers 20 tips for recovery organized under 3 categories to help companies strengthen their position as the economy improves. The goals are to help companies not just survive the crisis but improve their competitiveness and guide strategic decision-making.
The Risk Radar 2011 is an Economist Intelligence Unit report that investigates the key risks business executives are facing in 2011, and the ways in which firms are addressing these risks. The report
is sponsored by RBS. Our research for this report drew on three main sources:
l We conducted an online survey of 275 executives from around the world between October and
November 2010. The survey included companies from a range of industries.
l To supplement the survey results, the Economist Intelligence Unit conducted a programme of
qualitative research that included a series of in-depth interviews with industry experts.
l We also drew on the latest global and country-level risk analysis from the Economist Intelligence
Unit’s Global Forecasting Service, which is now freely accessible at http://gfs.eiu.com/.
Survey report on survival environment of chinese entrepreneursHorizonKey
The 11th Annual Meeting of Yabuli Chinese Entrepreneur Forum was held at Yabuli Town of Heilongjiang Province February 15-17, 2011. The theme of this year’s meeting was “New Decade, New Ideas, and New Power.” It was during this meeting that the Survey on Survival Environment for Chinese Entrepreneurs in 2010, jointly compiled by China Entrepreneur Forum Development and Research Foundation, Taikang Life Insurance Company Limited and Horizon Research Consultancy Group, was published. Hundreds of domestic entrepreneurs, economists, journalists, and financial experts attended, as well as over 20 US entrepreneurs. Attendees reviewed the ups and downs of Chinese economic development for the past decades and also discussed key areas for improvement in the entrepreneurial environment in the next decade. Moreover, they probed new opportunities and challenges faced by Chinese entrepreneurs.
According to results of Callan Associates’ 2013 Risk Management Survey, more than half of fund sponsors (55%) say their risk management tools are effective at mitigating investment risk, but 14% see them as simply a means to improve risk identification and monitoring. One-third of respondents indicated they do not know yet the effectiveness of their risk management tools because they are new and untested in a true market crisis.
The survey found formal risk management processes are most prevalent at large funds. Half of the medium and small funds have adopted a risk management process or are doing so in 2013. Forty-two percent of respondents employ proprietary and/or third-party risk measurement tools, such as software or data services. Usage of third-party tools is most prevalent at public funds, while endowments and foundations more often use in-house (proprietary) tools.
Corporate and public funds are embracing policy-level approaches to risk management more so than endowments and foundations. Public funds have implemented economic regime asset allocations, risk parity, and risk factor-based asset allocations, while corporate funds favor liability-driven investing and funded status-based glide path de-risking.
Strategy-level approaches to mitigate risk are easier to implement than those that alter the fund’s overall investment policy, and Callan observed higher levels of adoption of strategy changes across fund types. Public funds and foundations and endowments are most heavily implementing or considering real assets, opportunistic fixed income, absolute return and long/short equity. Corporate funds are also embracing absolute return, but long duration is the most favored strategy-level approach used to address risk.
Many fund sponsors wrestle with whether or not to tactically manage plan risk. Only 30% of sponsors have made rebalancing decisions based on risk management findings. Of those that have not done so, 82% do not plan to in the future.Public (31%) and large (25%) funds are the most likely to use tactical implementations going forward.
According to the survey, most funds (94%) do not have a formal risk budget, but explicitly address risk management in their plan governance via asset allocation, investment objectives and disciplined rebalancing.
The investment committee is the body most regularly tasked with deciding when to take action based on the findings of risk management tools. The most common actions taken were asset allocation changes (64% of respondents), manager due diligence/search (56%) and increased manager monitoring (52%). Twenty percent of respondents had not yet taken any actions based on risk management findings.
The survey was conducted in November 2012 and includes responses from 53 fund sponsors representing $576 billion in assets.
Joining Forces: Interagency Collaboration and "Smart Power"Booz Allen Hamilton
This document summarizes the findings of a survey of 268 federal employees regarding interagency collaboration and addressing global challenges. Key findings include: 1) While agencies like Defense, State, and USAID share overlapping missions, collaboration is uneven and has not met expectations for some; 2) Budget pressures may increase the need for collaboration but managers are less optimistic it will reduce costs; 3) Smart power approaches remain applicable but support has decreased in some areas; 4) Agencies report having the tools needed but collaborating most effectively with other agencies compared to private/non-profit partners.
This document discusses rethinking risk management for new market realities. It provides an overview of how 2011 marked a year of reckoning for risk management as the financial crisis and recession altered the global marketplace and how to think about risk. The document examines the top strategic and regional risks that lie ahead for companies in 2012 based on a global executive survey. It also discusses how leading companies have shifted their risk management focus to be more external, strategic, and top-down oriented in response to this new risk era.
The role of risk management in corporate resilienceFERMA
The report presents the views of risk and insurance professionals and senior executives about a post-pandemic view of resilience management in their organisations across sectors globally in the summer of 2021.
The document summarizes the findings of a study on IT risk management conducted by IBM. Some key findings include:
- Most IT managers expect their risk-related responsibilities to increase as IT infrastructure plays a more critical role in businesses.
- While over half of respondents rated their overall approach to mitigating IT risk as good or expert, over 30% viewed it as average or poor.
- Many organizations still struggle with securing enough funding and senior leadership support for risk management initiatives.
- While risk planning is often conducted in business silos, greater collaboration across organizations is seen as a challenge.
Risks in Public and Private Partnership Projects –Identification and Prioriti...IRJET Journal
This document summarizes a study that uses fuzzy logic methods to analyze risks in public-private partnership (PPP) projects. The study identifies 20 main risk factors for PPP projects through a literature review. It conducts a questionnaire survey of professionals to evaluate the interdependencies between risk factors using fuzzy Decision-Making Trial and Evaluation Laboratory (DEMATEL) analysis. It also prioritizes sub-risk factors using a hybrid fuzzy Failure Mode and Effect Analysis (FMEA) and Analytic Hierarchy Process (AHP) method. The results show that approvals and permits, construction cost overrun, construction time overrun, and land acquisition are the key risks affecting PPP projects.
The survey found that healthcare companies see major market changes driving innovation, especially those resulting from healthcare reform. Retail exchanges and accountable care organizations were the top issues cited by over 40% of respondents. Regional health plans were most concerned about exchanges due to their complex requirements. Accountable care organizations also present challenges around network management and contracting. Overall the impending reform deadlines and legal uncertainties are creating a competitive environment where agile companies focused on innovation will have advantages.
Long-Term Growth, Short-Term Differentiation and Profits from Sustainable Pro...Sustainable Brands
1) Sustainability is seen as vital to future business growth by the vast majority of executives surveyed globally. Over 90% saw sustainability as important or critical to their business.
2) Companies are focusing sustainable investments more on driving growth than cost cutting. Nearly half cited expanding into new markets as their primary target for sustainable investments to achieve growth.
3) However, many businesses still find it challenging to generate sufficient returns from sustainable products and services. Nearly half agreed that margins are lower and customers generally not willing to pay more. More work is needed to profitably deliver sustainable offerings at scale.
The survey found that association executives are significantly more optimistic about the economic impact in 2011 compared to 2010. While membership trends still show the effects of the recession, concerns over core business lines like sponsorship and advertising have dramatically decreased from 2010. Associations also report accessing reserves less in 2010 compared to 2009 and using funds more for new initiatives than operating expenses. Budget outlooks indicate austerity measures are down across areas like staffing reductions and budget cuts. In summary, the survey shows associations have turned a corner towards greater financial stability and recovery from the recession.
The document summarizes the key findings of a survey of 218 accountants from 50 countries on their views of natural capital.
1) Most accountants agreed that the long-term success of organizations depends on the natural world and that the private sector should protect the environment. However, fewer felt their own organizations took sufficient steps to manage natural capital issues.
2) Accountants identified reputational, operational, supply chain and other risks to business from natural capital trends like resource scarcity. They expected these risks to increase over the next 5 years.
3) Few organizations report on natural capital according to the accountants surveyed, with lack of guidance, skills and tools cited as the top barriers.
This survey summarizes the results of a McKinsey Global Survey on how companies manage their relationships with governments. The key findings are:
1) Over half of respondents see governments and regulators as the second most important influence on company economic value after customers. Most developed market executives expect this influence to decrease profits while developing market executives expect a boost.
2) Compared to a 2009 survey, more companies now are willing to engage and collaborate with governments instead of conflict, though only 10% feel they can influence governments.
3) Close to half of CEOs still rank managing external affairs like government relations as a top-3 priority, showing it remains very important despite changes since the last survey.
This report summarizes the economic risks facing India from the global financial crisis. It notes that while India's economy has been affected by the crisis through slowed growth and currency depreciation, the country also has some strengths that could help mitigate impacts. These include large foreign currency reserves, a growing middle class driving domestic demand, and strong labor force demographics. However, risks remain from a potential further tightening of global credit, slowing remittances, and weakness in the real estate market from declining global growth. Active management of liquidity and inflation will be important for India to navigate the challenging economic environment.
This research analyzed 70 global manufacturing companies during an economic recession to identify factors affecting Return on Net Assets (RONA). Using fractional factorial design and ANOVA, the research found that six key factors had a significant positive effect on RONA: customer focus, new product development, focus on technology, focus on quality, operational efficiency, and rationalization of manufacturing facilities. The insights can help organizations improve financial performance during an economic downturn.
Our industry is in the midst of enormous change, pressured by both domestic and global challenges. With world events changing on
almost a daily basis, staying on top of the current sentiment is more important than ever, which is why we’ve increased the frequency
of our surveys from twice yearly to quarterly. In this Findings Report, we explore the results of our seventh Davis Langdon Sentiment
Survey. During the past three months, Davis Langdon’s Construction Sentiment Index fell 19 points to reach 51 – leaving the index at
its lowest point yet.
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 June 2009.
Brunswick Future of Stakeholder Engagement Report February 2013Brunswick Group
Conventional wisdom holds that “Stakeholder Engagement” is important and organisations should be doing it.But there’s very little data available about what “it” is, or about the benefits and risks organisations see from engaging in new ways with groups they may not have dealt with in the past.
The purpose of this survey was to explore what stakeholder engagement looks like with those who are closest to the front line: senior European communicators at large corporations, government bodies, NGOs, associations and other organisations.
ANALYSIS OF RISK CATEGORIES AND FACTORS FOR PPP PROJECTS USING ANALYTIC HEIRA...A Makwana
Success of Public Private Partnership projects is greatly influenced by proper management of the risks associated with the project. All projects which are undertaken using conventional procurement method or using a PPP approach have known risks and unknown risks. Risk identification plays an important role in development of PPP framework. The participation and investment of Private sector has been the main stay of the Government of India policy toward infrastructural growth. In this study main risk categories and factors of Public Private Partnership projects have been recognized. The identification of collective influence of risks and its variation over numerous PPP projects is been done. Generally Analytic Hierarchy Process (AHP) is widely used as multi criteria decision making. Normally it is very hard to meet the consistence need of a comparison matrix in analytic hierarchy process. In this study AHP is used to categories the risks of PPP projects in different levels and the impact of those risks on the PPP projects are identified.
What Lies Ahead For Corporate Development New Report Published October 09Alasdair Kilgour
The survey found cautious optimism among corporate dealmakers. Two-thirds believe their region's macroeconomy will improve in 2010, and over 70% expect an increase in corporate restructurings. While reserved about M&A activity, over half hold a neutral view and only 20% are pessimistic. Nearly three-quarters believe the M&A market has reached an inflection point. Financial services are seen as the most active sector in the coming months.
This document discusses a study on the influence of strategy content on strategy implementation among primary cooperative societies in Nairobi, Kenya. The study had two objectives: 1) to establish the influence of strategy quality on implementation and 2) to determine the effect of strategy formulation process on implementation. A questionnaire was administered to 200 primary cooperative societies in Nairobi to collect data on strategy content and implementation. Statistical analysis found a strong positive correlation between strategy content and implementation. Respondents also agreed that the quality of strategic plans and formulation processes among the societies were generally good. Therefore, the study concluded that failures in implementation were likely due to other factors beyond strategy content.
EFFECTIVE MANAGEMENT IN PUBLIC PRIVATE PARTNERSHIP PROJECTIRJET Journal
This document summarizes a research paper on effective risk management in public-private partnership projects. It identifies five main risks in PPP projects: planning and design, construction, financial, environmental, and political. It conducted surveys of experts to assess the probability and severity of 46 identified risks. The analysis found that construction and financial risks have the biggest impact on projects. It recommends developing mitigation measures using guidelines to help manage risks and ensure project success.
The global cleantech sector is experiencing significant growth and optimism. Cleantech businesses surveyed were more optimistic about the economy over the next year than companies in other sectors. Government policies in some countries have driven sudden growth in cleantech markets by decreasing support for traditional energy and increasing demand for renewable energy. Examples include changes in South Africa and India that have increased tendering processes for large renewable energy projects. Experts expect the positive outlook for cleantech to continue as government subsidies and regulations further drive sector expansion.
IRJET- Crisis Management in Constrution ProjectsIRJET Journal
This document discusses crisis management in construction projects. It begins by defining a crisis as a sudden, unexpected event that threatens an organization's operations and finances. Effective crisis management is important for construction companies given the long-term nature of projects.
The document then reviews the literature on crisis management, identifying key phases: prevention, preparation, response, and recovery. It also discusses factors that influence crisis management in construction, such as detecting early warning signs and developing crisis plans.
Finally, the document outlines a methodology for its research, which involves distributing questionnaires to construction industry stakeholders to understand their perspectives on the causes of cost overruns and how to mitigate crises in projects. It aims to identify the major crisis-related factors according
IRJET- Risk Assessment and Mitigation of International Airport Projects in In...IRJET Journal
This document summarizes a study on risk assessment and mitigation for international airport construction projects in India. It identifies 48 risk factors through literature review. A survey of project organizations found that 20 risk sub-factors could be grouped into 4 critical risk factors: financial & economic risk, contractual & legal risk, sub-contractor risk, and force majeure risk. Sub-contractor risk was found to be the most important based on an importance index. The study aims to develop a risk management template for construction projects.
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The role of risk management in corporate resilienceFERMA
The report presents the views of risk and insurance professionals and senior executives about a post-pandemic view of resilience management in their organisations across sectors globally in the summer of 2021.
The document summarizes the findings of a study on IT risk management conducted by IBM. Some key findings include:
- Most IT managers expect their risk-related responsibilities to increase as IT infrastructure plays a more critical role in businesses.
- While over half of respondents rated their overall approach to mitigating IT risk as good or expert, over 30% viewed it as average or poor.
- Many organizations still struggle with securing enough funding and senior leadership support for risk management initiatives.
- While risk planning is often conducted in business silos, greater collaboration across organizations is seen as a challenge.
Risks in Public and Private Partnership Projects –Identification and Prioriti...IRJET Journal
This document summarizes a study that uses fuzzy logic methods to analyze risks in public-private partnership (PPP) projects. The study identifies 20 main risk factors for PPP projects through a literature review. It conducts a questionnaire survey of professionals to evaluate the interdependencies between risk factors using fuzzy Decision-Making Trial and Evaluation Laboratory (DEMATEL) analysis. It also prioritizes sub-risk factors using a hybrid fuzzy Failure Mode and Effect Analysis (FMEA) and Analytic Hierarchy Process (AHP) method. The results show that approvals and permits, construction cost overrun, construction time overrun, and land acquisition are the key risks affecting PPP projects.
The survey found that healthcare companies see major market changes driving innovation, especially those resulting from healthcare reform. Retail exchanges and accountable care organizations were the top issues cited by over 40% of respondents. Regional health plans were most concerned about exchanges due to their complex requirements. Accountable care organizations also present challenges around network management and contracting. Overall the impending reform deadlines and legal uncertainties are creating a competitive environment where agile companies focused on innovation will have advantages.
Long-Term Growth, Short-Term Differentiation and Profits from Sustainable Pro...Sustainable Brands
1) Sustainability is seen as vital to future business growth by the vast majority of executives surveyed globally. Over 90% saw sustainability as important or critical to their business.
2) Companies are focusing sustainable investments more on driving growth than cost cutting. Nearly half cited expanding into new markets as their primary target for sustainable investments to achieve growth.
3) However, many businesses still find it challenging to generate sufficient returns from sustainable products and services. Nearly half agreed that margins are lower and customers generally not willing to pay more. More work is needed to profitably deliver sustainable offerings at scale.
The survey found that association executives are significantly more optimistic about the economic impact in 2011 compared to 2010. While membership trends still show the effects of the recession, concerns over core business lines like sponsorship and advertising have dramatically decreased from 2010. Associations also report accessing reserves less in 2010 compared to 2009 and using funds more for new initiatives than operating expenses. Budget outlooks indicate austerity measures are down across areas like staffing reductions and budget cuts. In summary, the survey shows associations have turned a corner towards greater financial stability and recovery from the recession.
The document summarizes the key findings of a survey of 218 accountants from 50 countries on their views of natural capital.
1) Most accountants agreed that the long-term success of organizations depends on the natural world and that the private sector should protect the environment. However, fewer felt their own organizations took sufficient steps to manage natural capital issues.
2) Accountants identified reputational, operational, supply chain and other risks to business from natural capital trends like resource scarcity. They expected these risks to increase over the next 5 years.
3) Few organizations report on natural capital according to the accountants surveyed, with lack of guidance, skills and tools cited as the top barriers.
This survey summarizes the results of a McKinsey Global Survey on how companies manage their relationships with governments. The key findings are:
1) Over half of respondents see governments and regulators as the second most important influence on company economic value after customers. Most developed market executives expect this influence to decrease profits while developing market executives expect a boost.
2) Compared to a 2009 survey, more companies now are willing to engage and collaborate with governments instead of conflict, though only 10% feel they can influence governments.
3) Close to half of CEOs still rank managing external affairs like government relations as a top-3 priority, showing it remains very important despite changes since the last survey.
This report summarizes the economic risks facing India from the global financial crisis. It notes that while India's economy has been affected by the crisis through slowed growth and currency depreciation, the country also has some strengths that could help mitigate impacts. These include large foreign currency reserves, a growing middle class driving domestic demand, and strong labor force demographics. However, risks remain from a potential further tightening of global credit, slowing remittances, and weakness in the real estate market from declining global growth. Active management of liquidity and inflation will be important for India to navigate the challenging economic environment.
This research analyzed 70 global manufacturing companies during an economic recession to identify factors affecting Return on Net Assets (RONA). Using fractional factorial design and ANOVA, the research found that six key factors had a significant positive effect on RONA: customer focus, new product development, focus on technology, focus on quality, operational efficiency, and rationalization of manufacturing facilities. The insights can help organizations improve financial performance during an economic downturn.
Our industry is in the midst of enormous change, pressured by both domestic and global challenges. With world events changing on
almost a daily basis, staying on top of the current sentiment is more important than ever, which is why we’ve increased the frequency
of our surveys from twice yearly to quarterly. In this Findings Report, we explore the results of our seventh Davis Langdon Sentiment
Survey. During the past three months, Davis Langdon’s Construction Sentiment Index fell 19 points to reach 51 – leaving the index at
its lowest point yet.
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 June 2009.
Brunswick Future of Stakeholder Engagement Report February 2013Brunswick Group
Conventional wisdom holds that “Stakeholder Engagement” is important and organisations should be doing it.But there’s very little data available about what “it” is, or about the benefits and risks organisations see from engaging in new ways with groups they may not have dealt with in the past.
The purpose of this survey was to explore what stakeholder engagement looks like with those who are closest to the front line: senior European communicators at large corporations, government bodies, NGOs, associations and other organisations.
ANALYSIS OF RISK CATEGORIES AND FACTORS FOR PPP PROJECTS USING ANALYTIC HEIRA...A Makwana
Success of Public Private Partnership projects is greatly influenced by proper management of the risks associated with the project. All projects which are undertaken using conventional procurement method or using a PPP approach have known risks and unknown risks. Risk identification plays an important role in development of PPP framework. The participation and investment of Private sector has been the main stay of the Government of India policy toward infrastructural growth. In this study main risk categories and factors of Public Private Partnership projects have been recognized. The identification of collective influence of risks and its variation over numerous PPP projects is been done. Generally Analytic Hierarchy Process (AHP) is widely used as multi criteria decision making. Normally it is very hard to meet the consistence need of a comparison matrix in analytic hierarchy process. In this study AHP is used to categories the risks of PPP projects in different levels and the impact of those risks on the PPP projects are identified.
What Lies Ahead For Corporate Development New Report Published October 09Alasdair Kilgour
The survey found cautious optimism among corporate dealmakers. Two-thirds believe their region's macroeconomy will improve in 2010, and over 70% expect an increase in corporate restructurings. While reserved about M&A activity, over half hold a neutral view and only 20% are pessimistic. Nearly three-quarters believe the M&A market has reached an inflection point. Financial services are seen as the most active sector in the coming months.
This document discusses a study on the influence of strategy content on strategy implementation among primary cooperative societies in Nairobi, Kenya. The study had two objectives: 1) to establish the influence of strategy quality on implementation and 2) to determine the effect of strategy formulation process on implementation. A questionnaire was administered to 200 primary cooperative societies in Nairobi to collect data on strategy content and implementation. Statistical analysis found a strong positive correlation between strategy content and implementation. Respondents also agreed that the quality of strategic plans and formulation processes among the societies were generally good. Therefore, the study concluded that failures in implementation were likely due to other factors beyond strategy content.
EFFECTIVE MANAGEMENT IN PUBLIC PRIVATE PARTNERSHIP PROJECTIRJET Journal
This document summarizes a research paper on effective risk management in public-private partnership projects. It identifies five main risks in PPP projects: planning and design, construction, financial, environmental, and political. It conducted surveys of experts to assess the probability and severity of 46 identified risks. The analysis found that construction and financial risks have the biggest impact on projects. It recommends developing mitigation measures using guidelines to help manage risks and ensure project success.
The global cleantech sector is experiencing significant growth and optimism. Cleantech businesses surveyed were more optimistic about the economy over the next year than companies in other sectors. Government policies in some countries have driven sudden growth in cleantech markets by decreasing support for traditional energy and increasing demand for renewable energy. Examples include changes in South Africa and India that have increased tendering processes for large renewable energy projects. Experts expect the positive outlook for cleantech to continue as government subsidies and regulations further drive sector expansion.
IRJET- Crisis Management in Constrution ProjectsIRJET Journal
This document discusses crisis management in construction projects. It begins by defining a crisis as a sudden, unexpected event that threatens an organization's operations and finances. Effective crisis management is important for construction companies given the long-term nature of projects.
The document then reviews the literature on crisis management, identifying key phases: prevention, preparation, response, and recovery. It also discusses factors that influence crisis management in construction, such as detecting early warning signs and developing crisis plans.
Finally, the document outlines a methodology for its research, which involves distributing questionnaires to construction industry stakeholders to understand their perspectives on the causes of cost overruns and how to mitigate crises in projects. It aims to identify the major crisis-related factors according
IRJET- Risk Assessment and Mitigation of International Airport Projects in In...IRJET Journal
This document summarizes a study on risk assessment and mitigation for international airport construction projects in India. It identifies 48 risk factors through literature review. A survey of project organizations found that 20 risk sub-factors could be grouped into 4 critical risk factors: financial & economic risk, contractual & legal risk, sub-contractor risk, and force majeure risk. Sub-contractor risk was found to be the most important based on an importance index. The study aims to develop a risk management template for construction projects.
Similar to Strategy Survey: Strategic planning after the global financial crisis (20)
IRJET- Risk Assessment and Mitigation of International Airport Projects in In...
Strategy Survey: Strategic planning after the global financial crisis
1. Insight | Strategy Survey
Strategy work after
the global financial crisis
According to a survey conducted by BearingPoint, the Contents
global financial crisis took the Finnish economy almost Changing operating environment 3
completely by surprise in the early autumn of 2008.
Practices of strategy work 4
The financial crisis has been ruthless in revealing the Building competitive advantage 5
weaknesses inherent in traditional strategic planning and
Towards a new kind 7
management. We are now at the eleventh hour in under-
of strategy work
standing competitive advantage as a dynamic concept and
challenging the established concepts in strategy work. Implementation of the survey 10
Insight | Strategy Survey
2. BearingPoint surveyed the views of senior and middle manage-
ment in Finnish businesses and public organisations regarding,
among other things, strategic planning, building competitive
advantage as well as changes and uncertainties in the oper-
ating environment. The objective was to find out what are the
means by which Finnish managers in the private and public
sectors intend to guide their organisations towards success.
The survey was carried out in the spring of 2008, when the
global financial crisis was right around the corner. The respon-
dents’ views reflect a fairly optimistic outlook at the time. This
publication now examines those views in light of what we
have come to know about the effects of the crisis on the
Finnish economy one year later. The web-based survey
included a total of 327 respondents representing senior and
middle management in Finland’s 500 largest companies and
major public sector organisations.
2 Insight | White Paper
3. Changing operating private enterprises. In March 2008, 50% of the total market value of
the total market value of companies companies vanished as the stock
environment listed on the Helsinki Stock Exchange index reached its lowest point for
Objective: To survey the respon- was approximately 241 billion euros. about 10 years.
dent’s views regarding the extent The market values of most companies
to which the operating environ- had considerable built-in expecta-
ment can be anticipated and to tions of growth and the creation of
identify key factors of uncertainty. added economic value. The effect of
the unforeseen financial crisis on the
market values of companies has been
In the spring of 2008, public and
hair-raising. In just one year, some
private enterprises in Finland had a
confident view of the future.
Table 1
83% of the private sector respon- Uncertainty in the operating environment (0-2 year period)
dents surveyed assessed the oper- 13% Very Minor
3%
ating environment to be no more 1% Minor
than fairly uncertain within the next 46%
5% Fair
two years (Table 1). The respondents’ Significant
views regarding changes in the Very significant
operating environment were also 32% Can’t say
optimistic. Some 51% felt that
uncertainty was more positive than
negative, while 24% considered the Table 2
uncertainty to be more of a threat Attitude regarding uncertainty in the operating environment
than an opportunity (Table 2).
Significant threat
25%
According to the respondents, the Threat
45%
greatest factors of uncertainty in the Neutral
operating environment were compet- Opportunity
itors’ actions and changes in 21%
Significant opportunity
customer needs (Table 3). Macroeco- 3% 6%
nomic trends were seen as fairly
foreseeable. Only 4% of the respon-
dents rated macroeconomic uncer-
tainty as very significant over the Table 3
Factors of uncertainty in the operating environment (0-2 year period)
next two years. An exception to this
was constituted by respondents Politics and legislation 24% (2,72)
representing the banking, finance Macroeconomy 33% (3,13)
and insurance sectors. In their view,
Customer needs 39% (3,25)
macroeconomic factors were the
single greatest source of uncertainty. Competition and industry structure 43% (3,34)
The respondents rated political and Technology 24% (2,79)
legislative factors and technological Environment and social responsibility 26% (2,88)
change as the least significant
Globalisation and internationalisation 31% (2,97)
sources of uncertainty.
Level of uncertainty, answered "significant" or "very significant" (% share)
This optimism was also strongly Level of uncertainty, mean response (scale 1-5)
reflected in the market values of
Insight | Strategy Survey 3
4. Practices of strategy work planning is, on average, longer than
in the private sector. 60% of the
Objective: To survey the respon-
public sector respondents indicated
dent’s views regarding the
that, in the organisation they
practices of strategy work and the represent, strategy is defined less
strengths and weaknesses associ- frequently than once per year.
ated with them.
Of the respondents, nearly 64% were
satisfied with strategic planning in
According to the survey strategy work their organisation on the whole. The
remains, for a large part, an annual elements of strategy work that the
planning process. 65% of the private respondents were most satisfied with
sector respondents surveyed indi- were management participation,
cated that, in the organisation they process logic and the phasing and
represent, strategy is defined once scheduling of the strategy process
per year (Table 4). In the public (Table 5). The elements of strategy
sector the time frame of strategic work that the respondents were least
Table 4 satisfied with were the tools used in
Strategic planning cycle analyses and the speed of analyses.
7% 11%
2% Less frequently than once per year Strategy work was perceived as more
Once per year challenging by public sector repre-
15%
More often than once per year sentatives compared to private sector
Varies representatives. The proportion of
65% No defined strategy public sector respondents dissatisfied
with strategy work was 30%, while
the same figure for the private sector
was below 15%. The public sector
Table 5
Strengths and weaknesses in strategic planning representatives were most dissatis-
fied with process logic, phasing and
Process logic 57% (3,54) scheduling as well as management
Process phasing and scheduling 53% (3,43)
participation. Based on Bearing-
Point’s previous experience this
Process management and assigning responsibilities 51% (3,34)
result does not come as a surprise, as
Managing information and documentation 36% (3,12) in the public sector strategic deci-
Management participation 74% (3,93) sion-making and management is
largely based on budgets and
Employee participation 36% (3,15)
performance agreements. Strategy
Tools used in analyses 31% (3,02) work is often an administrative
Information used in analyses 47% (3,28) process that is separate from budgets
Speed of analyses 34% (3,10) and performance agreements and its
(3,15) role as a management mechanism is,
Quality of analyses 37%
to date, unclear.
Speed of decision-making 52% (3,38)
Quality of decision-making 51% (3,40)
Satisfaction, answers "satisfied" or "very satisfied" (% share)
Satisfaction, mean response (scale 1-5)
4 Insight | Strategy Survey
5. Building competitive solution as the key factor in building
competitive advantage. Differentia-
advantage tion and features of the offering were
Objective: To survey the respon- also considered fairly significant. The
dent’s views regarding their role of low prices, on the other hand,
organisation’s competitive posi- was perceived as very insignificant in
tion and to determine what factors terms of competitive advantage. Only
the organisations build their 3% of the respondents indicated that
competitive advantage upon. low price was a significant success
factor. In BearingPoint’s view the low
significance attributed to low price
The managers who participated in the
reflects, for its part, the small size of
survey indicated strong confidence in
the domestic market and the oligopo-
their companies’ competitive advan-
listic structure of many industries.
tage in the spring of 2008. Some 70%
When the number of rivals on the
assessed their competitive advantage
to be strong or very strong (Table 6).
In estimating the duration of their Table 6
compe- titive advantage, approximately Strength of current competitive advantage
4%
75% of the respondents indicated that 5%
Very weak
they expected their competitive Weak
advantage over rivals to last more than 25%
Neutral
two years.
Strong
Success is, naturally, a consequence of 66% Very strong
several factors working together.
Factors contributing to competitive
advantage can be roughly grouped
Table 7
into four categories: (1) Offering and Building competitive advantage: Summary
benefit to customer, (2) operating
model, (3) strategic resources and (4) Offering and benefit to customer 54% (3,49)
position and barriers to entry. Of these Operating model 74% (3,98)
categories, the respondents rated
Strategic resources 65% (3,81)
operating models and strategic
resources as the most significant Position and barriers to entry 55% (3,54)
(Table 7). In assessing the responses in Significance to competitive advantage, responses "significant" or "very significant" (% share)
more detail, it’s important to keep in Significance to competitive advantage, mean response (scale 1-5)
mind that each factor has a different
effect on competitive advantage.
Some factors can be identified and Table 8
Building competitive advantage: Offering and benefit to customer
duplicated quite easily, which means
that competitive advantage built on Lowest price 18% (2,59)
them is not sustainable, even if it may
Differentiation and features of offering 69% (3,82)
result in strong profitability in the
short term. Broadest total offering 50% (3,44)
Regarding the offering and benefit to Best total solution 80% (4,12)
customer, the respondents perceived Significance to competitive advantage, answers "significant" or "very significant" (% share)
the ability to deliver the best total Significance to competitive advantage, mean response (scale 1-5)
Insight | Strategy Survey 5
6. market is fairly low, it is common advantage (Table 9). Approximately
that businesses find it in their best 88% of the respondents indicated
interest to maintain existing market customer focus was significant or
positions and not jeopardise profit- very significant. Operational excel-
ability by engaging in price competi- lence and the ability to produce
tion. innovative products and services
were perceived as fairly significant.
Regarding operating models, the
The ability to innovate with regards
respondents perceived customer
to the operating model was consid-
focus as the clearly most important
ered the least significant by the
factor in building competitive
respondents.
With regards to strategic resources,
the respondents indicated that
Table 9 strong customer relationships are the
Building competitive advantage: Operating model
key factor in building competitive
Operational excellence 76% (3,96) advantage (Table 10). Some 93% of
the respondents indicated strong
Customer focus 88% (4,33)
customer relationships are significant
Ability to innovate, products 75% (3,96)
or very significant. In addition, the
Ability to innovate, operating model 62% (3,68) respondents emphasised the signifi-
cance of business partners as well as
Significance to competitive advantage, answers "significant" or "very significant" (% share)
Significance to competitive advantage, mean response (scale 1-5) organisational culture and values.
The role of tangible and intangible
resources, on the other hand, was
Table 10 perceived as less significant in terms
Building competitive advantage: Strategic resources
of competitive advantage.
Tangible resources 49% (3,48) According to BearingPoint, operating
Intangible resources 56% (3,59) models and corporate culture and
56%
values together form a strong base
Brands (3,60)
for building competitive advantage.
Organisational culture and values 69% (3,78)
When competitive advantage is built
Customer relationships 93% (4,43) on the synergy of several factors,
Business partners 74% (3,99)
forming so-called systemic compe-
tence, it is very difficult for competi-
Significance to competitive advantage, answers "significant" or "very significant" (% share)
Significance to competitive advantage, mean response (scale 1-5) tors to analyse or duplicate. A good
example of this is Toyota, whose
Table 11 operational excellence (including
Building competitive advantage: Position and barriers to entry continuous improvement) is a
characteristic that is deeply ingrained
Required capital and investments 49% (3,47)
in corporate culture. The significance
Economies of scale 57% (3,54) of operating models is further
Control over distribution channels 60% (3,61) supported by the fact that customer
Strong customer relationships 89% (4,27)
relationships and business partner-
ships were perceived as the most
Legislation 23% (2,82)
significant strategic resources in
Significance to competitive advantage, answers "significant" or "very significant" (% share)
terms of competitive advantage.
Significance to competitive advantage, mean response (scale 1-5)
6 Insight | Strategy Survey
7. Both are specifically related to how other things, national debt in the adapted and fitted to the operating
the organisation operates. U.S. economy, imprudent lending by environment - in other words, what is
banks and insufficient supervision of required is strategic agility.
With regards to competitive position
the financial markets. With the
and barriers to entry, the respondents The challenge of developing strategic
benefit of hindsight, it can be said
considered strong customer relation- agility is one that is faced by organi-
that the events that have taken place
ships as the most significant factor in sations differently depending on,
were actually rather inevitable and
terms of competitive advantage (Table among other things, the industry
that there were clear warning signs
11), which is in line with the previous they operate in. Organisations are
for quite some time. Before it
answers. In light of the results, it can increasingly, regardless of industry,
happened, the financial crisis (at
be said that customer focus in faced with constant uncertainty and
least in the extent since witnessed)
organisational thinking and opera- rapid (systemic) changes. The
was not, however, within the realm
tions has a strong role in driving challenge of developing strategic
of perceived possibilities.
organisations forward. With regards agility is best met by those organisa-
to other factors, the responses From a historical standpoint the tions which understand the dynamic
highlighted differences between financial crisis is not a one of a kind nature of competitive advantage and
industries. In capital intensive event. Nevertheless, the current have the ability to adjust or revamp
industries the factors contributing to crisis does have two special charac- their strategic decision-making
competitive advantage that were teristics compared to previous crises: correspondingly. We propose four
highlighted included having the (1) its global reach and (2) the speed themes as a starting point for
necessary capital and investments as at which it happened. The various developing strategy work in the
well as economies of scale. In parts of the global economy are post-financial crisis business environ-
responses from public sector represen- tightly linked through financial ment (Figure 1):
tatives, the role of legislation was markets, regardless of geographic or
emphasised. industrial border lines. Changes in • Competitive advantage as a
different parts of the global economy dynamic concept
are reflected at great speed and, • Strategy work as open dialogue
Towards a new kind of from the perspective of traditional • Analytical decision-making
strategy work analysis of industries, very surpris-
• Management of strategy work
ingly. In light of these circumstances,
The financial crisis has been one might ask whether strategy work
ruthless in revealing the weak- or strategy as a concept has lost its 1. Competitive advantage as a
nesses inherent in traditional significance? dynamic concept
strategic planning and manage- Competitive advantage has tradition-
On the contrary. We argue that the
ment. We are now at the eleventh ally been perceived as a static
ability of organisations to think and
hour in understanding competitive concept, according to which the
act strategically is now more impor-
advantage as a dynamic concept success of an organisation is based
tant than ever. Success in a dynamic
and challenging the established on its correct positioning in the
operating environment, however,
concepts in strategy work. industry and operational excellence.
calls for organisations to develop the
In BearingPoint’s view, competitive
ability to question traditional linear
advantage should be seen, above all,
The global financial crisis is a Black models of thinking used in strategy
as a dynamic concept that changes
Swan for the global economy, which work where strategies are seen as
prevailing perceptions of e.g. the
also took the Finnish economy almost being created through detailed
relationship between strategy and
completely by surprise in the autumn planning systems. Strategy work in a
the organisation as well as manage-
of 2008. The development of the dynamic operating environment
ment responsibilities.
financial crisis has, in retrospect, requires that strategic choices and
been described as a logical chain of the organisation are constantly Roughly simplified, the success of an
events that boils down to, among organisation can be said to be based
Insight | Strategy Survey 7
8. on the fit between three elements: and revamping strategy work is that
(1) The operating environment, (2) the management gives up its exclu-
strategic choices and (3) the organisa- sive right to strategy work and finds a
tional model. Under the prevailing way to build it into organisational
paradigm strategies are seen as being dialogue to facilitate the formulation
formed as a result of detailed planning of joint objectives. This results in two
systems, with structure following important benefits: (1) Better stra-
strategy. The management’s task is to tegic choices based on a broader view
define a strategy for the organisation and (2) a higher level of under-
and to adjust organisational structure standing and commitment among
and management systems to facilitate employees, which is necessary for the
implementation of that strategy. This effective implementation of strategy.
approach emphasises organisational
In developing and revamping strategy
control and operational efficiency in the
work it must further be ensured that the
prevailing operating environment.
organisation is seamlessly integrated with
In an operating environment character- its operating environment and key
ised by rapid change and uncertainty, stakeholder groups. In a network
such a static view of competitive economy the success of an organisation is
advantage is, however, misleading. The largely based on its ability to integrate
pivotal risk is that success leads to the with its customers to create added value
organisation specialising on too narrow together and to mobilise the resources of
a front, which compromises its ability key actors in the value network in a
to adapt to changes in the operating direction that supports the organisation’s
environment. strategic objectives.
Building dynamic competitive advan-
tage calls for not only short term 3. Analytical decision-making
profitability and efficiency, but also an In BearingPoint’s view strategic
organisational ability to continuously decision-making and management can
improve and reinvent itself and create form a basis for building competitive
options for the future. Managing these advantage for the organisation. In a
two conflicting perspectives highlights dynamic operating environment the
the significance of organisational organisation must be able to
planning as part of strategy and as a constantly make management
management task. decisions and success will come to
those organisations which consistently
2. Strategy work as open dialogue make better choices than their rivals.
Strategy work has traditionally been In our experience a significant
perceived as a task for the organisa- proportion of management’s time is
tion’s senior management. In Bearing- currently spent on reviewing past
Point’s view, success in a dynamic events and reports describing past
operating environment calls for closer events. In this, the main challenges
participation in strategy work by not are related to the reliability of
only the organisation itself, but also information and the extent to which
customers and key stakeholder groups information is up-to-date. Reports
in the value network. often need to be fetched from various
information systems, which tends to
The point of departure for developing
8 Insight | Strategy Survey
9. be slow and places a significant 4. Management of strategy work
workload on experts in the organisa- Strategy work in a dynamic operating
tion. Another problem is that different environment refers to continuous
reports from different sources are strategic decision-making and actions,
often difficult to compare as a result neither of which is tied to the calendar
of e.g. deficiencies in master data. year. In BearingPoint’s view success in
A central aspect of improving and strategy work calls for two key changes
revamping strategy work is building in how strategy work is managed: (1)
organisational ability for analytical Revamping the work of the manage-
decision-making. This starts from ment team to form a collective view
information management and having and facilitate the flexible use of
the right analytical tools. In addition resources and (2) managing strategy
to the organisation being able to work as a functional entity and an
report what has already occurred, it is organisational ability.
important from the viewpoint of In terms of the latter, the point is not
strategic management to e.g. identify to institute traditional planning units
problems quickly, understand the which focus on the content of strategy
causes of problems, create models and define guidelines and objectives
and forecasts of future developments for implementation by functional
and to optimise the organisation’s areas. On the contrary, what is
courses of action in alternative needed is a function that focuses
scenarios. primarily on the practice of manage-
Figure 1
Strategy work after the financial crisis
tegic choices
Stra
From planning Organisational planning
to strategic agility as part of strategy
Analytical
decision-making
Operating
Management
tion
of strategy work
isa
env
on
an
g
ir
me
nt Or
Strategy work to become
open dialogue
Operating environment Strategic choices Organisation
High High Management
Speed Effectiveness
of change Low
and focus Low
Processes Values
Linear Systemic Low High
Nature of chance Growth and renewal Resources
10. ment work and supports the organisa- BearingPoint
tion in management work and the
BearingPoint is a leading global
implementation of strategic choices.
consulting company in the field of
From an organisational standpoint, management and technology.
the tasks of this function which can, BearingPoint Finland Oy currently employs
for instance, be under the strategy some 60 experts at its Helsinki office,
manager, include supporting strategic representing the following areas of specialty:
thinking and strategy work, fitting
• Business Strategy & Transformation
strategies and strategic objectives
• Operations Management
together, the practices and tools of
strategy work (including analytics), • Finance & Performance Management
fitting strategy work to management • Applications & Technology
systems (e.g. budgeting, development • Information Management
discussions, rewards), managing We help our clients succeed in strategi-
strategic communication and cally significant change situations and
managing and developing the compe- build sustainable competitive advantage.
tences related to strategy work. Our customers in Finland typically include
companies ranked in the Top 100 of the
Implementation of the list published by Talouselämä magazine as
well as major public sector organisations.
survey
BearingPoint surveyed the views of References
senior and middle management in Nassim Nicholas Taleb: The Black Swan,
Finnish businesses and public organi- Penguin Books (2007).
sations to find out by which means
Finnish managers in the private and Speech by the Chairman of the Board of
public sectors guide their organisa- the Bank of Finland, Pentti Hakkarainen,
tions to success. The survey was at Jyväskylä University on 17 February
implemented as a web-based question- 2009.
naire using a standardised form Yvez Doz & Mikko Kosonen: Fast Strategy,
consisting of 19 questions grouped in Wharton School Publishing (2008).
five categories by subject. The respon-
John Roberts: The Modern Firm, Oxford
dents were also able to add comments
University Press (2004).
to further explain their views. The
survey was carried out in March-April Thomas H. Davenport & Jeanne
2008 and there were a total of 327 G. Harris: Competing on Analytics,
respondents representing senior and Harvard Business School Press (2007).
middle management in Finland’s 500
Timothy S. Breene, Paul F. Nunes &
largest companies and major public
Walter E. Shill: The Chief Strategy Officer,
sector organisations. The respondents
Harvard Business Review (October 2007).
represented a total of over ten
different industries, with manufac- Robert S. Kaplan & David P. Norton: The
turing, public administration and Office of Strategy Management, Harvard
retail and wholesale trade being the Business Review (October 2005).
best represented sectors.
Henry Mintzberg: The Fall and Rise of
Strategic Planning, Harvard Business
Review (January-February 1994).
10 Insight | Strategy Survey