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  • People strategy for the digital age: A new take on talent: PwC
    the company be looking for and training their people for Where will we find the people we need But more importantly CEOs need to be sure that the business is fit to react quickly to whatever the future may throw at it and that means filling it with adaptable creative people working in a culture where energy fizzes and ideas spark into life If they can t be found they must be created Whatever technological innovations are ahead it s the people that will make the difference between eventual success and failure That s why CEOs need a people strategy for the digital age A volatile unpredictable world CEOs are standing on constantly shifting ground They see before them a boiling mix of opportunities and threats driven by technology that s mining new markets but which is also transforming everything around them from how their customers behave to what their people expect from work They re reacting by exploring new business models sectors and unexpected partnerships in a bid to adapt quickly find growth but increasingly to access the skills they need Share Share Skills at crisis point The skills shortage has become a crisis level priority for CEOs 73 name it as a threat to their business compared with 46 just six years ago The digital age has transformed a nagging worry into something far more challenging 81 of CEOs say they re looking for a wider mix of skills than they have in the past Businesses desperately need hi tech innovators and hybrid workers who understand not only their own sector but complex digital technology as well Share Share A new take on talent Success in the digital world demands new ways of thinking especially when it comes to talent Workers with the most in demand skills are creating a gig economy where they re in control of where and when they work Organisations in turn are rethinking their talent mix and exploring the potential of automation and CEOs have woken up to the value of diversity of thinking and experience to create value in the digital age Share Share Using data wisely There s still some way to go before organisations make the best possible use of the people data they collect Under half of organisations consistently use analytics to provide insight into how effectively skills are being deployed CEOs are fully focused on the role digital technology plays in engaging customers so why are they ignoring its value when it comes to engaging employees Share Great leadership required Competitive advantage in the digital age lies not in securing the best technology but in using and managing talent well and that demands truly great leadership But this is leadership in a radically transparent world where organisations are far more complex where ideas are a commodity and where talent is mobile and autonomous Leaders must create a culture where innovation thrives ideas spark into life and people whoever and wherever they are are bound together in a common

    Original URL path: http://www.pwc.com/gx/en/services/people-organisation/publications/people-strategy.html (2016-02-10)
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  • Spotlight on longevity: PwC
    inability to contemplate getting old until well we re getting old A new drug now promises an extended life span to mice and possibly man according to a recent issue of Time magazine Mice under this treatment have an average life span that s 1 77 times longer If the same were applied to humans we could see life extending to 142 years But while disrupting the ageing process could carry a number of rewards it carries its own risks and challenges Let s face it today s ageing population isn t the same as it perhaps was in your grandfather s day As the Economist reported recently Japan is serving as the world s laboratory for selling to older consumers with companies prototyping a whole range of products aimed squarely at the so called Grand Generation One area likely to see major growth from older consumers is the digital health sector As outlined in Health wearables Early days as wearable technology becomes cheaper and more sophisticated and data quality improves these devices and their associated apps will become a part of consumers lives and the health ecosystem Unlike their predecessors the new grey brigade will be digitally savvy and expect technology to be integrated into and add value to their daily lives How companies and governments innovate to meet the expectations and needs of an older generation that still has much to contribute will be crucial for maintaining social and economic balance in an increasingly uncertain world Getting old used to have limited consequences in a global society where for the most part people didn t live that long Increasingly though thanks to a growing middle class and the improvements to diet and healthcare that come with that economic status millions more of us are living longer On the one hand then longevity is a great triumph of the modern world At the same time however as our We the urban people report points out the greying planet megatrend could foreshadow broad global challenges to business and economic performance These include the healthcare sector social services and pension systems that risk being overwhelmed by a massive shift in elderly populations while fewer working age people to support such systems compounds the problem Mitigating these challenges is the fact that the majority of the elderly will live in cities Tokyo and Seoul have already experienced a significant ageing in their demographics and they ll soon be joined by the likes of Berlin Madrid and Milan Already cities are getting smart in how they build infrastructure create employment opportunities and provide social services to enhance the lives of older citizens By 2025 there are going to be one billion more people on the planet 300 million of which will be people aged over 65 This shift in age demographics will also have profound effects on the products and services companies must offer to stay competitive For example the financial services sector will need to shift from lending towards helping people to

    Original URL path: http://www.pwc.com/gx/en/research-insights/spotlight/longevity.html (2016-02-10)
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  • Global Airlines & Airports statement of capabilities: PwC
    events and discussions Strategy Research insights View featured Browse by issue Browse by industry Browse by service Monthly highlights Spotlight The CEO agenda CEO insights blog Careers About PwC Technology careers Employer of choice Our history PwC Professional Employability Aspire to lead PwC s series on leadership and gender equality Country job search Explore careers with Strategy Press room Facts and figures Press contacts Analyst relations Global International PwC Sites Commonly visited PwC sites Global Australia Brazil Canada China Hong Kong France Germany India Italy Japan Mexico Middle East Netherlands Russia Singapore South Africa South Korea Spain Sweden Switzerland United Kingdom United States Complete list of PwC territory sites Global Airlines Airports statement of capabilities Rising to your challenges Download Airlines and airports literally keep the world moving Vast quantities of people and goods are moving by air around the world around the clock Air transport plays a vital role in business trading and personal relationships within and between all regions of the world More than three billion people and 50 million metric tons of cargo were transported by air in 2013 Airport operators and the airline industry face critical challenges Airlines and airports have the lowest return on invested capital in the whole air transport value chain They are global industries where competition is in many senses more global than in other sectors Investments have increased capacities in airports as well as airplanes and this competitive dynamic goes on Regulatory pressures are considerable There is a constant pressure to lower the cost base but at the same time there is the need to innovate product and service offerings to maximise a share of the growing air transportation market Growth itself is a big challenge for many airport operators as they strive to expand infrastructure capacity to match demand This

    Original URL path: http://www.pwc.com/gx/en/industries/transportation-logistics/publications/airlines-airports-issues-capabilities.html (2016-02-10)
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  • What does it take to be truly innovative: PwC
    Strategy Research insights View featured Browse by issue Browse by industry Browse by service Monthly highlights Spotlight The CEO agenda CEO insights blog Careers About PwC Technology careers Employer of choice Our history PwC Professional Employability Aspire to lead PwC s series on leadership and gender equality Country job search Explore careers with Strategy Press room Facts and figures Press contacts Analyst relations Global International PwC Sites Commonly visited PwC sites Global Australia Brazil Canada China Hong Kong France Germany India Italy Japan Mexico Middle East Netherlands Russia Singapore South Africa South Korea Spain Sweden Switzerland United Kingdom United States Complete list of PwC territory sites Sure innovation is key but what does it take to be truly innovative Sure innovation is key but what does it take to be truly innovative Watch the video Download Sure innovation is key but what does it take to be truly innovative the 15 second download Product and service innovation is the core of the growth strategy for many entertainment and media companies especially traditional players But this will only get you so far to be truly innovative you need a learning capability that s embedded throughout the enterprise and enables wider innovation in the areas from business models to metrics Fostering and driving diversity and knowledge sharing across all levels are pivotal to an organisation s ability to build a learning capability and deliver genuinely radical and disruptive innovation View Outlook subscription options and pricing Buy the Outlook Global entertainment and media outlook 2015 2019 60 second overview What is the Outlook Global data insights Segment data insights Book publishing Business to business Filmed entertainment Internet access Internet advertising Magazine publishing Music Newspaper publishing Out of home advertising Radio TV advertising TV subscriptions and licence fees Video games Key industry themes Hot

    Original URL path: http://www.pwc.com/gx/en/industries/entertainment-media/outlook/hot-topics/innovation.html (2016-02-10)
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  • How new robot trends are changing manufacturing: PwC
    or inspecting products or assembling minute electronics Also a new generation of collaborative robots ushers in an era of shepherding robots out of their cages and literally hand in hand with human workers who train them through physical demonstration Especially for small and mid sized manufacturers a question is arising sooner than most probably expected If prices keep declining and capabilities of robotic technologies keep expanding is now the time to hire some automated help Indeed many have already answered this question According a PwC survey of manufacturers 59 of are already currently using some sort of robotics technology How will these robotics trends impact US manufacturers and their global competitiveness The rise of robots There has been a recent surge in robotics globally reflected on a number of fronts in number of robot orders amount invested in robotics start ups and in the number of published patents on robotics technology Have robotics technology found its tipping point toward mass adoption Robots are landing new jobs in new industries Robots are being deployed beyond traditional automated tasks in the auto industry and are increasing ranks in sectors such as food and beverage and life sciences and doing work that requires dexterity and precision humans cannot achieve People robots creating a new kind of manufacturing workforce The emergence of so called collaborative robots is opening the door to greater human robot collaboration with robots leaving their cages and working literally hand in hand with their human colleagues Robots and flexible manufacturing How could robotics help manufacturers produce variants and customization of existing products dictated both by varying geographical preferences and needs and even by individuals Barriers to widespread adoption of industrial robots Much of the resistance to widespread adoption seems tied to cost expertise and a lack of understanding of how

    Original URL path: http://www.pwc.com/us/en/industrial-products/next-manufacturing/robotic-trends-changing-manufacturing.html (2016-02-10)
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  • The Future of Work – A journey to 2022
    PwC Technology careers Employer of choice Our history PwC Professional Employability Aspire to lead PwC s series on leadership and gender equality Country job search Explore careers with Strategy Press room Facts and figures Press contacts Analyst relations Global International PwC Sites Commonly visited PwC sites Global Australia Brazil Canada China Hong Kong France Germany India Italy Japan Mexico Middle East Netherlands Russia Singapore South Africa South Korea Spain Sweden Switzerland United Kingdom United States Complete list of PwC territory sites The Future of Work A journey to 2022 Download Tremendous forces are radically reshaping the world of work as we know it Disruptive innovations are creating new industries and business models and destroying old ones New technologies data analytics and social networks are having a huge impact on how we communicate collaborate and work Many of the roles and job titles of tomorrow will be ones we ve not even thought of yet This report takes you on a journey to 2022 and explores how the changing business landscape will impact your people management strategy What path will you take Take our quick quiz to see which future world you belong to Are you a Green Blue or Orange person Share Share Share Future of work A journey to 2022 What is the future of work Millennials at work Survey overview How to manage the millennials Videos What are Millennials looking for in a career Talent mobility 2020 and beyond Downloads Contacts Jon Andrews Joint Global Leader People and Organisation Tel 44 20 7804 9000 Email Jon Williams Joint Global Leader People and Organisation Tel 61 2 8266 2402 Email Justine Brown Head of Marketing Global People and Organisation Tel 44 0 113 289 4423 Email Related services Talent management Human capital measurement and benchmarking Of further interest Demographic

    Original URL path: http://www.pwc.com/gx/en/issues/talent/future-of-work/journey-to-2022.html (2016-02-10)
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  • Benefits of an adaptable workforce: The value of talent adaptability: PwC
    PwC territory sites Adapt to survive How better alignment between talent and opportunity can drive economic growth The need for markets to adapt to change is nothing new In countries where a workforce lacks the skills that are suddenly in demand we see a skills gap emerge This leads to higher unemployment rates while vacancies increase and productivity and growth decline In a fast moving world talent adaptability becomes even more critical There are two essential ingredients to adaptability The ability of employers to look differently at sources of talent investigating new geographies and sectors as well as investing in existing employees equipping them with the necessary skills and motivating them to adapt to meet new challenges Secondly of course this requires willing individuals who are prepared to embrace change and apply their skills somewhere new Adapt to Survive for the first time brings together the two most comprehensive sources of talent data in the world the real time behaviours drawn from LinkedIn s 277 million members and employer information from PwC s Saratoga database of people and performance metrics which covers more than 2 600 employers across the globe Some markets are more adaptable than others Our analysis has led us to create a Talent Adaptability Score a benchmark that evaluates a country s ability to match talent with opportunity The Netherlands UK and Canada recorded the highest Talent Adaptability Scores of the 11 markets in the study Adaptability could unlock billions in additional productivity Markets with the most adaptable talent are more efficient and productive a better talent fit between employer and employee results in a greater return on an organisations investment in people unlocking USD 130billion of additional productivity for the countries covered in this report The skills gap will narrow with increased adaptability Worldwide unemployment continues

    Original URL path: http://www.pwc.com/gx/en/services/people-organisation/publications/talent-adaptability.html (2016-02-10)
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  • Mobile Innovations Forecast: Mobile digital changes and trends
    shed light on the interdependencies that are otherwise cloaked by the unorganised daily stream of innovation announcements Download Mobile innovations forecast Making sense of the rapid change in mobile innovation Create a customised PDF of articles from the series Read articles Phase II Wrap up Context as a driving force for mobile innovation 10 07 14 The summary article of Phase II New technological capabilities of the Mobile innovations forecast covering contextual intelligence The elements of contextual intelligence 27 05 14 The elements of contextual intelligence Virtual context Connecting two worlds 19 02 14 The virtual context of a user is created by the layer of telecommunications technologies and services that connects situational data captured by the mobile device with data analytics and applications in the cloud Sensing and making sense Device and environment underpin contextually aware services 16 12 13 This new article in PwC s Mobile Technologies Index series focuses mainly on physical context information harvested and packaged by accelerometers gyroscopes and other mobile device sensors that create a picture of the state of the device The magic of advanced technology Predicting real time behaviour needs via contextual intelligence 28 08 13 According to PwC s Mobile Innovations Forecast the next phase of mobile innovation will revolve around capturing and modelling the contextual situation of mobile users for predicting real time behaviours and needs Wrapping up Phase 1 New data bolsters the general direction of innovation over the next five years 10 06 13 According to this final article in PwC s Mobile Technologies Index series the rate of performance increases for these seven enabling components of mobile innovation memory application processor storage infrastructure speed device speed imaging and display technology is expected to decelerate only slightly between 2011 and 2016 as compared to the period 2007 2011 Mobile operating system Smartphones will just get smarter 09 05 13 According to this article in PwC s Mobile Technologies Index series the smartphone seems to acquire more cognitive capabilities with each major product release regardless of the OEM Enabling devices to offer users more natural interaction 04 03 13 According to this new article in PwC s Mobile Technologies Index series thinner lighter larger and sturdier displays with improved resolution touch sensitivity and power efficiency will enable many mobile innovations through 2015 Image sensor Steady growth for new capabilities 16 01 13 According to this new article in PwC s Mobile Technologies Index series improvements in image sensors MEMS and software will enable future generation smartphones to provide new use cases and new capabilities classified as machine vision Storage Quenching the thirst for more 12 12 12 This edition of PwC s Mobile innovations forecast explains cloud based applications and new solid state storage services will affect the industry s business models in the foreseeable future DRAM Dynamic Random Access Memory leading device innovation PwC 07 11 12 PwC s Mobile Technology Index predicts continued growth in the price performance curve for Dynamic Random Access Memory DRAM leading to

    Original URL path: http://www.pwc.com/gx/en/industries/technology/mobile-innovation.html (2016-02-10)
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