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1、PwCs 26th Annual Global CEO Survey Winning todays race while running tomorrows Evolve or die,say 4,410 chief executives in our 2023 CEO Survey.But are they spending enough time on business reinvention?Many tell us no.www.ceosurvey.pwc 26th Annual Global CEO Survey2 Forty percent of global CEOs think

2、 their organisation will no longer be economically viable in ten years time,if it continues on its current course.That stark data point underscores a dual imperative facing 4,410 CEOs from 105 countries and territories who responded to PwCs 26th Annual CEO Survey.Most of those CEOs feel its critical

3、ly important for them to reinvent their businesses for the future.They also face daunting near-term challenges,starting with the global economy,which nearly 75%believe will see declining growth during the year ahead.Weve organised this years survey summary into nine tough questionswhich naturally fa

4、ll into three groupsabout what it takes to operate in our dual-imperative world:The race for the future The first three questions reflect the race that CEOs must run to stay ahead of longer-term threats to their companies,to society and to the planet itself.1.Whats the half-life of your business?2.W

5、hen will your companys climate clock run out?3.Should you bring your key business risks forward?Todays tensions The next three questions speak to day-to-day tensions that leaders are facing as macroeconomic conditions deteriorate,uncertainty rises and inflation hits levels not seen in decades.4.How

6、much is your mood today affecting your view of tomorrow?5.How do your resilience and your workforce strategies fit together?6.As geopolitical risks rise,what new contingencies are you preparing for?A balanced agenda The final three questions epitomise the balancing act that CEOs must perform to deli

7、ver on their dual imperative.7.How much time and money are you investing in the future?8.How central are you to your companys reinvention?9.What kind of ecosystem are you building?26th Annual Global CEO Survey3 The data well present shows that CEOs are already wrestling with these questions,though s

8、ometimes without fully recognising it.By making the questions explicit,we hope to help leaders zero in on their biggest possibilities and vulnerabilities.Along the way,we also suggest CEO priorities for action,based on PwCs research and experience helping global leaders with all of these issues.The

9、dual imperative facing todays CEO is a challenge of the first order,but its also an opportunity to lead with purpose and help business play the role needed so desperately by societya catalyst of innovation and a community of solvers that plays for the long haul.1.Whats the half-life of your business

10、?CEOs recognise the potential for disruption ahead.Nearly 40%of CEOs think their company will no longer be economically viable a decade from now,if it continues on its current path.The pattern is consistent across a range of economic sectors,including technology(41%),telecommunications(46%),healthca

11、re(42%)and manufacturing(43%).Question:If your company continues running on itsNearly 40%of CEOs dont think their current path,for how long do you think your business companies will be economically viable a will be economically viable?decade from now if they continue on their current path 10 years o

12、r less More than 10 years 39%59%Note:Percentages shown may not total 100 due to rounding.Source:PwCs 26th Annual Global CEO Survey 26th Annual Global CEO Survey4When asked about the forces most likely to impact their industrys profitability over the next ten years,about half or more of surveyed CEOs

13、 cited changing customer preferences,regulatory change,skills shortages and technology disruption.Roughly 40%flagged the transition to new energy sources and supply chain disruption.And nearly one-third pointed to the potential for new entrants from adjacent industries.CEOs see multiple challenges t

14、o profitability in their industryQuestion:To what extent do you believe the following will impact(i.e.,either increase or decrease)profitability in your industry over the next 10 years?Changing customer demand/preferences(Showing only to a large extent and to a very large extent responses)Labour/ski

15、lls shortagesSupply chain disruptionChanges in regulationTechnology disruptors(e.g.,advanced tech,AI,metaverse,blockchain)Transition to new energy sourcesNew entrants to my industry from adjacent industries56%53%52%49%43%37%29%Source:PwCs 26th Annual Global CEO SurveyUnderlying these figures,we beli

16、eve,is consciousness among todays leaders that we are living through extraordinary times,with five broad megatrendsclimate change,technological disruption,demographic shifts,a fracturing world and social instabilityreshaping the business environment.Although none of these forces is new,their scope,i

17、mpact and interdependence are growing,with varied magnitude across industries and geographies.CEOs in Japan(who have been buffeted by demographic headwinds for decades)and China(who are on the front lines of uncertainties about free-flowing global trade)were the most concerned about the long-term vi

18、ability of their business models,while CEOs in the United States were the most optimistic.26th Annual Global CEO Survey5 Your next moves:reimagine and choose.The upshot is a race to reinvent.As PwC authors described in their 2022 book,Beyond Digital,the starting point for enterprise transformation o

19、f this sort often is a reimagination of a companys place in the world looking beyond the current portfolio of businesses and products to determine what value an organisation will create,and for whom.Such reimagination often involves hard choices about what not to do.For example,when Philips reinvent

20、ed itself as a health-technology company,bringing together the Amsterdam-headquartered multinationals consumer-insights capabilities,depth in medical-device technologies,and strengths in data analytics and artificial intelligence,it also exited some businesses and deemphasised others.As Frans van Ho

21、uten,the CEO at the time,described it in Beyond Digital,I recognized that the chances that we would transform lighting and healthcare simultaneously were not so high.And so we made a choice.2.When will your companys climate clock run out?CEOs race against time is especially urgent when it comes to c

22、limate change.A majority of global CEOs expect some degree of impact from climate change in the next 12 months primarily in their cost profiles(where approximately 50%expect a moderate,large or very large impact)and their supply chains(42%).Fewer(24%)are worried about climate-related damage to their

23、 physical assets.CEOs in China feel particularly exposed,with 65%seeing the potential for impact in their cost profiles,71%in supply chains and 56%in physical assets.Question:To what extent do you expect the following Over the next 12 months,CEOs see areas of your business to be impacted by climate

24、risk in climate risk impacting their cost profiles the next 12 months?and supply chains more than the safety of their physical assets Not at all To a limited extent To a moderate extent To a large extent To a very large extent 13%36%32%22%34%26%13%Cost profile 5%13%3%Supply chain 34%41%16%6%2%Physic

25、al assets Note:Percentages shown may not total 100 due to rounding.Source:PwCs 26th Annual Global CEO Survey 26th Annual Global CEO Survey6 Deeper statistical analysis of the survey shows that the CEOs who feel most exposed to climate change are more likely to take action to address it.This kind of

26、reactive approach is understandablewhen your house is in the path of a forest fire,you reach for the hose but it creates risks of its own.Combating climate change requires a coordinated,long-term plan.It wont be solved if the only companies working on it are those that face immediate financial impac

27、t.We also dont know how much the actions that are being undertaken most frequentlydecarbonisation initiatives,along with efforts to innovate climate-friendly products and serviceswill move the needle,particularly in the near-term,which,in light of emissions already in the atmosphere,promises continu

28、ed warming under virtually every scenario.Question:Below is a list of actions companies mayMany companies are trying to undertake to prepare for the risk of climate change.decarbonise,innovate and craft climate Which statement best characterises your companys level of progress on these actions?strat

29、egy in parallel Planned but not startedWe do not plan to do this In progress Completed Implement initiatives to reduce my companys emissions Innovate new,climate-friendly products or processes Develop a data-driven,enterprise-level strategy for reducing emissions and mitigating climate risks Impleme

30、nt initiatives to protect my companys physical assets and/or workforce from the physical impacts of climate risk Apply an internal price on carbon in decision-making 17%16%39%27%19%17%36%25%20%19%35%23%36%17%27%17%54%17%13%11%Note:Percentages shown may not total 100 due to rounding.Source:PwCs 26th

31、Annual Global CEO Survey Moving with the right pace and priority to mitigate climate risks,generate opportunities and decarbonise are enormous strategic challenges.Many companies appear to be strategising today without the information provided by an internal pricing mechanism for carbon.More than ha

32、lf of all CEOs in the survey(including 38%of those at the biggest companies and 70%of those at US companies)say that their company has no plans to apply an internal carbon price to decision-making,even though doing so could help them account for 26th Annual Global CEO Survey7 considerations like tax

33、es and incentives,and clarify strategic trade-offs.Measuring and communicating progress to critical stakeholders is another big challenge.In a separate recent PwC survey,87%of global investors said they think corporate reporting contains unsubstantiated sustainability claims,often referred to as“gre

34、enwashing.”Your next move:break it down.PwC experience shows its crucial for leaders to break the climate challenge down into manageable chunks.For example,instead of looking in the abstract at climate risk,a manufacturer of smartphones might assess the potential for high-heat-stress days affecting

35、a critical goldmine in the southern hemisphere,for flood risks at a coastal airport and for wildfire risk in the western US.Similarly,leaders looking to curb their Scope 3 emissions(those generated in a companys upstream and downstream value chain)should focus on the 20%of suppliers that typically g

36、enerate 80%of Scope 3 emissions;on data and modeling that is extremely granular,moving beyond industry averages;and on sharp processes for estimating,quantifying and extrapolating Scope 3 data across the business as a whole.3.Should you bring your key business risks forward?Climate change exemplifie

37、s a time-horizon challenge that comes into clearer focus when we look at a broader set of external threats to the global economy.Over the next 12 months,CEOs feel most exposed financially to inflation,economic volatility and geopolitical risk.All three are immediate,headline-grabbing issues that can

38、 reinforce and compound one another,as,for example,the war in Ukraine pushes up prices,encouraging central banks worldwide to intervene through growth-dampening interest rate hikes.The picture changes for CEOs medium-term(five-year)outlook.Over that time frame,cyber risks and climate change join inf

39、lation,macroeconomic volatility and geopolitical conflict in the top tier of risk exposure.26th Annual Global CEO Survey8 Inflation oeconomic Geopolitical conflict Cyber risks Health risks Climate change Social inequality oeconomic Geopolitical conflict Inflation Cyber risks Climate change Health ri

40、sks Social inequality volatility volatility MacrMacrInflation and macroeconomic volatility stand out more prominently than other key threats in the next 12 months than over the next five years(Showing only highly exposed and extremely exposed responses)Next 12 months Question:How exposed do you beli

41、eve your company will be to the following key threats in:A:The next 12 months?B:The next five years?Next five years 40%29%28%25%25%22%13%9%31%25%20%14%14%6%Source:PwCs 26th Annual Global CEO Survey The disconnect across time horizons begs the question of whether CEOs run the risk of being blindsided

42、 in the near term as they focus on here-and-now threats.In the case of cybersecurity,its easy for important business technology investmentslaunching a new consumer-facing app,developing a business line built around AI,expanding into a new marketto inadvertently create cyber vulnerabilities.Your next

43、 move:mobilise the C-suite.CEOs have an important role to play to stay ahead of cyber challenges,ranging from speaking publicly about their commitment to cybersecurity,to using their influence to inspire sweeping changes,and creating a united front against attacks.Unity starts in the C-suite,accordi

44、ng to PwCs recent Digital Trust Insights research,which found that a critical contributor to cybersecurity improvements at leading companies was C-suite collaboration to make the most of sustained,cumulative investments in risk mitigation.26th Annual Global CEO Survey9 4.How much is your mood today

45、afecting your view of tomorrow?The biggest near-term challenge facing CEOs,of course,is the state of the global economy.Not surprisingly,nearly three-quarters of CEOs responding to this years survey project that global economic growth will decline over the next 12 months.Those expectations,which hel

46、d across all major economies,represented a stark reversal from last year,when a similar proportion (77%)anticipated improvement in global growth.Last years optimism,reflecting hope that economic conditions would continue improving as the global pandemic eased,was dashed in 2022 by shocks such as Eur

47、opes largest land war since World War II,knock-on effects like surging energy and commodity prices,and accelerating general wage and price inflation.Question:How do you believe global economicCEOs are extremely pessimistic about global growth(i.e.,gross domestic product)will economic growth for the

48、year ahead,in a change,if at all,over the next 12 months?dramatic shift from last years optimistic outlook 77%76%15%8%18%73%10%14%22%24%53%28%29%42%37%36%57%17%29%53%23%27%49%17%44%44%49%28%18%52%15%34%48%Decline Improve Stay the same 7%7%5%2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023

49、 Note:Percentages shown may not total 100 due to rounding.Source:PwCs 26th Annual Global CEO Survey We can dimensionalise CEOs pessimism by comparing their confidence in their own companys growth prospects(as opposed to the overall economys)over the next 12 months.This is a question we have been ask

50、ing CEOs since 2007.The drop-off in CEO confidence levels for their own organisations prospects between last year and this year 26th Annual Global CEO Survey10(about 25%)was significantly smaller than the plunge in 2009(when it fell more than 50%),but larger than in any other of the past 15 years.Th

51、ere were exceptions:CEOs in Africa,Brazil,China,Japan and the Middle East are about as confident in their growth prospects as they were last yearand,in general,CEOs are more confident about their three-year revenue growth prospects compared to the shorter term,which we also asked them about.Still,th

52、e near-term revenue outlook is weak,particularly for CEOs in the real estate and private equity industries,who are feeling the effects of rising capital costs and tightening liquidity conditions.Question:How confident are you about your CEOs confidence in their own companys prospects for revenue gro

53、wth over the next companys growth prospects declined 12 months?dramatically(Showing percent change in year-on-year confidence)-4%-58%50%53%-17%-11%10%-1%-10%8%10%-16%-22%34%-26%2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2023 Note:Year-on-year change not available for 2022,

54、due to a change in the answer scale that year.Source:PwCs 26th Annual Global CEO Survey The dramatic,year-on-year shift in CEO sentiment begs a natural question:has inordinate optimism a year ago been replaced by excessive pessimism?After all,CEOs are people,too,and just as susceptible as the rest o

55、f us to recency effects and other cognitive biases that a vast body of behavioural economics research has shown to be pervasive in individuals.Your next move:create history in the boardroom.Boards of directors,while also human and therefore subject to bias themselves,can be part of the solution for

56、CEOs.PwCs corporate governance centre has highlighted a range of approaches to combat bias in the boardroom,such as soliciting views through independent consultation or questionnaires,structuring discussions to consider overlooked possibilities(for example,by asking,What do our competitors hope we w

57、ill do?and What do they fear we might do?),and assigning a“devils advocate”role for critical discussions.Another technique,described by Nobel laureate Daniel Kahneman in this video,is to hold a special meeting about a critical decision,framed by the leader as follows:Assume that we made the decision

58、 we are now contemplating.It is now a year later.It was a disaster.Write a brief history of that disaster.5.How do your resilience and your workforce strategies fit together?In response to near-term economic challenges,CEOs say they are taking actions to spur revenue growth and cut costs,without del

59、aying strategic M&A initiatives.Interestingly,although 52%of CEOs say they have already begun cutting costs,just 19%are implementing hiring freezes,and 16%are reducing the size of their workforce.This stands in stark contrast to what we heard from CEOs back in October and November of 2008,when about

60、 twice as many told us they anticipated near-term headcount reductions.In the current environment,CEOs report cutting costs and spurring revenue growthbut most dont plan to reduce workforce or delay dealsQuestion:Which of the following options best describes any action your company may be considerin

61、g to mitigate against potential economic challenges and volatility in the next 12 months?Reducing operating costsDiversifying our product/service offeringRaising prices of products and servicesImplementing hiring freezesReducing workforceDelaying dealsReducing compensationWe do not plan to do thisWe

62、 are considering this in the next 12 monthsWe are already doing this/have done thisNote:Percentages shown may not total 100 due to rounding.Source:PwCs 26th Annual Global CEO Survey 80%6%60%56%19%16%15%33%52%35%48%29%51%24%19%23%14%13%60%23%16%26th Annual Global CEO Survey1126th Annual Global CEO Su

63、rvey12 The survey data suggests CEOs arent laying people off,in part,because of their recent experience with employee attrition,which surged over the past year or so in many markets,a phenomenon thats been referred to as the“great resignation.”For the most part,survey respondents appear to believe t

64、hat those elevated churn rates will continue,with more CEOs saying they will rise than predicting they will fall.CEOs in the United States were an exception;more than half of US CEOs expect decreased attrition over the next 12 months.CEOs expect current employee attrition rates to continue largely u

65、nchanged Question:How do you believe employee resignation/retirement rates in your company will change in the next 12 months?2%11%23%37%14%10%2%Increase significantly Increase moderately Increase slightly No change Decrease slightly Decrease moderately Decrease significantly Note:Percentages shown m

66、ay not total 100 due to rounding.Source:PwCs 26th Annual Global CEO Survey Your next move:retain top talent.If,as many CEOs anticipate,the war for talent remains fierce,even amid deteriorating economic conditions,keeping workers happy and engaged will be a mission-critical priority.Separate PwC rese

67、arch suggests that leaders do have levers to pull when it comes to employee retention:flexibility,fair pay,fulfilling work and the opportunity to be ones authentic best self at work are critical determinants of employee decisions about whether to stay or go.Creating conditions for progress against f

68、orces like these can help CEOs influence future churn rates.Its not easy,of course:We all have significantly more to do to work in different ways to align with the expectations of millennials and generation Z,Wendy Clark,CEO of global marketing and advertising network Dentsu International,told us in

69、 a recent interview.The“great resignation”is a reappraisal of leadership.It is a great reckoning on how were leading our companies and whether weve really thought about the lived experience of working at our companies.26th Annual Global CEO Survey13 6.As geopolitical risks rise,what new contingencie

70、s are you preparing for?World events have elevated the importance of geopolitics,and have made themselves felt in myriad ways,including in influencing leaders perspectives on the global economy itself.CEOs in Brazil,Canada,China,India,Japan and the United States are more optimistic about the short-t

71、erm growth prospects of their own countries than those of the world as a whole.The growing emphasis on national interests over global ones represents an acceleration of trends that have been underway for some time,as the postCold War consensus of open markets and frictionless global trade has broken

72、 down.An exception is major economies where the second-order effects of geopolitics are hitting home hardest.As CEOs in France,Germany and the UK prepared for a potentially dark,cold winter,they anticipated growth in their home markets would lag the global economy.Question:How do you believe economi

73、c growth CEOs in many major economies are more(i.e.,gross domestic product)will change,if at all,optimistic about the near-term growth prospects over the next 12 months in the global economy/your country or territory?of their own countries than the global economy Decline in global growth Decline in

74、territory growth More optimistic about territory growth 78%73%73%71%84%53%28%27%45%18%65%76%63%62%63%70%82%94%71%84%More optimistic about global growth India Brazil China US Japan Canada Italy France Germany UK Source:PwCs 26th Annual Global CEO Survey 26th Annual Global CEO Survey14 CEOs who say th

75、ey are exposed to geopolitical risk are taking action,with nearly half increasing their investments in cybersecurity or data privacy,adapting supply chains or adjusting their geographic footprint.Cybersecurity is a particular area of emphasis for larger companies exposed to geopolitical conflict,whi

76、le smaller ones are focused more on diversifying their product and service offerings.Question:Which of the following actions,if any,is your CEOs are increasing cyber investments,company considering to mitigate against exposure to adjusting supply chains and changing geopolitical conflict in the next

77、 12 months?their physical footprint in response to geopolitical conflict Increasing investments in cybersecurity or data privacy Adjusting supply chains Adjusting our presence in current markets and/or expanding into new markets Diversifying our product/service offering Relocating our workforce Relo

78、cating physical assets None of the above Source:PwCs 26th Annual Global CEO Survey 48%46%46%41%10%9%11%Your next move:make supply chains resilient and responsive.Recent PwC experience has highlighted a set of smart moves to improve supply chain performance.Job one is scenario-planning for a wider ra

79、nge of disruptionsnot just the immediate impact of extreme events but also their cascading ramifications throughout the supply chain.Leaders are also creating AI-enabled supply chain control towersconnected dashboards of data,key business metrics and events personalised to decision-makers across the

80、 businesss ecosystem.The control tower enables organisations to understand,prioritise and resolve critical issues in real timeby,for example,shifting resources from one part of a supply network to another.26th Annual Global CEO Survey15 Boosting supply chain resilience has been a growing priority fo

81、r many organisations since at least 2020,when the covid-19 pandemic highlighted the fragility of many tightly wound systems.As ric Martel,CEO of Bombardier,said in a recent PwC interview,If one person was looking after 20 suppliers prior to covid-19,today we have one person for every five suppliers.

82、Fortunately,weve been able to limit the number of potential problems,which in the past have included parts scarcities and shortages of skilled technicians.There will always be some issues that we didnt see coming,but its more manageable if we have two or three problems instead of 300.7.How much time

83、 and money are you investing in the future?To navigate the dual imperative defined by our first six questions,CEOs must perform a balancing act that starts with their own calendars.We asked CEOs how they split their time between a range of priorities,including driving current operating performance;a

84、dapting the business for the future;spending time with customers;engaging with employees;and interacting with investors,the board and other external stakeholders.Driving current operating performance consumed the biggest share of CEOs time.If they could redesign their schedules,CEOs told us,they wou

85、ld spend more time evolving the business and its strategy to meet future demands.Question A(actual):During your work time,on average,whatCEOs want to spend more time percentage of time do you spend on each of the following?reinventing their business Question B(ideal):Knowing what you know now,if you

86、 could start over with a blank calendar,how would you allocate your time as CEO?Driving current operating performance Evolving the business and its strategy to meet future demands 47%57%53%43%Actual Ideal Note:Re-based on the proportion of time spent across driving current operating performance and

87、evolving the business and its strategy to meet future demands.Source:PwCs 26th Annual Global CEO Survey 26th Annual Global CEO Survey16 The balancing act extends from the CEOs calendar to the allocation of corporate resources.Technology investments are a top priority:around three-quarters of compani

88、es are focused on automation,upskilling,and deploying advanced technologies such as AI.Drilling down into the underlying rationale for those investments,roughly 60%in each category is focused on reinventing the business for the future,and 40%is concentrating on preserving the current business.That 6

89、0/40 ratio was remarkably consistent across the full spectrum of investmentsanother reflection of the balancing act CEOs are striving to strike.Question A:Which of the following investments,ifTechnology and reinvention-oriented any,is your company making in the next 12 months?investments loom large

90、for many global CEOs Question B:For each of the investment areas selected,please indicate the percentage of investment allocated to preserving current business versus reinventing the business for the future.Preserving the current business Reinventing the business for the future Percentage of CEOs in

91、vesting 76%Automating processes and systems Upskilling the companys workforce in priority areas Deploying technology(cloud,AI and other advanced tech)Adjusting the companys supply chain(including nearshoring/onshoring operations)Adopting alternative energy sources Decarbonising the companys business

92、 model Exploring the metaverse Relocating the companys operations in response to climate risk 72%69%41%59%41%34%31%58%42%12%7%60%40%62%38%53%47%55%45%62%38%43%57%Source:PwCs 26th Annual Global CEO Survey Your next moves:develop ambidexterity.To understand what this balancing act looks like in practi

93、ce,consider the experience of the Indian engineering and construction firm Larsen&Toubro(L&T),which is combining technology and sustainability to capitalise on opportunities associated with climate change.There are two ways to look at sustainability:either be perplexed and stay aware or be excited a

94、nd take action,CEO and managing director S.N.Subrahmanyan told us in an interview.We chose the latter.L&T has a huge component of its business in hydrocarbons,but it is also pivoting to new fuels such as green hydrogen.We are looking at green hydrogen not only as a fuel of 26th Annual Global CEO Sur

95、vey17 the future,but also as a business to invest in and develop.In addition,with our expertise in different solar technologies,we have emerged as a global technology player for setting up solar plants,Subrahmanyan said.Last year,we were awarded a turnkey EPC engineering,procurement and construction

96、 contract to design and build Saudi Arabias largest solar plant.At full capacity,this plant is expected to generate enough electricity for 185,000 homes and offset up to 2.9 million tonnes of carbon emissions a year.8.How central are you to your companys reinvention?To reinvent their business while

97、navigating near-term operating challenges,CEOs need the help of their peopleC-suite leaders,middle managers and frontline employees alike.Engaged,empowered organisations move faster,innovate more readily and collaborate more effectively to get things done.For CEOs hoping to enjoy such benefits,this

98、years survey suggests some warning signs,and areas of opportunity.Forty-three percent of global CEOs said that leaders in their organisation dont often encourage debate and dissent.Fifty-three percent said their leaders dont often tolerate small-scale failures.And 76%said their leaders dont often ma

99、ke independent strategic decisions for their function or division.Question:For each of the statementsMany CEOs question whether critical below,please indicate how frequently preconditions for organisational empowerment and these occur in your company.entrepreneurship are present in their companies R

100、arely,occasionally and sometimes Often and usually The behaviours of employees are aligned with my companys values and direction Leaders in my company encourage dissent and debate Leaders in my company tolerate small-scale failures The final outcomes of the projects I review tend to meet or exceed i

101、nitial forecasts of their financial performance Leaders in my company make strategic decisions for their function or division without consulting me Note:Percentages shown may not total 100 due to rounding.Source:PwCs 26th Annual Global CEO Survey 15%85%43%56%53%46%53%45%76%23%18 Numbers like these s

102、uggest that in many organisations,the conditions arent in place for managers and employees to run on their own towards major new opportunities or to independently spot and respond to disruptive threats.Business reinvention will be a full-contact sport for CEOs and their top teams during the years ah

103、ead,and the data suggests that a special kind of leadership will be required because deep change is possible only when individuals at all levels adapt and grow.CEOs need to double down on setting a shared vision,empowering people to make decisions,and being visible champions for change.Your next mov

104、e:decentralise project-level decisions.Organisational empowerment and autonomy are important contributors to effective corporate resource reallocation,which is a critical lever for leaders seeking to drive major change in business direction.Recent analysis of data from PwCs 25th Annual CEO Survey sh

105、owed that not only was resource reallocation,in general,a major determinant of corporate performance,but smaller scale,project-level resource reallocation(initiating investments in new projects,doubling down on promising ones and killing low-potential initiatives)contributed as much as the larger sc

106、ale moves(such as acquiring or investing businesses)that CEOs typically lead.CEOs can stimulate project-level dynamism by encouraging innovation and small-scale risk-taking,discouraging excessively centralised approval requirements for small-scale initiatives,and devising“kill switches”to ensure tha

107、t small-scale projects dont get out of control.9.What kind of ecosystem are you building?The diversity and complexity of todays business challenges are placing a premium on the ability to collaborate across the boundaries of the corporation.To get a window on these dynamics,we asked CEOs how they fo

108、rge partnershipswith whom and to what objective.The results show that companies work with a wide network of collaborators,and that those relationships are most often struck to create new sources of value.Addressing societal issues such as climate change was more often a goal of collaboration with no

109、n-business entities such as NGOs and government agencies.19 Question:To what extent is your company Companies are more likely to collaborating with the following groups to:collaborate to create business value A:Create new sources of value?B:Address societal issues?than to solve societal issues(Showi

110、ng only to a large extent and to a very large extent responses)Create new sources of value Address societal issues 26%Established companies/competitors 13%Industry consortia 20%16%Entrepreneurs or start-ups 20%10%Governments(at national or local level)19%18%16%Academic institutions 12%NGOs(non-gover

111、nmental organisations)10%14%Source:PwCs 26th Annual Global CEO Survey Larger companies are more likely than smaller ones to address societal challenges through collaboration with institutions of all types.Businessgovernment collaboration towards societal ends is especially prevalent in Africa,Asia a

112、nd the Middle East,and in the energy and power and utilities sectors.20 Question:In which of the following areas is your CEOs are partnering with non-business company collaborating with non-business entitiesentities to address sustainable development,(governments,NGOs or academic institutions)to add

113、ress societal issues?DE&I,education and climate change Sustainable development Diversity,equity and inclusion Education Climate change Infrastructure development Public safety Economic recovery International development None of the above 26%54%49%49%43%22%22%18%6%29%Source:PwCs 26th Annual Global CE

114、O Survey Your next move:commit to collaboration.PwCs work in ESG strategy development suggests that organisations are best able to create business and societal value in tandem when they tackle partnering and ecosystem building with rigour and sophistication.CEOs need to commit their organisations to

115、 an ESG identity and focus area,and make the commitment real.This often involves mapping the interests of critical ecosystem partners;identifying the combinations of talent,technology,processes and insight that those partners can provide;building trust through reciprocity;and nurturing a corporate c

116、ulture that embraces collaboration across traditional institutional lines.Weve seen numerous examples of these principles delivering value.Neste,an oil refiner and marketer based in Finland,has built an ecosystem around a partnership with McDonalds in which one company collects McDonalds cooking oil

117、 and another transports it to Neste,which processes the material into diesel fuel that it sells to a trucking company partner.Mytilineos,a 114-year-old family-owned Greek conglomerate 21 that produces metals and power,is collaborating with the Greek government and the European Commission on an initi

118、ative in which electricity-intensive industries will finance up to 4 gigawatts of new renewable energy sources.Mytilineos also leads metallurgical research programmes at the European level,working with both industrial and educational partners.We believe innovation should be pursued collaboratively b

119、ecause in that way it is undoubtedly more productive,said Evangelos Mytilineos,the companys chairman and CEO.I believe we truly embody the clich that if you want to go fast,go alone,but if you want to go far,go together.Trust,leadership and the C-suite conversation Trust helps institutions and indiv

120、iduals“go far together”and win todays race while running tomorrows.Advanced analysis of data from last years CEO Survey uncovered a statistically significant relationship between customer trust and financial performance.Survey data also suggested that trusted companies had a long-term orientation;th

121、ey were more likely to have made net-zero commitments and to have their compensation tied to non-financial outcomes,such as employee engagement and gender,race,and ethnicity representation.The growing importance of trust is deeply intertwined with the changing nature of leadership,due to the increas

122、ed complexity of stakeholder dynamics,the growing need for the private sector to help solve important societal problems,the fracturing of the postCold War consensus,and the intensification of geopolitical and social tensions.CEOs have had front-row seats for,and often been participants in,these shif

123、ts,to a greater degree than many of their direct reports.Explicit dialogue with top management teams about the leadership implications of these forces may help CEOs strengthen and unleash the power of the C-suite,allowing CEOs time to focus on the future,which our survey data indicates CEOs want.We

124、hope the nine questions posed by this years CEO Survey enrich that conversation,so it empowers leaders and their organisations to push past the status quo,envision progress and reinvent themselves for the world they are helping to shape.22 Methodology PwC surveyed 4,410 CEOs in 105 countries and ter

125、ritories in October and November of 2022.The global and regional figures in this report are weighted proportionally to country or regional nominal GDP to ensure that CEOs views are representative across all major regions.The industry-and country-level figures are based on unweighted data from the fu

126、ll sample of 4,410 CEOs.Further details by region,country and industry are available on request.All quantitative interviews were conducted on a confidential basis.Among the 4,410 CEOs that participated in the survey:.2%of them lead organisations with revenues of US$25bn or more.3%lead organisations

127、with revenues between US$10bn and US$25bn.18%lead organisations with revenues between US$1bn and US$10bn.33%lead organisations with revenues between US$100m and US$1bn.38%lead organisations with revenues of up to US$100m.69%lead organisations that are privately owned.Notes:Not all percentages in cha

128、rts add up to 100%a result of rounding percentages,multi-selection answer options and the decision in certain cases to exclude the display of certain responses,including other,none of the above and dont know.We also conducted in-depth interviews with CEOs from three global regions(North America,West

129、ern Europe and Asia-Pacific).Some of these interviews are quoted in this report;the full interviews can be found at strategy- research was undertaken by PwC Research,our global centre of excellence for primary research and evidence-based consulting services.https:/www.pwc.co.uk/pwcresearch 26th Annu

130、al Global CEO Survey23PwC network contactsAlison BlairPwC Research LKevin BurrowesGlobal Clients and Industries LRaymund ChaoPwC Asia Pacific and China CKevin EllisSenior Partner and ChairmanPwC UKPetra JustenhovenSenior Partner and Chairwoman,PwC EBob MoritzChairman of the PwC NRichard OldfieldGlob

131、al Markets LTim RyanSenior Partner and ChairmanPwC USMichael StewartGlobal Corporate Affairs and Communications LAntonia WadeGlobal Chief Marketing OAllen WebbGlobal Integrated Content LGlobal CEO Survey content teamLibby Boswell,research and Shir Dekel,research and Elizabeth Johnson,editorial Catherine Moore,research and 26th Annual Global CEO Survey www.ceosurvey.pwc 2023 PwC.All rights reserved.PwC refers to the PwC network and/or one or more of its member firms,each of which is a separate legal entity.Please see for further details.