TCS Survey - A cross-industry survey to explore the top strategic focus areas of top-performing organizations to learn what they do differently.

1. TCS
Survey
Fall 2023
The future
of operations
How cognitive
operations improve
business performance

2. 2
About the survey
Evolve to a futuristic operations model
Top 10 essential takeaways
Takeaway 1
Top strategic focus areas
Takeaway 2
Top enablers in achieving priorities
Takeaway 3
Breaking down organizational silos
Takeaway 4
The importance of AI/ Cognitive/Automation technologies
Takeaway 5
Change management and ecosystem collaboration
Takeaway 6
Successful AI/Automation deployments
Takeaway 7
New ways of engaging with IT partners
Takeaway 8
Future planned technology investments
Takeaway 9a,9b,9c
Top enablers for creating new business models
Top enablers for profitability& cashflow
Top enablers for CX, EX, and ESG
Takeaway 10
Pacesetters’ principles
Pacesetters: What they do differently
Recommendations
The path to performance: Enablers of futuristic operations
#1 Digital & data-driven foundation
#2 Technology harmonization
#3 Business outcome focus
#4 Integrated operations
Conclusion: Rewriting the rules of enterprise business operations
Demographics
Contents

3. 3
About the survey
Optimize
Industrialized frameworks,
cognitive technologies,
process simplification for
higher efficiency
Transform
Reimagine processes &
integrate operations for
business intelligence,
agility & resilience
Grow and scale
New business models
for new revenue streams.
Enabling a future-ready
enterprise in perpetual
transformation
We asked 300 C-suite leaders questions about their organizations, including:
Top strategic
focus areas
Enablers of key
business priorities
How to break down
organizational silos
Current & future role of AI
in technology
Successful technology
deployments and
dependencies
Future planned
investments in
technology
How are companies building out their future business operations strategies for 2024?
To find out, TCS Thought Leadership Institute conducted an eight-question, cross-industry survey to explore the top strategic focus areas
for more than 300 C-suite executives in Australia, France, Germany, UK and US. The survey also looks at top-performing organizations, or
Pacesetters, in these countries to learn what they do differently.
(Note: Findings are based on combined “Significant” and “Moderate” responses.)

4. 4
Evolve to a futuristic
operations model
89% Digital & data-driven foundation
88% Technology harmonization
86% Business outcome focus
83% Integrated operations
A more intelligent, integrated approach to business operations
offers widespread and lasting benefits—including cost savings,
growth and transformation.
* (n=304)
Why it matters
A more intelligent, integrated
approach to business operations
offers widespread and lasting
benefits—including cost savings,
growth and transformation.
The survey uncovered 4 enablers*
to a futuristic operations model.
This presentation is based on findings from all survey respondents.

5. Top 10 takeaways

6. 6
Top 10 takeaways
The top strategic focus areas rankings:
■ #1 New business models
■ #2 Profitability and cashflow | Employee experience & well-being
■ #3 Customer experience
1
Meeting the top strategic priorities and building future-ready operations requires
these critical enablers ranked in order of priority:
■ Digital and data-driven operations
■ Simplifying and modernizing the technology landscape
■ Leveraging ecosystem partners
2
The most important factors to break down silos and create integrated operations are:
■ Creating autonomous teams moving in unison
■ Integrated organizational structure
■ Change management | Creating common goals
3
AI/Cognitive/Automation technologies are essential for:
■ Environmental, social, governance (ESG)
and sustainability efforts today
■ ESG and sustainability efforts in the future
■ Managing/improving supply chains in the future
4
9
8
7
6
Topdependencies for successful technology deployments are:
■ Change management | Ecosystem collaboration
■ Company culture | Visibility into ROI | E2E integrated approach
■ Interoperable technologies
5
Top enablers for creating new business models; profitability & cashflow,;and CX,
EX and ESG:
■ Harmonizing multiple technologies
■ Simplifying and modernizing the technology landscape
■ Leveraging ecosystem partners | Digital and data-driven operations
When asked about planned technology investment for the next 6 to 12 months:
■ #1 Cloud
■ #2 IoT | Robotics
■ #3 Automation
When asked about new models of engagement, 42% of respondents said they are:
■ Actively considering a new one with IT partners within the next 6 to 12 months
The top dependencies for successful AI/Automation technology deployments are:
■ The right technology selection for the right processes
■ Governance | Quality data
■ Engagement with business | Clear business charter
Pacesetters’ principles—how they achieve greater operational success:
■ Simplification & modernization
■ Blend process, domain & technology
■ Ecosystem partnerships
■ Harmonize multiple technologies
10

7. 7
Ranking
1
2
3
New business models
Profitability & cashflow
Employee experience & well-being
Customer experience
Q1. Which of the following are the current top three focus areas?
Employee experience and well-being I New products/services at speed I New business models I Profitability
and cashflow I Customer experience I Talent transformation I ESG (Environmental, Social, Governance) I
Regulatory compliance
(n=304) (Answer options: Minor, Moderate, Significant)
New business
models are the top
strategic focus area
Why it matters
The ability to better respond to a highly dynamic business environment through artificial intelligence (AI) and other advanced digital technologies promises to give companies the
opportunity to continually innovate and reshape their business models.
88% of survey respondents said that “Harmonizing multiple technologies” is critical for achieving strategic business priorities, including new business model execution.
Takeaway 1

8. 8
89% of CXOs ranked
digital and data-driven
operations most
important to achieve
business priorities
Why it matters
A digital and data-driven organization can see the following advantages:
■ Improved efficiency with streamlined operations and automated routine tasks that reduce costs.
■ Better decision making based on more informed decisions from real-time insights.
■ Improved customer experience from customer insights that enable faster, more reliable services and products.
■ Competitive advantage from better data, better insights, faster rollout, better products, more agile and better response to changing market conditions.
■ Innovation from enabling experimentation with new ideas and technologies more quickly and easily.
■ Effective technology deployment using automation, with less risk and faster time to market.
Digital and data-driven operations
Simplifying and modernizing the technology landscape
Ranking
1
2
Q2. How much of a role do the following aspects play in achieving your selected business priorities?
Integrating the siloed operational layers I Agility in operations transformation I Adaptability to business needs I
Simplifying and modernizing the technology landscape I Digital and data-driven operations I Business outcome mindset I
Blending process, domain and technology I Harmonizing multiple technologies I Leveraging ecosystem partners
(n=304) (Answer options: Minor, Moderate, Significant)
Leveraging ecosystem partners
3
Takeaway 2

9. 9
Autonomous teams
moving in unison can
help break down
organizational silos
Why it matters
Our survey shows breaking down organizational silos is most dependent on creating autonomous teams moving in unison.
Teams must be empowered to:
■ Collaborate across the team and all departments, with the ability to make decisions independently.
■ Share cross-functional skills by breaking down barriers so that collective knowledge can be fully leveraged to the benefit of the larger organization.
■ Be innovative and creative. Autonomy brings a sense of ownership and encourages teams to explore new ideas and methods to solve problems. This leads to cross-functional
collaboration and better communication between teams—and ultimately, increased innovation throughout the organization.
■ With greater flexibility. Autonomous teams are better equipped to not only be more responsive to changes that occur within a business or industry, but are also more responsive to
new challenges, opportunities, or changes in customer behavior.
Ranking
1
2
Creating autonomous teams that can move in unison
Integrated organizational structure for operations
Q3. To what extent does breaking down organizational silos depend on the following?
Integrated organization structure for operations I Holistic and end-to-end view of data I Clearly defined insights and
experience layers I Collaboration I Leadership buy-in I Creating common goals I Communicating the unified vision I
Company culture I Change management and governance I Creating autonomous teams that can move in unison
(n=304) (Answer options: Minor, Moderate, Significant)
3 Change management
Creating common goals
Takeaway 3

10. 10
AI/Cognitive/
Automation technologies
are essential for ESG
efforts now—
and in the future
Why it matters
▪ Environmental, social and governance (ESG) initiatives are fast becoming table stakes in business because they can uplift a company’s reputation and overall success.
Organizations need to have benchmarks established not just regionally but around the globe.
▪ Artificial intelligence (AI) tools can collect and analyze all the governance data, even as regulations change, track ESG performance, risks and opportunities based on these
benchmarks and provide insights that inform decision making while strengthening future sustainability strategies.
▪ The survey findings also support the belief in the potential of AI to transform supply chains of the future. AI can be used to automate tasks, forecast demand, optimize routes,
manage inventory and monitoring, predict outcomes and monitor security and compliance across all these areas.
▪ The use of AI could also be integrated with robotics and autonomous vehicles to handle order delivery, packing and transportation tasks. In addition, the integration of blockchain
technology will likely become another focus area in the future, making the logistics network more transparent and secure.
Ranking
1
2
Sustainability efforts (ESG) today
Sustainability efforts (ESG) in the future
Q4. How much of a role do AI/Cognitive and Automation technologies play in the following:
Your IT and business operations today I Your future IT and business operations I Weathering the current economic
situation I Weathering a possible future recession I Managing or improving your business supply chains today I Managing
or improving your business supply chains in the future I Managing and/or sourcing your workforce (HR) today I Managing
and/or sourcing your workforce (HR) in the future I Sustainability efforts/ESG today I Sustainability efforts/ESG in the future
(n=304) (Answer options: Minor, Moderate, Significant)
3 Managing/improving business supply chains in the future
Takeaway 4

11. 11
Successful technology
deployments are
most dependent on
change management
and ecosystem
collaboration
Why it matters
Change management is a necessary discipline to ensure successful deployment of any
technology because it lets your organization:
■ Identify and manage stakeholder expectations
■ Plan for change
■ Communicate change
■ Engage stakeholders
■ Do training and development
■ Monitor and measure progress
Ranking
1
2
Change management
Ecosystem collaboration
Company culture
Visibility into ROI
End-to-end integrated approach
Q5. How much does the success of a technology deployment depend on the following?
Company culture (embracing change, innovation culture, education on the value of new technology, executive buy-in, trust in the
technology) I Removal of "action bias" (adopting new technology merely because its new, fear of missing out on trendy technology,
fear of "Uberization", or pursuing innovation at the expense of other considerations) I Change management and governance I
Visibility into return on investment I End-to-end integrated approach (process, domain and technology) I
Plug-n-play and ready-to-use solutions I Interoperable technologies I Availability of talent I Ecosystem collaboration
(n=304) (Answer options: Minor, Moderate, Significant)
Ecosystem collaboration is critical when working with an IT partner. A large-scale
ecosystem combined with customer-centric approach to solution delivery offers
advantages far beyond revenue, including:
3 Interoperable tech
Takeaway 5
■ Market access and customer value
■ Expanded market reach
■ Less expensive and easier customer acquisition
■ Improved service and product offerings
■ Integration & interoperability
■ Specialized expertise
■ Access to innovation
■ Scalability & flexibility
■ Risk mitigation and support

12. 12
The #1 dependency for
successful AI/Automation
technology deployments
is selecting the right
technology for right
processes
Why it matters
According to the survey, the top enabler for a successful AI deployment is
“Selecting the right technology for related processes.”
■ With generative AI being so prominent across every industry, organizations can
feel pressured with “action bias” and “fear of missing out” to move too quickly to
implement AI in a piecemeal manner, without a holistic strategy or business case
analysis.
Ranking
1
2
■ It is critical to select a process or a tool in context of the surrounding technology stack.
And because there can be dependencies, it is important to implement an AI solution in
the right order to create cohesion and across the entire value stream.
■ Another common scenario is when an organization moves too slowly from not
understanding the technology and implementing use cases with little or no value.
■ The key is to identify business areas and the associated business value, then identify
the most appropriate AI technology that aligns to those areas.
Right technology selection for right processes
Governance
Quality data
Q6. How much does the success of an AI/Automation technology deployment depend on the following?
Clear business charter I Agile approach to deployment I Focus on business outcomes I Right technology selection
for right processes I Strategic workforce planning and talent upskilling I Quality data I Engagement with business I
Change management I Governance
(n=304) (Answer options: Minor, Moderate, Significant)
Engagement with business
Clear business charter
3
Takeaway 6

13. 13
Most CXOs are seeking
a new model of
engagement within 6 to
12 months to help
execute on business
priorities
Why it matters
▪ Toefficientlyexecutekeybusinesspriorities,organizations areseekingtoengagewithITpartnerswhooffertechnicalcapabilities andexpertisenotavailablein-house.Thesurveyshowsthat42%ofthe300+CXOs
areactivelyconsideringnewengagementmodelswithinthenext6-12months.
▪ Possiblereasonsincludedealingwithslimmerprofitmarginsinthefaceofsignificant macroeconomic challenges aswellasthepushtofullyexploitgenerativeAIandotherAIofferings togaincompetitiveadvantage.
Q7. When thinking of future investment in digital operations, select one:
Actively considering new model of engagement with IT partners in the next 3 months I Actively considering new model of
engagement with IT partners in the next 6-12 months I Actively considering new model of engagement with IT partners in
the next 12-18 months I Not currently considering new model of engagement with IT partners
(n=304) (Answer options: Minor, Moderate, Significant)
Actively considering new model of engagement with IT partners in the next 6-12 months
Actively considering new model of engagement with IT partners in the next 12-18 months
Not currently considering new model of engagement with IT partners
Actively considering new model of engagement with IT partners in the next 3 months 27%
27%
42%
5%
Takeaway 7

14. 14
Why it matters
▪ Not surprisingly, Cloud is still a top priority for organizations as they continue to evolve and modernize their cloud infrastructure and applications.
▪ Although AI ranked #5 in the study, generative AI / ChatGPT is gaining traction in the marketplace as an invaluable tool for organizations seeking to innovate and differentiation
and it offers the potential to revolutionize the future of operations.
▪ This technology can be used to summarize and extract insights from unstructured data sources as well as for creative content creation, coding, product design, process
optimization, personalization, and product and services innovation.
▪ By leveraging generative AI, an organization can improve its operational efficiency, reduce costs, and enhance the customer experience.
Cloud ranks highest for
planned investment in
technologies
Ranking
1
2
3
Cloud
Automation
Technology investment in the next 6-12 months
IoT
Robotics
5
6
7
AI
Quantum computing
Q8. To what extend do you intend to invest in the following technologies in the next 6-12 months?
Artificial Intelligence I Automation I Cloud I Metaverse/AR/VR I Blockchain I IoT I Robotics I Edge
computing I Quantum computing I 5G
(n=304) (Answer options: Minor, Moderate, Significant)
5G
4 Edge computing 8 Metaverse
Takeaway 8

15. 15
Why it matters
▪ For those respondents who selected new business models as their biggest strategic priority, these three common enablers emerged.
▪ The findings highlight the importance of a common platform to harmonize multiple technologies, fully using your partner ecosystem to avoid having to build solutions from scratch,
and ensuring you have a digital and data-driven operations.
(n=304) Findings were calculated by cross response tabulation.
Top enablers for
creating new
business models
Ranking
1
2
3
Harmonizing multiple technologies
Leveraging ecosystem partners
Digital and data-driven operations
Takeaway 9a

16. 16
Why it matters
For the CXOs who selected profitability & cashflow as their biggest strategic priority, these three common enablers emerged: Simplifying and modernizing the technology landscape, digital and
data-driven operations, and adaptability to business needs.
The survey findings underscore the need for digital and data-driven operations to achieve key business priorities.
(n=304) Findings were calculated by cross response tabulation.
Top enablers for
profitability &
cashflow
Ranking
1
2
3
Simplifying and modernizing the technology landscape
Digital and data-driven operations
Adaptability to business needs
Takeaway 9b

17. 17
Why it matters
 Across three key strategic focus areas—customer experience (CX), employee experience (EX) and environmental, social and governance (ESG)—common enablers emerged:
leveraging ecosystem partners, simplifying and modernizing the technology landscape, and tied for third place, digital and data-driven operations and blending process, domain &
technology.
 These findings highlight the importance of exploiting ecosystem partnerships, simplifying and modernizing the technology landscape, and ensuring your operations are digital and data dri
ven.
(n=304) Findings were calculated by cross response tabulation.
Top enablers for
CX, EX, and ESG
Ranking
1
2
3
Leveraging ecosystem partners
Simplifying and modernizing the technology landscape
Digital and data-driven operations
Blending process, domain & technology
Takeaway 9c

18. Why it matters
When compared to CXOs overall, Pacesetters focus on leveraging their partner ecosystem and how they are using technology in a simplified, more integrated way across their
organizations. Pacesetters embrace the key enablers for futuristic operations to run a higher-performing business.
Pacesetters are defined as those organizations whose performance was in the top third in their industry for revenue
and profit growth between 2018 and 2022; Followers are in the bottom third.
(n=304) (Answer options: Minor, Moderate, Significant)
Pacesetters’ principles:
How they achieve
operational success
When looking at what top-performing companies, or Pacesetters, are doing differently and what they have in
common, the following enablers emerged:
44% vs
Pacesetters
25%
Followers
Leveraging partner
ecosystem
43% vs
Pacesetters
30%
Followers
Simplification &
modernization
40% vs
Pacesetters
31%
Followers
Blend process,
domain & technology
42% vs
Pacesetters
33%
Followers
Harmonize multiple
technologies
Takeaway 10

19. Pacesetters:
What they do
differently

20. Pacesetters: How does your
organization’s strategy compare?
Q1. Top 3 strategic
focus areas
1
■ New business models
■ Profitability & cashflow
■ Employee experience and
well being
2 Customer experience
3 New products/services at speed
* Pacesetters are defined as those organizations whose performance was in the top third in their industry for revenue and profit growth between 2018 and
2022; Followers are in the bottom third.
Multiple bullets in the columns indicate responses that were statistical ties.
Q2. Level of influence
in achieving selected
business priorities
1
▪ Digital and data-driven
operations
▪ Harmonizing multiple
technologies
2 Simplifying and modernizing
the technology landscape
3 Adaptability to business needs
Q3. Breaking down
organizational siloes
dependencies
1 Change management
and governance
2
▪ Holistic and end-to-end
view of data
▪ Creating autonomous
teams that can move in
unison
3
▪ Clearly defined insights
& experience layers
▪ Company culture
Q4. Role of
AI/Cognitive/Automation
1 Managing or improving your
business supply chains today
2 Managing and/or sourcing
your workforce in the future
3 Sustainability efforts/
ESG today

21. Pacesetters: How does your
organization’s strategy compare?
Q5. Successful
technology deployment
dependences
1
■ Visibility into return on
investment
■ Ecosystem
collaboration
2 Change management
and governance
3
End-to-end integrated
approach (process, domain
and technology)
Q6. Successful AI/
Automation deployment
dependencies
1 Right technology selection
for right processes
2
▪ Strategic workforce
planning and talent
upskilling
▪ Quality data
▪ Governance
3
▪ Clear business charter
▪ Engagement with business
▪ Change management
Q7. Timeline of
future investment in
digital operations
Next 6-12 months Robotics
Blockchain
Edge computing
1 1
Q8. Planned investment
in technology within the
next 6-12 months
2
3
* Pacesetters are defined as those organizations whose performance was in the top third in their industry for revenue and profit growth between 2018 and
2022; Followers are in the bottom third.
Multiple bullets in the columns indicate responses that were statistical ties.

22. Key Pacesetter findings: When compared to all respondents,
more Pacesetters follow the enablers to futuristic operations.
of Pacesetters believe simplifying and modernizing
their technology landscape significantly help
achieve their strategic priorities
of Pacesetters believe blending process, domain
and technology significantly help achieve their
strategic priorities
of Pacesetters believe harmonizing multiple
technologies significantly help achieve their
strategic priorities
vs
44% 25% vs
43% 30%
vs 33%
42%
vs 31%
40%
of Pacesetters believe leveraging ecosystem partners
significantly help achieve their strategic priorities
44% 43%
40% 42%

23. Recommendations

24. Futuristic operations enablers
88%
Harmonization of
technologies
83%
Integrated
operations
Digital & data-
driven foundation
89%
The four enablers of futuristic business operations
Organizational leaders are recognizing the need for a new, more integrated approach to business operations, one that is more resilient, adaptable and intelligent.
One that enables the business to take advantage of the unprecedented, accelerated pace of change. One that leverages new technologies like automation and AI,
new collaborative models, and smarter business processes to become more responsive to a complex and fluid environment.
As defined by TCS and supported by the findings in this survey, there are four key operations enablers and the related benefits that can propel business into the
future and provide distinct competitive advantage.
86%
Business outcome
focus

25. Advantages
■ Improved efficiency: Streamlines operations and
automates routine tasks that reduce human error,
improve process efficiencies and reduce costs
■ Better decision making: Real-time insights
create a foundation for more informed decisions
■ Improved customer experience: Insights that enable
rapid innovation and more reliable services and
products that foster loyalty, based on customer data
and feedback
■ Competitive advantage: Better data translates to
better insights, faster rollout, better products, and a
more agile and better response to dynamic market
conditions
■ Innovation: Enabling experiment with new ideas
and technologies more quickly and easily
Enabler #1
Use a digital &
data-driven
approach

26. Advantages
■ Allows companies to leverage the strengths of
each technology and integrate them
seamlessly to create a more comprehensive
and innovative solution.
■ Eliminates redundancies and streamline
processes, which removes technological
roadblocks.
■ Accelerates product development process,
reduces costs,. and can enable the creation of
unique products or services that are competitive
differentiators
Enabler #2
Harmonize
multiple
technologies

27. Advantages
■ Creates alignment between all efforts, activities and
resources toward the achievement of specific
measurable and meaningful goals
■ Ensures strategies are practical, actionable
plans to achieve results
■ Enables organizations to accurately measure
success and progress, helping to monitor and
evaluate progress to make informed decisions and
data-driven adjustments
■ Facilitates better communication internally and
externally, promotes ownership and accountability
because everyone in the business has clear
understanding of what the core objectives are, and
how their role contributes to its progress
■ Helps businesses become better positioned to
achieve their strategic business priorities, meet
stakeholder expectations, and gain long-term
competitive advantage
Enabler #3
Focus on
business
outcomes

28. Advantages
■ Improved decision-making: When operational layers
are integrated, business leaders have access to
accurate, comprehensive data and get a clear picture
across the entire organization, empowering them to
make better decisions.
■ Improved efficiency: When different operational layers
work in silos, duplications in processes, systems and
efforts are the result. Integrating these layers ensures
that work is streamlined, and resources are utilized
optimally, which leads to improved efficiency.
■ Better communication: When operational layers are
not integrated, they cannot communicate effectively
with each other. This can cause delays,
miscommunications, and errors. Integrating siloed
layers can create a more cohesive organization, with
clear lines of communication and collaboration
between teams.
■ Increased agility: Siloed layers can make an
organization rigid and slow to respond to changes in
the market. Integrating these layers can help to
create a more agile organization, with the ability to
quickly adapt to changing business requirements.
Enabler #4
Integrate your
operations

29. Conclusion

30. Enterprise business operations:
Rewriting the rules
Senior executives in every industry are facing significant challenges in
business operations, including:
■ the need to simplify the technology landscape
■ achieve greater agility
■ leverage ecosystem partners
■ and maintain a continued focus on diversity and talent development
The evolving scope of digital technologies, especially AI and cloud, are
accelerating an already highly dynamic business environment. It is
essential for organizations to navigate the waves of disruptive change
and steer the business unwaveringly to its north star and future growth.
It can be overwhelming to create a business operations strategy with an eye
to the future while meeting immediate objectives. A proven technology
advisor can lead you toward the future in an efficient way that
generates the most value for your business.

31. We’re here to help
Visit: www.tcs.com
Get the full report and additional insights:
https://on.tcs.com/future-of-operations
TCS Cognitive Business Operations:
https://www.tcs.com/what-we-
do/services/cognitive-business-operations

32. Appendix

33. Survey demographics

34. About the survey
We surveyed CXOs in these industries:
Banking and
Financial Services
Insurance
Life Sciences and
Healthcare
Technology
Travel, Transportation, and
Hospitality(Accommodations &
Food Svcs; Transportation & Logistics)
Communications, Media, and
Technology & Information
Services
Energy, Resources,
and Utilities
Consumer Packaged
Goods
& Distribution
Manufacturing Retail
TCS surveyed
C-suite executives in
10 sectors across
Australia, Germany,
France, UK and US
with revenue
$5 billion or greater

35. Organization headquarters Industry classification Job title
USA 33%
Banking & Financial Svcs
Technology
19%
13%
C-suite officer (CEO, COO,
CMO, CCO, CIO, CHRO,
CFO, CPO)
Germany 17%
Manufacturing
Transportation & Logistics
11%
10%
UK 17%
Healthcare & Life Sciences
Retail
10%
8%
Consumer packaged goods 7%
Australia 17% Accommodation & Food Services 7%
Communication/Media/Information
Energy, Resources & Utilities
Publishing
7%
7%
1%
France 16%
Demographics
100%

36. Company annual revenue
USD $5 billion to less than $10 billion 36%
USD $10 billion to less than $20 billion 33%
USD $20 billion to less than $50 billion 17%
USD $50 billion to less than $75 billion 6%
USD $75 billion to less than $100 billion 5%
USD $100 billion to less than $200 billion 2%
USD $200 billion or greater 2%

37. Industry segment breakdown
Financial services (B2B securities
and investment services) 11%
8%
Banking & credit institutions (B2Cretail
banking, credit cards, private wealth
management, home mortgages, etc.)
Financial services (NET) - 19% Communications/Media/Information (NET) - 7%
1%
Life/property/casualty insurance
Telecom/cable/internet provision 2%
Broadcasting (radio and TV) 1%
Internet-only publishing 1%
Motion pictures/streaming video content producers 1%
Data suppliers (business and consumer information) 1%
Hospitals & other
healthcare
service providers
7%
1%
Pharma/biotech
prescription drugs 2%
4%
4%
Electronic components
(semiconductors, etc.)
Software (Consumer and
enterprise software
Mobile device makers
Computer hardware
& peripherals
Communication HW/SW
Cloud computing services
Technology (NET) - 13% Manufacturing (NET) - 11%
Medical devices
Medical products
2%
1%
1%
1%
Home construction/building materials 2%
Chemicals 2%
Paper/publishing equipment 2%
Aerospace & defence 1%
Electrical equipment/consumer electronics 1%
Apparel and accessories manufacturing 1%
Automotive 1%
Aircraft/engines 1% 0.3%
Healthcare & Life Sciences (NET) - 10%

38. Industry segment breakdown
Department stores &
apparel stores
Groceries & pharmacies
Home furnishings (furniture
& home improvement)
Mass merchandising
Office supplies &
computers/electronics
3%
2%
2%
1%
0.3% 1%
1%
2%
3%
Health & beauty products
(excluding pharmaceuticals)
Food & beverage (non-alcoholic)
Household products
(cleaning, detergents, etc.)
Alcoholic beverages
(beer, wine, liquor, etc.)
Electricity
Gas
Oil & Gas (exploration,
refining)
Mining
Water
3%
1%
1%
1%
0.3%
0.3%
0.3%
9%
B2B/cargo transport
B2C transport 1%
7%
Hotels, hospitality,
restaurants
Other 0%
Telecom/cable TV/
Internet provision
Publishing (print &
online- newspapers,
magazines, books)
Retail (NET) - 8% Consumer packaged goods (NET) - 7% Energy & Utility (NET) - 7%
Transportation & Logistics (NET) - 10% Accommodation & Food Services (NET) - 7% Publishing (NET) - 1%
(n= 304)
Energy & Utilities (NET) - 7%

39. 13%
81%
7%
Determining Pacesetters:
Annual revenue change
between 2018 to 2022
S5. Comparing the years 2018 and 2022,
how did your company's revenue change?
Increase
No change
Decrease

40. Increase: 0%- 25%
Increase: 26%- 50%
Increase: 51%- 75%
Increase: 76%- 100%
Increase: 101%- 200%
Increase: 201%- 300%
Increase: 301%- 400%
Increase: 401% or
more
30%
29%
20%
11%
4%
6%
0%
0%
S5. By what percentage did revenue increase
between 2018 and 2022?
Determining Pacesetters:
Percentage of revenue increase
between 2018 to 2022

41. Decrease: 0%- 25%
Decrease: 26%- 50%
Decrease: 51%- 75%
Decrease: 76%- 100%
or more
0%
0%
74%
26%
S5. By what percentage did revenue decrease
between 2018 and 2022?
Determining Pacesetters:
Percentage of revenue decrease
between 2018 to 2022

42. 11%
82%
8% Increase
No change
Decrease
S6. Comparing the years 2018 and 2022,
how did your company's net profit change?
Determining Pacesetters:
Annual net profit change
between 2018 to 2022

43. S6. By what percentage did net profit increase
between 2018 and 2022?
Increase: 0%- 25%
Increase: 26%- 50%
Increase: 51%- 75%
Increase: 76%- 100%
Increase: 101%- 200%
Increase: 201%- 300%
Increase: 301%- 400%
Increase: 401% or
more
25%
36%
19%
11%
5%
4%
0%
0%
Determining Pacesetters:
Percentage of net profit increase
between 2018 to 2022

44. S6. By what percentage did net profit decrease
between 2018 and 2022?
Decrease: 0%- 25%
Decrease: 26%- 50%
Decrease: 51%- 75%
Decrease: 76%- 100%
or more
0%
3%
75%
22%
Determining Pacesetters:
Percentage of net profit
decrease between 2018 to
2022

45. Thank you
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