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1、Photo by KearneyBeyond survival:the new operational playbook separating leaders from laggards in 2025The third edition of Kearneys annual COO survey,in collaboration with Amazon Web Services(AWS),shows that organizations are ready to face another rocky year ahead.But while growth is still anticipate

2、d,two major gapsin skills and executioncould hold many back.While 2024 presented COOs with an array of challenges,2025 brings opportunity as well as several strategic considerations.Key indicators such as inflation and interest rates have largely stabilized,although regional variations continue to a

3、ffect market dynamics.In addition,the business environment will continue to be shaped by geopolitical developments and rapid technological innovation,both of which will significantly influence the direction of travel for the global economy.In a world where growth patterns are recalibrating and trade

4、 relationships are evolving,forward-thinking organizations are actively adapting their operations and supply chains.Those developing flexible,scenario-based planning approaches and optimizing their sourcing,production,and delivery networks to capitalize on emerging possibilities will be best placed

5、to ride out whatever the year brings.ESG is a topic worth watching.While our data indicates that firms have been quietly getting on with the job of embedding environmental,social,and governance principles in their operations,decisive US policy changes on climate,the energy sector,and diversity,equit

6、y,and inclusion(DEI)efforts have already seen major names across multiple sectors scale back or eliminate their own initiatives on both sustainability and DEI.Will other companies follow suit,or stay true to their commitments?Combined with a continued multi-pronged assault from changing consumer nee

7、ds and preferences,tightening margins,new regulatory and compliance requirements,plus ongoing cost challenges and labor market constraints,2025 is poised to be a tough year.COOs are clearly feeling the weight of the burden.However,they also have a built-in focus on execution,as well as the ability t

8、o stay calm under pressure andcruciallydo whatever is needed to keep the show on the road.We see evidence of this in their survey responses:for now,theyre managing to steer a steady course through choppy waters.But to keep the ship afloat in the months ahead,organizations/COOs will need to stop some

9、 significant gaps,and prepare for the unknowns to come.Our third annual COO study,in partnership with Amazon Web Services,gets under the surface of these issues,and more.1Beyond survival:the new operational playbook separating leaders from laggards in 2025Our COO study methodologyWe surveyed more th

10、an 120 senior operations leaders from large organizations with operations across the Americas,Europe,Asia,and the Middle East and Africa.The majority(almost 70 percent)of those surveyed were in C-suite roles.The breakdown of responses across industries was as follows:Communications,media,and technol

11、ogy:16 percent Consumer and retail(including food):15 percent Health:14 percent Transportation and travel:14 percent Chemicals and industrial:10 percent Utilities,oil,and gas:10 percent Automotive:8 percent Financial services:4 percent Aerospace:3 percent Other:6 percentWe asked questions relating t

12、o nine topics bearing a major influence on operations today:Growth and service Margin Sustainability Resilience Macroeconomic trends Generative AI People Transformation journey Value realizationBelow,well examine the key findings from this years study.But first,lets see whats changed since this time

13、 last year,and how COOs predictions about 2024 panned out.2025 vs.2024In response to shifts in the external environment between 2024 and 2025,its clear that some core operational priorities are changing.Data suggests a clear pivot from last years cost-conscious,efficiency-focused approach to a more

14、balanced strategy emphasizing innovation,market responsiveness,risk management,and sustainable growth:Innovation has emerged as the most valued skillset for COOs and their teams in terms of both hard(AI and IoT)and soft(ideas and creativity-related)skills.Investment in priority markets is now the to

15、p factor influencing strategic direction,over and above investment planning,portfolio optimization,product design,and physical network changes.However,with market volatility and supply chain disruption the most anticipated roadblocks,risk mitigation has also become a more pressing issue for operatio

16、ns leadersbut mainly in relation to strategic decision areas such as the shape of the geographic footprint.Sustainability has risen to become a mid-tier priority for the COOs we surveyed,indicating it is still a key focus for the majority of organizations.2Beyond survival:the new operational playboo

17、k separating leaders from laggards in 2025We have also observed some distinct patterns and differences linked to company size and annual revenue levels:Smaller companies(revenues=$100$500 million)are more likely to prioritize intellectual property protection and controlling labor costs(for example v

18、ia automation)when it comes to managing risk.They have found operational levers such as design thinking and optimizing their portfolios most effective in mitigating inflationary pressures.They also show the least resistance to new technology adoption in supply chain transformations,perhaps linked to

19、 the fact that they are most exposed to skill shortages.Mid-sized companies(revenues=$500 million$1 billion)are also investing in scalable automation solutions and maximizing customer proximity as their preferred risk management strategies.They have been successful at passing on increased costs to c

20、ustomers and using supplier alliances to offset inflation,with alliances proving doubly effective for those in this revenue bracket.Further,they demonstrate the most comprehensive approach to supply chain strategy and transformation:in 85 percent,the supply chain strategy is communicated to the broa

21、der organization.Large companies(revenues=$1$50 billion)are best placed to manage risk in a holistic way,by developing integrated strategies covering multiple areas of concern and investing in technology that enables solutions to be both scaled and customized for particular needs.They are also more

22、effective at deploying a mix of approaches to tackle inflation,which is probably to be expected given their deeper pockets.Possibly more of a surprise is the fact that large organizations encounter the highest resistance to adopting new technologies,even though they have access to broader talent poo

23、ls.Supply chain transformation efforts tend to be concentrated on network design and enhanced manufacturing capabilities.Additionally,we discovered some disconnectsmainly related to costbetween what macroeconomic data is telling us,as outlined in Kearneys latest Supply Chain Navigator,and what opera

24、tions leaders are experiencing on the ground:On the input side,inventory levels and commodity prices are trending slightly down and indicate relative stability through to the third quarter of 2025.Despite this,COOs say they are going up.While labor costs rose slightly during 2024,they are now sittin

25、g steady.However,as we have seen,small companies are looking to reduce their overheads in this area and more broadly,COOs say skills are hard to find.In contrast,one area of alignment is that both the data and COOs indicated that the cost of capital is stable.Its worth keeping an eye on what COOs ha

26、ve to say in addition to what forecasts are telling us:they are often on the money with their predictions.So how did they fare in 2024?COOs correctly anticipated that strategic partnerships and alliances would increase.According to data from S&P Capital IQ,the number of joint ventures and strategic

27、joint venture acquisitions shot up by 68 percent between 2023 to 2024.They were also right about their organizations making the biggest strides in digitizing their planning.Last year,67 percent said they would invest in digital technologies to boost supply chain planning capabilities over the follow

28、ing 12 months.This year,94 percent indicated that GenAI had been implemented to some degree in this respect.3Beyond survival:the new operational playbook separating leaders from laggards in 2025 However,COOs underestimated to what extent their organizations would invest in GenAI overall.At the begin

29、ning of 2024,only 32 percent said they planned to invest in it over the next 12 monthsaccording to this years results,97 percent have now invested.They were also wrong(or else changed their minds)about what they need from suppliers of the future.Last year,innovation and sustainability were top of th

30、e priority list.In 2025,quality assurance and available capacity have taken their place as organizations look for ways to manage risk and offset uncertainty and disruption.Finally,COOs were somewhere in the middle on growth.In 2024,global growth was more modest than anticipated.While more than a thi

31、rd predicted double-digit growth,it actually averaged out at around 3.5 percent.Interestingly,the health sector bucked this trend.Having predicted the most ambitious growth,organizations in this category grew by 7 to 9 percent.With global growth prospects still hanging in the balance and few certain

32、ties for COOs to hang their hats on,what will they be right about in 2025?Lets find out their views on whats in store for the operations environment this year.2025:key findings at a new tipping point for global trade1.More than a third of COOs predict growth this year.But optimism is offset by a pra

33、gmatic acceptance of the challenges ahead.2.Organizations are making strides with GenAI:on average,30 percent have already enhanced supply chain tasks or processes.3.With disruption a constant reality,cost above all else gives way to a more nuanced approach to capital and risk.4.More problematicther

34、es an execution gap:only one in two organizations have started to transform their supply chains end to end.5.This is tied to a lack of sufficient skills across the organization,the biggest challenge for nearly 40 percent of COOs.6.Without continued focus,progress on ESG could falteralmost half of or

35、ganizations have extended their timelines despite upping sustainability-focused budgets and headcount.More than a third of COOs predict growth this year.But optimism is offset by a pragmatic acceptance of the challenges ahead.4Beyond survival:the new operational playbook separating leaders from lagg

36、ards in 20251.COOs choose to remain optimistic,but recognize that 2025 wont be an easy rideDespite the broader context of uncertainty,more than a third of COOs expect to see growth in their organizations during this year.New customers(to drive accelerated demand)and new products are the chosen paths

37、 to generate growth for 94 percent of our respondents(see figure 1).But it seems that investment in new channels is dropping back slightly.This was identified as a top three investment priority for 89 percent of leaders,vs.93 percent in 2024.Interestingly,regional expansion is also taking a back sea

38、t:this was considered the least important focus area for growth.But securing growth wont be a cinch.The biggest roadblocks that organizations foresee coming from the outside are market volatility(identified by 21 percent of respondents),supply chain disruptions(19 percent),and cyberattacks(11 percen

39、t).However,COOs clearly feel that internal factors will be more likely to trip them up,with 26 percent selecting speed of decision-making and 23 percent identifying slow growth or saturated markets as their biggest barriers this year.In the circumstances,its not surprising that they are also targeti

40、ng increased operational efficiencies as an essential path to growth.However,fewer now think that the economy will go into a recession over the next 12 months,with last years figure of 58 percent dropping to 48 percent.Priority action:implement a dual-focus growth strategyBalance investment in custo

41、mer acquisition and product innovation to maintain growth momentum amid market volatility.Source:Kearney analysisFigure 1Growth:while COOs are optimistic about growth,they face significant operational and market-related challengesTop three investment priorities for growth(%of respondents indicating

42、they agree with the following as an investment priority)Expected roadblocks will come from:36%report that they anticipate between 10 and 14%growth over the next 12 months.8%anticipate growth as high 20%.Communication and technology is the most optimistic,while consumer and retail remains more cautio

43、us.94%94%89%New customersNew productsNew channelsExternalInternal Market volatility Supply chain disruptions Cyberattacks Speed of decision-making Slow growth/saturated markets Minimum innovation/product development21%19%11%26%23%15%5Beyond survival:the new operational playbook separating leaders fr

44、om laggards in 2025Source:Kearney analysisFigure 2Generative AI:organizations are optimistic but realistic about the progress they will make over the next 12 monthsGenAI maturity across operations:planning and sourcing leads Current implementation status GenAI,%of respondentsEfficiency and cost redu

45、ction lead the GenAI investment priorities,indicating COOs are focusing on quantifiable returns vs.innovation and product development.PlanningSourcingManufacturing1425371861526342051729331110202734109LogisticsNo investmentLevel 1:task-specific solutionsLevel 2:process enhancementsLevel 3:deep proces

46、s transformationsLevel 4:cross-functional process automationMost organizations are at task-specific and process-enhancement levels;very few have reached cross-functional automation.2.GenAI is becoming embedded in supply chains across organizations and industriesWhat a difference a year can make.If a

47、ny proof were needed that AI has seized control of the strategic agenda,we only need to examine its growing prominence in the operating environment.In last years study,leaders were willing and prepared to invest in GenAI,but displayed a relatively cautious approach:for most,the technologys applicati

48、on was restricted to a single use case at that point.Today,only a very few firms(3 percent)state that they have yet to implement GenAI,and budgets are ramping up.Forty-one percent of organizations are allocating 6 to 8 percent of their investment budget to it,with another 25 percent saying it accoun

49、ts for 9 to 11 percent.But 9 percent are going even further,using more than 11 percent of the investment budget on GenAI compared with only 3 percent in 2024.Our results also indicate that organizations are starting to find their feet with the technology.Implementation has spread from a single use c

50、ase to partial use in specific departments for 44 percent of respondents and another 27 percent are at pilot stagebut only one in four(25 percent)have reached comprehensive deployment across the organization.In terms of the supply chain,we are picking up more evidence of maturity across planning and

51、 sourcing activities,although most organizations are currently engaged in task-and process-specific enhancements,with relatively few(20 percent or less)having achieved cross-functional process automation across planning,sourcing,manufacturing,or logistics(see figure 2).Efficiency and cost reduction

52、are the lead outcomes sought,indicating COOs are seeking quantifiable returns over pure innovation and product development.Priority action:accelerate GenAI integrationFocus on scaling successful pilots across the organization,particularly in supply chain functions.6Beyond survival:the new operationa

53、l playbook separating leaders from laggards in 20253.Organizations are taking a more nuanced approach to capital and riskWhile cost remains an important factor,it no longer dominates all decisions.What we are seeing this year is a recognition that other factors must come into play if operations and

54、supply chains are to hold up in the midst of so much uncertainty.So,while cost remains the driving force behind decisions on staples like transportation and sourcing for 48 percent and 42 percent of respondents respectively,there is a strong focus on risk over cost optimization when it comes to stra

55、tegic decisions about the geographic footprint,with leaders around 75 percent more likely to prioritize risk(see figure 3).On a more tactical level,although inventory levels could fluctuate substantially in some industries when new tariffs come into effect,they are seen as less of a risk.Here,theres

56、 more of a balanced picture,with 41 percent saying cost will assume more priority in inventory decisions,and 36 percent erring toward risk and service levels.In parallel with these changes,enhanced planning capabilities have also emerged as a key theme for COOs.Fifty-six percent identified supply ch

57、ain transparency as one of their top two priorities,and 53 percent chose flexibility.This indicates that supply chain resilience is now the goal,rather than organizations continuing to rely on traditional buffers such as stockpiling strategic products and materials(33 percent)or putting shorter lead

58、 times in place (12 percent).Overall,these changes point to a growing maturity when it comes to managing risk across the supply chain.However,theres room for improvement.Supply chain risk management(SCRM)is now ingrained across all functions for 45 percent of respondents,with a further 35 percent ac

59、hieving limited reach.However,this means that in one in five organizations,SCRM has yet to break out of the procurement function.Source:Kearney analysisFigure 3Risk management:businesses focus on cost for operational choices like transportation and sourcing,but prioritize risk for strategic geograph

60、ic decisionsSupply chain trade-of priorities:cost no longer dominates all decisions(%of respondents indicating they prioritize cost vs.risk)CostRisk/serviceNet working capital29%42%41%48%51%39%36%33%21%19%24%18%Nearshoring vs.reshoringSourcing strategyInventory levelsTransportationdecisionsStrong fo

61、cus on risk over cost optimization when it comes to geographic strategyMore balanced approach between cost and risk for inventory decisions Cost remains the primary driver for transportation7Beyond survival:the new operational playbook separating leaders from laggards in 2025Whats more,there are als

62、o signs that traditional risk management approaches,which tend to be more reactive,are still preferred.For example,35 percent of COOs rely on supplier diversification and 23 percent use traditional scenario planning.By contrast,only 6 percent said that they were using real-time scenario planning as

63、part of their risk strategies,potentially limiting their ability to anticipate disruption and model alternative action plans.Priority action:redesign the supply chain to manage risk strategically Develop real-time scenario planning capabilities to manage risk in a more proactive way.Develop an integ

64、rated network strategy to address geographic dependencies that present a risk to the supply chain,balancing cost discipline with strategic resilience.4.The main problem for most is executionOne issue that COOs should have a clear handle on is what they intend to do,and how well equipped they are to

65、do it.For example,if we contrast the extent to which organizations have a defined supply chain strategy with the internal factors they say will impede their success,theres an obvious disconnect between strategic intent and actual transformation.To put this in perspective,73 percent of the organizati

66、ons we surveyed have a defined supply chain strategy in placemeaning one in four dont.Of those with a defined strategy,around half are being reviewed on at least a quarterly basis,suggesting most supply chains could need more active management than they are getting right now(see figure 4).Source:Kea

67、rney analysisFigure 4Supply chain strategy:mind the strategy-execution gap:the disconnect between strategic intent and actual transformationStrategy execution gap(%of respondents)Contributing factors for the gap are marked by organizational barriers vs.outdated processes or infrastructure limitation

68、s.Skill shortage and resistance to change are the two top cited barriers.Of the 73%with a supply chain strategy 50%+are reviewing it at least quarterly,suggesting active management 55%+are forecasting their strategy 13 years out100%73%52%Total companiesHas defined strategyEmbarked on E2E transformat

69、ionin past 12 months8Beyond survival:the new operational playbook separating leaders from laggards in 2025More concerning is the fact that strategies are not necessarily translating into transformation effort.In fact,only 52 percent of those with a defined supply chain strategy have embarked on an e

70、nd-to-end transformation in the past 12 months.Similarly,while two-thirds(67 percent)of COOs stated that they will need to reduce their supply chains dependence on specific countries over the coming years,fewer than one in two(47 percent)have already taken action.Conversely,where end-to-end transfor

71、mation efforts are in flight,network strategy is considered a top priority by 45 percent of COOs,along with cost reduction(also 45 percent)and manufacturing performance(47 percent).Overall,companies are balancing operational excellence with structural network changes to their network,while maintaini

72、ng cost discipline,with digital transformation (42 percent),speed to market(40 percent),supply chain rewiring(38 percent),and capacity planning(35 percent)completing the priority list.Priority action:bridge the execution gapPrioritize moving from strategy to action,establishing clear implementation

73、timelines and accountability measures.5.For COOs,lack of skills is the biggest barrierWe were interested to find out what leaders think is stopping organizations from improving their supply chain strategy and performance.Fifty-three percent of survey respondents cited costs and the impact of inflati

74、on,which continues to cast a long shadow despite many governments having successfully brought rates down.Understandably,the greatest challenges could be found in North America,where political uncertainties have left many leaders feeling unsure about how best to shore up their operational capabilitie

75、s.Only 27 percent cited building resilience as an issue,which seems to back up our earlier findings on COOs push to develop supply chain transparency and flexibility.However,internally a lack of skills and organizational inertia were called out as the main barriers to improvement(see figure 5).Figur

76、e 5Transformation journey:organizations recognize that internal skill shortages and regional difficulties in North America pose the greatest challenges to improvementCOOs see lack of skills as the most challenging barrier to overcome(%of respondents indicating their top challenges)Source:Kearney ana

77、lysis27%21%19%18%15%SkillsshortageResistanceto changeOutdatedprocesses Lack of dataintegration Insufficientbudget 9Beyond survival:the new operational playbook separating leaders from laggards in 2025Forty percent of COOs see the ability to upskill existing talent across all role types as the bigges

78、t challenge facing their organization,with gaps in both hard and soft skillsets.Technical capability emerged as a key theme,with understanding emerging technologies a clear priority,along with innovation and creativity.Almost half(45 percent)of COOs recognized innovation and entrepreneurship as bein

79、g the leading priority skills for their own role.Interestingly,sustainability and environmental responsibility were also picked out by 43 percent,which would seem to indicate an ongoing focus on the broader impact of organizations operations and supply chains.What needs further investigation is the

80、fact that one in five survey respondents noted resistance to change as a particular challenge.Why is this such a problem?Could it be that individual leaders are finding it hard to mobilize change(and blaming the organization),for example?Or could cultural or institutional barriers be at the root of

81、the issue?Priority action:address the skills shortage strategicallyDevelop comprehensive upskilling programs focusing on innovation,creativity,and technological literacy.Consider partnerships with educational institutions for talent pipelines.6.Organizations must stay focused on ESG if they are to d

82、eliver on their commitmentsThis years study also suggests that ESG has become more embedded in the way that companies organize themselves to do business.During the past 12 months,internal funding and resources have both increased.Forty-two percent of respondents said that sustainability comprises be

83、tween 5 and 7 percent of their operational budgets,and the majority (74 percent)have increased their headcount dedicated to these topics.For all that,theres a lingering ambiguity over execution on ESG.Companies are further ahead on governance issues like establishing ethical business practices and a

84、ligning executive compensation policies with ESG goals than they are on meeting their environmental commitments,such as those related to carbon emissions and energy consumption.In addition,almost half(45 percent)said that their timelines had been pushed further out to enhance resource allocation(see

85、 figure 6).2423194432403352364842483332423233362424221829122714235111157686Source:Kearney analysisFigure 6Sustainability:initiatives and funding are on the rise,but are they yielding positive results?Targets already achievedIn execution phaseTargets definedRoad map onlyMost organizations are further

86、 ahead on the“G”dimension of ESGMaturity of ESG dimensions(%of respondents)Energy consumptionand eficiency100%Carbon footprint(including GHGemissions)100%Air and waterpollution100%Fair pay/living wage100%DEI programs100%Workplace healthand safety100%BoardcompositionEnvironmentalSocialGovernance100%E

87、thical businesspractices100%Executivecompensationpolicies100%210Beyond survival:the new operational playbook separating leaders from laggards in 2025At the same time,external risk factors are increasing.For example,the US has begun the process of withdrawing from the Paris Agreement on climate chang

88、e,and major policy shifts on energy and DEI have also been announced.And as we have already discussed,some big-name firms have already signaled their intention to drop or downsize their efforts.Where does this leave ESG?2025 looks set to be a pivotal year,but it remains to be seen whether companies

89、will stay the course,or switch to the path of least resistance.Priority action:strengthen ESG implementation frameworksEstablish concrete milestones and clear accountability to bridge commitment-performance gaps,particularly for environmental targets.A reckoning point for operations?With each passin

90、g year,it becomes increasingly clear that stability is a thing of the past.Yet our findings suggest that,rather than resisting this reality,organizationsand particularly operations leadershave come to accept it.They know they will have to fight hard for every percentage point of growth,but they are

91、ready to knuckle down and find a way through.But to steer a safe course,COOs must address the six priority actions we have identified(see figure 7):Implementing a dual-focus growth strategy Accelerating GenAI integration Redesigning the supply chain to proactively manage risk Bridging the execution

92、gap Addressing the skills shortage Continuing focus on ESGSource:Kearney analysisFigure 7There are six crucial priorities for COOs to bridge execution gaps and build resilient organizations in 2025Quick winMajor projectsStrategic initiativesTop 6 priorities for COOs in 2025ImpactQuick winsLow priori

93、tyStrategic initiativesDificulty1.Dual-focusgrowth strategy3.Strategicsupply chainredesign4.Bridge theexecution gap6.Strengthen ESG implementationframeworks2.AccelerateGenAIintegration5.Address skillsshortage1.Adopt a dual-focus growth strategy.Balance customer acquisition with product innovation to

94、 thrive during market volatility.2.Enhance GenAI integration.Expand successful pilots enterprise-wide,prioritizing supply chain applications.3.Implement a strategic risk-based redesign.Create real-time scenario planning to navigate market volatility.4.Close the execution gap.Translate strategy into

95、action with clear timelines and accountability.5.Tackle the skills shortage.Launch targeted upskilling initiatives while forging educational partnerships.6.Strengthen ESG implementation framework.Establish concrete milestones to transform environmental pledges into measurable results.11Beyond surviv

96、al:the new operational playbook separating leaders from laggards in 2025Suketu GandhiPartner,Chicago Christy LainoConsultant,Chicago Michael StrohmerPartner,Vienna Tom AdamsGeneral Manager,Business Consulting&Advisory Partners,Amazon Web Services(AWS)AuthorsWhere will organizations be this time next

97、 year?As we know,the world can be reshaped in an instant.Kearneys COO study sets out the facts about whats changing,and whats keeping the wheels in motion in the real-world operations environment.Be sure to check in again next year.12Beyond survival:the new operational playbook separating leaders fr

98、om laggards in 2025For more information,permission to reprint or translate this work,and all other correspondence,please email .A.T.Kearney Korea LLC is a separate and independent legal entity operating under the Kearney name in Korea.A.T.Kearney operates in India as A.T.Kearney Limited(Branch Offic

99、e),a branch office of A.T.Kearney Limited,a company organized under the laws of England and Wales.2025,A.T.Kearney,Inc.All rights reserved.About KearneyKearney is a leading global management consulting firm.For nearly 100 years,we have been a trusted advisor to C-suites,government bodies,and nonprof

100、it organizations.Our people make us who we are.Driven to be the difference between a big idea and making it happen,we work alongside our clients to regenerate their businesses to create a future that works for About Amazon Web Services(AWS)For over 15 years,Amazon Web Services has been the worlds mo

101、st comprehensive and broadly adopted cloud offerings.AWS has been continually expanding its services to support virtually any cloud workload,and it now has more than 200 fully featured services for compute,storage,databases,networking,analytics,machine learning and artificial intelligence(AI),Intern

102、et of Things(IoT),mobile,security,hybrid,virtual and augmented related (VR and AR),media and applicable development,deployment and management from 81 Availability Zones within 25 Geographic Regions,with announced plans for 27 more Availability Zones and nine more AWS Regions in Australia,Canada,India,Indonesia,Israel,New Zealand,Spain,Switzerland,and the United Arab Emirates.Millions of customersincluding the fastest growing startups,largest enterprises,and leading government agenciestrust AWS to power their infrastructure,become more agile and lower