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  • Growth: 19th Annual Global CEO Survey: PwC
    and to a lesser extent Germany and the UK remain the countries that most CEOs cite among their top overseas growth markets CEOs also continue to see investment opportunities across the BRICs despite the complicated picture they present India which has continued to do well under Prime Minister Narendra Modi s pro business government is now among CEOs five most promising overseas markets Brazil meanwhile has slipped only a notch despite its political and economic problems Even Russia has held fast despite geopolitical tensions and its heavy dependence on oil and gas While a few years ago CEOs might have been tempted to consider the BRICs as one bloc so to speak today they seem to be sizing up opportunities on a case by case basis Some are employing a wait and see approach to these markets while others are forging ahead bolstered by their confidence in these countries longer term fundamental strengths not least a large and growing middle class After two years Mexico is back in the list of top ten countries and is also CEOs highest ranked non BRICs emerging market The UAE is also in the top ten and is currently the bright spot in the Middle East given its relatively lower dependence on oil revenues Moving beyond globalisation This complicated world picture isn t just being shaped by economic and geopolitical trends We believe there is a more fundamental shift taking place namely from a globalising world to one with many dimensions of power growth and threats a transition that we call multi polar The majority of CEOs already anticipate this shift 59 expect multiple economic models 75 expect increasing regionalisation in trade over 81 see increasingly divergent systems of laws and liberties and 83 predict differing fundamental belief systems underpinning societies No wonder there is so much concern about growth and where it will come from The one area where CEOs in contrast see greater convergence is the internet but even this plays a core role in highlighting divergent beliefs even as it brings the world closer together This greater devolution of power brings both threats and opportunities Different points of view exacerbated by economic insecurities are certainly leading to more conflict But regional trading blocs for example can lead to better quality trade agreements and policies There s evidence that most business leaders for example are optimistic about deeper economic integration as a result of the Asia Pacific Economic Cooperation APEC This isn t to say that globalisation is dead The climate change accord reached at the United Nations Climate Change Conference in Paris in December 2015 is a good example of inter governmental cooperation Given the plethora of uncertainties CEOs are facing it s little wonder that they re divided about whether there are more threats or opportunities today Two thirds of CEOs 66 believe that their business faces more threats today than three years ago while almost as many 60 see more opportunities You ve got to run a company for

    Original URL path: http://www.pwc.com/gx/en/ceo-agenda/ceosurvey/2016/growth.html (2016-02-10)
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  • Greater expectations: 19th Annual Global CEO Survey: PwC
    us and very much aligned with our company purpose according to Denise Morrison President and Chief Executive Officer of US based Campbell Soup Company And what about the expectations of emerging markets consumers They face the challenges of forging a middle class lifestyle amid diminishing access to natural resources and rapid urbanisation with its associated problems like pollution and overcrowding CEOs in Africa and Asia Pacific are more likely to say that their customers seek out organisations that address the needs of a wider set of stakeholders 39 and 31 respectively compared to the global total 27 Yet interpreting customer views isn t a simple black or white picture Those same emerging markets consumers in Asia Pacific for example are still happy to drive SUVs as opposed to more fuel efficient vehicles And there s evidence that those same millennials who value so called green products and services are also driven by getting the best deal as a consequence of the internet and the digital way of doing things customers basically want to do a lot of things themselves They re self directed as we call it They know everything They Google everything Therefore they come to the bank with a completely different expectation Ralph Hamers CEO ING Group Netherlands I think our social purpose and the associated emotional engagement from our colleagues is one of the keys to developing a winning successful strategy for Legal General Why that is important is it creates tremendous trust amongst our customers and the other politicians who are helping shape the future whether those are local politicians or national politicians and they want to engage with trustworthy companies Dr Nigel Wilson CEO Legal General UK A central concern the quest for trust It s hard enough for companies to juggle current customer expectations while delivering results year in year out Yet CEOs know that they must take on an even more challenging task and that is to start preparing their businesses today for the more complex customers of tomorrow They worry that not doing so could impact trust in their brand creating a significant risk to the long term viability of their business CEOs are all too familiar with the fallout from breaches of trust Over half the CEOs surveyed 55 are concerned about the lack of trust in business today compared with 37 just three years ago The Edelman Trust Barometer 2015 also showed that public levels of trust in business in 2015 had declined to the lowest level since 2008 and that CEOs were seen as among the least credible sources of information The challenge facing business leaders is this are they trusted to help navigate this increasingly complex landscape Perhaps the most eloquent description of the problem was articulated by John Nelson chairman of Lloyd s the global specialist insurance market As he explained to a meeting of business leaders in 2015 Most concerning of all in my mind is that we are seeing a definite shift in the attitudes

    Original URL path: http://www.pwc.com/gx/en/ceo-agenda/ceosurvey/2016/greater-expectations.html (2016-02-10)
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  • Transformation: 19th Annual Global CEO Survey: PwC
    the likes of Airbnb and its sharing economy peers Most companies however struggle to achieve innovation led growth Innovating to meet customers changing demands for sustainable and ethical goods and services adds a challenging dimension to this pursuit one that many companies are only just beginning to address This probably explains why fewer numbers of CEOs are making significant change in maximising the societal value of their R D and innovation and developing ethical products and services The people edge As companies look to meet the complicated expectations of stakeholders and society they will need a new generation of people with an entrepreneurial mindset who can harness technology and drive innovation Sometimes it s easy to equate technology led success solely with Silicon Valley internet models However PwC s comprehensive study of the world s self made billionaires showed that over 80 of these mega wealthy individuals made their fortunes in highly competitive markets like consumer products retail or business services This means that almost any market can be reinvented It s no wonder then that 72 of CEOs are concerned about the availability of key skills particularly with 48 planning to increase headcount in the coming year And it explains why by far the most CEOs 75 say that a skilled educated and adaptable workforce should be a priority for business in the country where they re based This is such a vital factor that CEOs see it as a top priority for both business and government together Brian Moynihan Chief Executive Officer at Bank of America Corporation acknowledges the importance of people Even with all the new technology people skills are actually more important now Whether it s providing day to day services in our bank branches or managing our data analytics it s all about people So what are CEOs doing to develop the workforce they need for today and tomorrow Nearly half are making changes to how they develop their leadership pipeline It s not hard to understand why This new generation of leaders has grown up in a different world and is better equipped to tackle thorny societal issues Think about the new skills that CEOs need to be comfortable with if current CEO predictions are right They ll need to be able to operate in a world with multiple stakeholders different values and diverse attitudes toward law and rights all in an increasingly volatile economic context In addition they will have to be comfortable with data analytics and many new technologies This type of leader will also need to be able to develop new leaders with the right skills and adaptability to deliver the people edge required Focusing on the leadership pipeline will also help ensure that future leaders can present consistent messages to the wider employee base and the visibility and tone from the top that s necessary to turn words into action The ability to align the entire workforce behind business and growth goals however is also critical to execution As Susan

    Original URL path: http://www.pwc.com/gx/en/ceo-agenda/ceosurvey/2016/transformation.html (2016-02-10)
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  • Measuring success: 19th Annual Global CEO Survey: PwC
    reporting information with coverage that s both deep and broad It s clear that CEOs recognise the importance of data and analytics with most citing this as the technology that they think provides the highest return for stakeholder engagement The thirst for better speed and accuracy in this more dynamic environment is growing and new competitors who start with a fresh faster measurement system are driving entire industries forward at a quicker pace Can everything be confidently measured Getting a good grip on measuring innovation and people processes is fundamental But as customer expectations change CEOs also recognise the need to widen the scope of what they measure to include stakeholder inputs that lie outside their immediate business environment Seventy two percent of CEOs spread across all regions say their company reports on both financial and non financial matters In five years time 81 think that the most successful organisations in their sector will be doing this And 76 say that business success in the 21st century will be defined by more than just financial profit The ability of companies to consider non financial indicators of success is testament to how dramatically the field of sustainability reporting and measurement has grown in the last 15 years Going forward the adoption of the United Nations Sustainable Development Goals will help drive the measurement of a wider range of impacts Technology and data again are key digitising and instrumenting business processes can improve efficiencies recognise and account for hidden costs and create greater transparency around areas like resource consumption and waste generation Existing frameworks for reporting on environmental social and governance ESG standards are an important starting point to improve the visibility of corporate actions for customers and other stakeholders The Global Reporting Initiative GRI for example provides sustainability reporting guidelines while the International Integrated Reporting Council IIRC supports integrated reporting for annual reports and the Sustainability Accounting Standards Board SASB is aimed at sustainability content for regulatory financial filings for US listed companies Moving forward companies will need to call on a broader and more detailed set of tools to measure indirect value Non profit organisation B Lab for example which certifies companies that use their business as a force for good so called B Corps provides detailed and standardised impact assessment indicators and a customised platform for measuring those impacts Another approach is PwC s own Total Impact Measurement and Management TIMM model that integrates sustainability economic and tax indicators to evaluate an organisation s total impact This helps decision makers understand the net effect of their actions and assess the trade offs they have to make Of course no one is saying it is easy to apply robust methodologies to measure indirect value No matter what tools are used some things may not lend themselves to precise metrics Yet without attempting to measure more of these areas there s simply no way that companies can effectively allocate finite resources in a cost effective way to address the things that

    Original URL path: http://www.pwc.com/gx/en/ceo-agenda/ceosurvey/2016/measuring-success.html (2016-02-10)
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  • Navigating complexity: 19th Annual Global CEO Survey: PwC
    the first thing we need to do is to be clear with everybody about what we are trying to achieve What does good food mean and what do we want and making sure this is clear for everybody I think clarifying up front exactly what we mean when we want to achieve these things is a critical first step around alignment Dirk Van de Put CEO McCain Canada there are core values that are non negotiable for any enterprise These core values of trust integrity transparency objectivity fairness these are completely non negotiable Chitra Ramkrishna Managing Director and CEO National Stock Exchange of India Limited NSE India PwC s Strategy recently studied some of the world s most successful companies noting that a key part of their success was committing to an identity and aligning their entire organisation around that As Ralph Hamers CEO of Netherlands based financial institution ING Group explains Bringing the purpose alive in a company means that you have to be able to explain that the purpose is real it s one to be followed it s the starting point of everything you do In successful organisations there s a tighter integration of strategy through execution than we have ever seen in the past What gets done needs to be tightly linked to how it gets done both for speed and differentiation This approach enables a business to define a compelling and distinctive customer value proposition that s aligned with its purpose a business strategy focused on that proposition and an operating model and differentiated capabilities that can effectively deliver on the proposition Chitra Ramkrishna Managing Director and CEO of India s National Stock Exchange NSE recognises the value of organisational focus and alignment our primary goal is to build an institution of excellence it is an enterprise where the values are embedded enshrined in the people and in the processes Businesses with an unwavering focus on what they will or won t do can benefit not only from lower costs but also a more flexible operating model defined not by rigid rules and structures but by principles and values This will give them the speed and agility needed to navigate a volatile and disrupted environment Drawing on a company s purpose and strengths to identify and develop a few core cross functional capabilities is key to success There s evidence that companies that focus on a small set of distinctive capabilities are twice as likely as other companies to achieve higher than average profitability levels compared to competitors CEOs as we ve seen are caught between trying to resolve different sometimes conflicting stakeholder demands and doing so while trying to satisfy their own business needs in particular keeping costs down Being able to more effectively join up technology innovation and people can provide companies with the capabilities to do just that This involves gaining a deep understanding of what customers care about and what their own company stands for across very different markets and governments

    Original URL path: http://www.pwc.com/gx/en/ceo-agenda/ceosurvey/2016/navigating-complexity.html (2016-02-10)
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  • CEO interviews: 19th Annual Global CEO Survey: PwC
    sells its products in 120 markets Richard Goyder Managing Director Wesfarmers Australia Wilson Ferreira Jr CEO CPFL Energia Brazil Dirk Van de Put CEO McCain Canada Mikko Helander President and CEO Kesko Corporation Finland Jean Bernard Lévy CEO and Chairman EDF France Jean Bernard Lévy we re very aware that we re at a turning point in the energy industry The industry is changing very fast and we need to change with it That s motivating It s an exciting area where daily life the economy geostrategic considerations regulations etc intersect It s the world s future Providing everyone with electricity is a very fulfilling mission View profile new window Takeshi Niinami President and CEO Suntory Japan Fernando Gonzalez Olivieri CEO CEMEX Mexico Michael Daniell Managing Director and CEO Fisher Paykel Healthcare Corporation Ltd New Zealand Michael Daniell For a business to be sustainable it requires many factors attracting people retaining people having the right business model and competitive advantage To me it is the long term picture that is important View profile new window Larry Ettah Group Managing Director UAC of Nigeria Larry Ettah There s always that challenge of determining whether the metrics of success will be for today or for the future Looking at the short term and the long term there s always been that tradeoff between the business imperative and the social imperative I believe that they both have to strike the right balance but the challenge is how to get that right balance I also believe strongly that the search for responsible private profit can sometimes lead to the creation of social good View profile new window Manuel Manrique President and CEO Sacyr Spain Manuel Manrique Based on our forecasts I think we have to get used to a continually changing world which is increasingly dependent on the actual demands of citizens that has a complex economy requiring huge effort on an ongoing basis to adapt survive and grow View profile new window André Calantzopoulos Chief Executive Officer Philip Morris International Inc Switzerland André Calantzopoulos I believe shareholder value is not about increasing the short term stock price but about a set of strategic actions led by innovation and employee commitment that aim at long term value creation in a sustainable manner View profile new window Canan M Özsoy President and CEO General Electric Turkey Richard Pennycook CEO The Co operative Group UK Denise Morrison President and Chief Executive Officer Campbell Soup Company US Susan Lloyd Hurwitz CEO and Managing Director Mirvac Group Australia Guillermo Tagle Chairman Credicorp Capital Chile Guillermo Tagle These days in this transparent world that we live in there is no way of working other than with total transparency Commercial Engineer at the Catholic University of Chile and MBA of UCLA Deputy Professor at Pontifical Catholic University of Chile and President of IM Trust Credicorp Capital since 2015 In addition he is Vice Chairman of the Capital Market Advisory Council Ministry of Finance and holds a number of other posts

    Original URL path: http://www.pwc.com/gx/en/ceo-agenda/ceosurvey/2016/ceo-interviews.html (2016-02-10)
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  • Explore the data: 19th Annual Global CEO Survey: PwC
    in a web page Show controls Hide controls Width Height No results provided for this geography Window size has changed significantly The page will be reloaded About this tool This is the interactive data explorer tool for the 19th Annual Global CEO Survey launched in January 2016 It shows responses for 1 409 CEOs surveyed between September and December 2015 How to use this tool Step 1 Select a theme and then a survey question to view responses in the chart shown Step 2 Select up to nine geographies regions and countries and or industries to customise the chart using the filters provided Step 3 You can share your chart across a range of social media platforms Points to help you navigate Once you ve chosen your filters in the Main view scroll back up to select the industry or geography you want to view by clicking the relevant industry or geography tab just above the chart For a number of the questions there are two chart views Main and Alternative The alternative view allows you to compare results either for all options across multiple geographies and industries or for an individual option across multiple geographies and industries When you click from one question to another or from the Main view to the Alternative view within one question any filters you have selected will remain Click Reset all filters to remove all filters Hover over the bars in the chart to see the percentage of respondents for each data point Please note Not all figures add up to 100 due to rounding of percentages and exclusion of neither nor and don t know responses The filters do not allow comparison of one industry in a particular geography e g it s not possible to see what automotive CEOs in Spain

    Original URL path: http://www.pwc.com/gx/en/ceo-agenda/ceosurvey/2016/explore-the-data.html (2016-02-10)
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  • Contact Us
    insights Download 365 app 2016 US CEO survey Video library 10Minutes Center for Technology and Innovation Financial Services Institute Technology Institute Health Research Institute Center for Board Governance PwC s Investor Resource Institute Point of view View CFOdirect About us Alumni Alliances Awards Corporate responsibility Diversity Our global site Press room Video library Careers PwC Open University United States International PwC Sites Commonly visited PwC sites Global Australia Brazil Canada

    Original URL path: http://www.pwc.com/content/pwc/global/forms/contactUs.en_us.html?parentPagePath=/content/pwc/us/en/forensic-services/video/cyber-security&contactLink=/content/pwc/us/en/contacts/d/david-b-%0A%0Aburg-003&style=pwc&territory=us (2016-02-10)
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