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1、NAVIGATING THE VORTEX Leading Strategies For The C-Suite2025 Global Performance Transformation ReportHector NelsonDr.Michael WagnerVlad GilBastian LuxLivia Dinu Oliver Wyman2Navigating The VortexEXECUTIVE SUMMARYNavigating The Vortex Oliver Wyman3Businesses worldwide find themselves in an era of int

2、ense geopolitical turmoil,economic volatility,and financial pressures.Now more than ever,they are looking for transformative moments to drive financial health and improve performance.Yet transformation success remains elusive,with few achieving their desired outcomes.Companies grapple with a myriad

3、of challenges,from unpredictable tariffs and escalating global tensions to the sweeping influence of artificial intelligence(AI)on the productivity landscape.The 2025 edition of our global Performance Transformation report,drawing insights from 500 C-suite executives across 13 industries and 22 coun

4、tries,lays bare the daunting nature of transformations.We explore differences in perspectives between CEOs and other C-suite executives,as well as the shifts in dynamics based on company size,to illuminate internal alignment issues and provide tailored guidance.This report not only breaks down the d

5、ynamics at play but also arms leaders with bold,actionable strategies to drive sustainable change.We urge executives to align their teams,foster collaboration,and adapt swiftly to emerging technologies to achieve enduring success.Leaders must master the art of turning obstacles into strategic opport

6、unities and consistently measure progress to stay ahead in this competitive landscape.These insights and more from our report will allow you to transform your organization with confidence and agility.55%Profitability emerged as the predominant priority among executives surveyed.CEOs focused on strat

7、egic vision and long-term growth,while other C-suite executives emphasized operational efficiency.The focus reflects a shift toward financial health through cost management,operational efficiency,and strategic investments for higher margins.of executives are prioritizing profitability improvements69

8、%Facing fierce competition and economic strains,organizations are set to slashcosts over the next year.They are prioritizing strategic efficiency improvements over indiscriminate cost-cutting,focusing on creating flexibility through technology solutions and process automation,while largely avoiding

9、drastic workforce reductions.However,the complexity of existing processes,ongoing market uncertainties,and the need to maintain quality standards loom large.Many firms grapple with sustaining lean cost structures,underscoring an urgent need for robust strategic planning.of organizations aretargeting

10、 cost reductions61%Extremely fast-paced tech advances,such as the recent introduction of AI video generation,deep research,and agentic AI,have started to push executives pastthe early stages of the technologys capabilities.Leaders are moving beyond pilotsmainly aimed at enhancing operational efficie

11、ncy and customer personalization,focusingon critical challenges and investments that drive breakthrough impact.Those that placedbold bets and invested accordingly to successfully complete full AI deployment are startingto see real results,outpacing competitors with greater than 40%capacity gains.Fir

12、ms that hesitated and continued to experiment are struggling to see full return on investment,with 25%or less expected capacity gains.of organizations are moving from experimentation with AI to mainstream adoption,completing pilots andimplementing full solutions 68%Geopolitical tensions have reached

13、 a critical point,demanding immediate attention and action.The biggest risks?Regulatory shifts,supply chain instability,economic sanctions,trade policy changes,and tariffs.Addressing these challenges is no longer just a defense strategy but integral for managing operational costs and supporting sust

14、ained profitability.Industries most exposed(industrial products,utilities,consumer goods,and transportation)are already taking action through initiativesto diversify supply chains,localize production and sourcing,strengthen risk management and compliance,refine crisis response,and bolster cybersecur

15、ity.of executives expect disruption due to geopolitical tensionPROFITABILITY IS KINGNavigating The Vortex Oliver Wyman430%Transforamtions are multifaceted,and are increasingly challenged by a volatileand complex global landscape.Moving forward,success hinges on not just survivingdisruptions but also

16、 harnessing advanced technologies like AI as part of broader effortsto future-proof operations,a priority highlighted in our 2024 report.Barriers to successhave evolved;organizations that were once hesitant are now embracing technology shifts and prioritizing clear communication.Lessons learned from

17、 2024s challenges are being applied,as many leaders embrace adaptive models and prioritize organizational culture to enhance transformation success.Successful companies emphasize tangible impacts,rapid adaptability,and a bold,inclusive culture while focusing on key metrics.In contrast,those that fal

18、l short often struggle with lack of focus,inflexibility,and leadership misalignment.of companies failed to achieve the majority of their transformation objectives70%Adaptation is critical executives have moved away from high-stakes,all-or-nothing tactics to an iterative,outcome-driven cross-enterpri

19、se approach.Two-thirds of executives favor collaborative transformations that emphasize shared ownership,compared with less than 50%in 2024.Larger enterprises are placing more strategic bets on an agile approach,while smaller firms adopt lean,iterative approaches for efficient transformation investm

20、ents.Ultimately,companies that champion such strategies,along with risk awareness and shared ownership,achieve better financial performance,stronger customer relationships,and greater resilience.of executives have changed their transformation approach for the betterTRANSFORMATIONS CONTINUE TO STRUGG

21、LESTRATEGIC SHIFTS ARE REQUIRED Oliver Wyman5Navigating The VortexA LOOK AHEAD AT THE NEXT 12 MONTHS Oliver Wyman6Navigating The VortexThe unprecedented economic and political landscape has driven an ever-growing need for companies to overhaul their business operations.Yet of the 92%of companies tha

22、t undertook major transformation efforts in the past 12 months,a mere 3%fully achieved their objectives,while 30%did not achieve most of their objectives.The results are deflating and the consequences severe;more than 70%of firms that fell short now face even greater transformation demands,compared

23、with just 40%of those that succeeded.To buck the trend,organizations need to closely examine the reasons why they are looking to transform and the factors that derailed past transformations and threaten future efforts.OUTLOOK AND PRIORITIESCompanies are crafting their strategies for the coming year

24、with improvements to profitability top of mind.Financial health through cost management,operational efficiency,and strategic investment is central to these plans(see Exhibit 1).Large enterprises often lead with a dual focus on profitability and sustaining performance outcomes,while smaller businesse

25、s are more likely to prioritize operational efficiency.Regional dynamics reveal stark contrasts in strategic priorities.In North America,leaders are not only embracing cutting-edge technological innovations but are also pursuing aggressive market expansions and agile responses to geopolitical shifts

26、.Meanwhile,Asia-Pacific CEOs show optimism for market growth,driven by strategic initiatives that mitigate geopolitical risks and seize emerging opportunities.When asked about the most significant changes they expect in the coming year,54%of executives pointed to AI and digital tools.This finding sh

27、ows digital transformations critical role in enhancing efficiency,innovation,and competitiveness.Transformation challenges will intensify as technology remains a top priority,necessitating employees to upskill,adapt,and evolve their roles.While revenue expansion has gained traction since our 2024 su

28、rvey,the emphasis on talent acquisition,culture,and business model changes has waned.These trends indicate a strategic shift toward immediate operational and financial objectives,sidelining longer-term initiatives.The stakes are high:More than 70%of firms that fell short of their goals now face even

29、 greater transformation hurdles,compared with just 40%of those that succeeded.Oliver Wyman7Navigating The VortexExhibit 1:Top market priorities in the next 12 months%of respondents(respondents could select up to 3)ProfitabilityimprovementNEWProduct and customerRevenue expansion1Supply chainExpense r

30、eductionBenefits of AITalent managementClimate accountabilityGeopolitical riskmanagement2Mergers and acquisitions20252024Positive change in position compared with 2024 surveySimilar positionNegative change in positionNEW5503763333538205014504735302619161181.In the 2024 survey,revenue expansion was n

31、amed growth strategy 2.Data collected in January-February 2025 Source:Oliver Wyman 2025 Global Performance Transformation SurveyROADBLOCKS TO SUCCESSAmong numerous growing challenges,supply chain disruptions mentioned by 38%of respondents,up from 22%last year top the list.Tariffs and trade wars foll

32、ow,cited by 18%of respondents,compared with 5%in 2024,while geopolitical instability emerged as another significant risk in this years survey.At least one of these challenges was cited by 60%of executives,underscoring the growing need for robust strategies to navigate global market volatility(see Ex

33、hibit 2).Oliver Wyman8Navigating The VortexExhibit 2:Top market challenges in the next 12 months%of respondents(respondents could select up to 3)Supply chain disruptionInflation of goods3022Generaleconomic downturn28Rising interest rates11Inflation of services19Implementation andutilization of AI29G

34、eopolitical instability18Cyberattacks14Tariffs and trade wars5Ability to fund innovationand growth0New ways of working23Talent shortage163538302524222119181726128Climate change6NEW20252024Positive change in position compared with 2024 surveySimilar positionNegative change in positionSource:Oliver Wy

35、man 2025 Global Performance Transformation Survey Oliver Wyman9Navigating The VortexStruggling transformation efforts are characterized by barriers including a lack of focus on tangible impact,an overly rigid approach,and leadership misalignment.Additionally,significant internal barriers like resist

36、ance to change have grown substantially,with 48%of respondentshighlighting it as a concern,up from 13%last year.The challenges that can hinder transformation efforts often differ based on the size of the organization.Survey respondents from smaller firms frequently encountered scalability issues tha

37、t limited their growth potential,while medium-sized companies struggled to balance the demands of growth with the need for stability.Large firms often dealt with bureaucratic inertia,slowing their ability to adapt and innovate.KEYS TO TRANSFORMATION SUCCESSTransformation strategies must be as dynami

38、c as the organizations they serve,with a clear understanding that one size does not fit all.Among the rare companies that fully realize their transformation goals,clear commonalities emerge.Changes to how work is doneThis is the most significant factor,cited by 73%of respondents with successful tran

39、sformations.Surface-level adjustments typically are not sufficient to create changes that can be maintained by the organization.One automotive executive in Europe,for example,says that rather than simply implementing across-the-board cuts to reduce operational costs,their company“examined streamlini

40、ng workflows and incorporating automation,which allowed for more effective use of resources and minimized waste.”Unified leadershipBy aligning leadership teams and establishing shared objectives,organizations can better navigate cross-enterprise coordination and decision-making,accelerating progress

41、.“We focused on unified purpose and values by establishing a shared corporate identity,”says one executive in the European consumer goods industry.“Cross-functional leadership teams were created to champion transformation efforts.”An adaptive,customized approachSuccessful organizations tailor their

42、strategies to their unique leadership style,culture,and challenges,making incremental adjustments to stay agile and effective.A culture of innovation,collaboration,and diversity of perspectivesExecutives are clear that developing a culture capable of adapting swiftly is critical to enhancing engagem

43、ent and market competitiveness.“Weve improved problem solving and innovation in areas like digitization and supply chain optimization by encouraging diverse perspectives from employees across the globe,”reports an executive from the industrial products sector in Europe.Relentless tracking of operati

44、onal excellence,customer impact,and financial healthEighty percent of companies that fully met their transformation goals developed and tracked metrics specifically designed for the transformation.It was also important to track multiple areas:88%of all executives surveyed used metrics to track trans

45、formation progress,with 71%using(among others)productivity and operational excellence metrics,66%customer-focused metrics,54%financial metrics,and 52%employee metrics.We implemented rigorous operational excellence metrics to track every segment of our transformation process.Executive in the commerci

46、al banking industry,Americas Oliver Wyman10Navigating The VortexBeyond the success factors mentioned above,the survey revealed a significant shift in how executives approach organizational transformations,driven by lessons from past experiences.In all,70%of executives report that they have changed t

47、heir approach to transformation.There are two key shifts in strategy:1.From all-in to gradual implementationMany leaders are transitioning from an aggressive,all-in strategy to a more measured approach.This allows organizations to effectively manage transformation risks and facilitate the testing an

48、d validation of new processes or technologies before committing to full-scale deployment(see Exhibit 3).2.Rise in joint leadershipJointly led transformation initiatives have surged from 48%to 67%since 2024s survey,reflecting a major shift in executive strategy.This collaborative approach leverages v

49、aried expertise and perspectives,driving innovation and enhancing accountability.Another striking change is the increase in cross-enterprise transformation efforts(used by 72%of companies in the survey,up from 57%in 2024)versus single-area efforts(used by 29%,down from 43%in 2024).The need for adapt

50、ability and pragmatism is further demonstrated by the dramatic acceleration of timeline expectations across industries.Companies that once confidently mapped out three-year strategies are now racing to recalibrate their focus to the next 18 months.This urgent shift underscores a pressing reality:In

51、todays fast-paced environment,agility and speed are no longer optional they are essential for survival.Were making the transition from strict,long-term transformation plans to flexible,staggered implementation and installing dashboards to monitor real-time progress and make necessary adjustments.Exe

52、cutive in the insurance industry,AmericasCHANGING APPROACH PAYS OFF Oliver Wyman11Navigating The VortexWe have moved from a top-down transformation approach to a more collaborative model.Weve promoted teamwork across departments,making collaboration smooth.Executive in the utilities industry,EuropeE

53、xhibit 3:Execution of transformations%of respondents183325186“All in”single-areatransformation effort“All in”cross-enterprise effortGradual single-areatransformation effortGradual cross-enterprise effort,starting in one areathen moving to othersGradual cross-enterprise effort,concurrently launchedin

54、 more than one area20252024618103323254018226Note:Percentages may not add up to 100%due to rounding Source:Oliver Wyman 2025 Global Performance Transformation Survey Oliver Wyman12Navigating The VortexDEEP DIVES Oliver Wyman13Navigating The VortexSince the completion of our survey,the geopolitical l

55、andscape further changed with the institution of new tariffs affecting respondents in virtually every industry and region.The rapid pace of developments has significantly raised the already-elevated level of uncertainty executives face on a daily basis.While theres still little clarity at the time o

56、f this writing about what the outcomes will be,we expect that savvy,resourceful leaders ultimately will find ways to turn the situation to their advantage,finding opportunities even amid extreme conditions.Even before these events transpired,a staggering 68%of executives in our survey said they expe

57、cted geopolitical tensions to disrupt their operations this year.Asia-Pacific executives were most likely to express concern(76%of executives in the region did so,versus 68%in Europe and 63%in the Americas),but European leaders anticipate the most severe disruptions(24%),surpassing the 15%in Asia-Pa

58、cific and 14%in the Americas.And while geopolitical risk was a theme identified last year,addressing it has become a top priority in 2025.With evolving geopolitical landscapes,CEOs are aggressively realigning strategies to buffer against international uncertainties,including enhancing risk managemen

59、t protocols and adopting strategic resilience measures.Key Disruptors and Interconnected RisksSupply chain disruptions remain one of the top risk factors,with companies in industrial products,consumer goods,and transportation particularly vulnerable.Trade policies,tariffs,and regulatory changes are

60、also significant risks,while economic sanctions continue to affect international trade(see Exhibit 4).What makes these risks even more alarming is their interconnected nature a shift in one area can trigger cascading effects across industries.Investing in ResilienceProactive engagement and expansion

61、 into volatile areas can yield significant rewards.Again,CEOs show confidence in managing geopolitical risks rather than fighting against them,they view them as opportunities for strategic maneuvering and expansion.Forward-thinking leaders recognize that while navigating geopolitical uncertainty is

62、expensive,inaction is even costlier.Those who proactively fortify their supply chains and invest in capabilities such as crisis monitoring will be best positioned to weather the storm.Similarly,firms may use stringent regulatory requirements as an agent of change,spurring them to improve their quali

63、ty standards,explore new markets,or monetize their products in different ways.GEOPOLITICAL TENSION:INNOVATION IN THE VORTEXExhibit 4:Top geopolitical risk factors%of respondents(respondents could select up to 3)RegulatorychangesSupply chaindisruptionsEconomicsanctionsTrade policiesand tariffsCyberse

64、curitythreatsEnvironmentalregulationsPolitical instabilityin key marketsCurrencyfluctuationsLabor marketrestrictionsInternational relationsand diplomacy46121419212128373745Source:Oliver Wyman 2025 Global Performance Transformation Survey Oliver Wyman14Navigating The VortexManaging Costs the Right Wa

65、yLeaders are increasingly looking to rein in spending,with 69%planning cost reductions this year.But traditional,across-the-board cuts rarely lead to lasting improvements.Instead,they create a cycle of inefficiency and short-term fixes that only force companies to increase costs again in the future.

66、Exhibit 5:Expected change in costs over next 12 months by industryAverage in%Retail bankingCommercial bankingInsuranceAsset managementHealthcareLife sciencesIndustrial productsAutomotiveRetail and wholesaleConsumer goodsTransportationCommunication,media,and technologyUtilities4.03.93.62.83.93.23.94.

67、04.14.16.63.82.8-4.8-3.8-2.5-2.5-3.2-5.5-4.4-4.8-3.9-5.2-4.6-3.9-0.3Planned cost reductionNo planned cost reductionSource:Oliver Wyman 2025 Global Performance Transformation SurveyFINDING LONG-TERM SOLUTIONS IN DIFFICULT CONDITIONSSome industries are bracing for deeper reductions than others.Life sc

68、iences,consumer goods,retail banking,and automotive are at the forefront,navigating cost pressures from economic volatility,supply chain instability,and shifting market dynamics.Despite seemingly mounting pressure,only 51%of CEOs are planning to actively drive cost-cutting efforts,compared with 73%o

69、f C-suite members suggesting much of the push is coming from below the very top.Oliver Wyman15Navigating The VortexMultiple factors are driving cost management initiatives,with executives citing the competitive landscape the most.Many also mentioned technological advancements and economic pressures,

70、along with market demand fluctuations and internal efficiency goals.Most companies are looking first for ways to improve how their business runs rather than immediately finding places to cut costs.Top levers include streamlining operations,implementing technology solutions,and automating processes t

71、o further emphasize operational efficiency.Notably,organizations are largely avoiding more drastic measures such as workforce reductions and salary freezes,recognizing the potential negative impact on employee morale and corporate culture(see Exhibit 6).The Hidden Challenge:Keeping Costs Low for the

72、 Long Haul Cost-cutting isnt just a numbers game its an execution challenge.After having addressed some of their smaller,easier-to-solve cost issues in past years,more than half of executives say the complexity of existing processes and systems remains as the biggest roadblock.To make a sustainable

73、change,an organization needs to look at processes end-to-end and zero in on value,a difficult and time-consuming challenge,especially amid uncertainty and rapid technological change.Cost-management strategies also must be tailored to individual regions,another tough task for global organizations.Ove

74、rcoming these issues,then,may come with some pain,in terms of the substantial time and initial investment needed.Sustaining cost reductions remains a challenge.Even companies that successfully lower costs often struggle with long-term sustainability,with 55%of executives agreeing that costs tend to

75、rise again over time following initial reductions.Despite these challenges,organizations remain committed to strategic transformation,with 69%planning to increase investment in change initiatives.Asia-Pacific firms lead in this regard,with 77%anticipating higher budgets for transformation efforts.Co

76、nversely,10%of companies in the Americas expect budget reductions,the highest percentage of any region.Just 4%in Asia-Pacific and 5%in Europe expect reductions.Exhibit 6:Top levers to manage costs%of respondents(respondents could select up to 3)Streamlining operationsImplementing technology solution

77、sAutomating processesCutting marketing expensesOutsourcing non-core functionsRenegotiating supplier contractsIncreasing inventory turnoverConsolidating facilities or locationsReducing workforceFreezing or reducing salaries6611315162424255657Source:Oliver Wyman 2025 Global Performance Transformation

78、Survey Oliver Wyman16Navigating The VortexThe Unknown Potential of Generative AICEOs no longer view AI and digital tools as merely beneficial,but essential to remaining competitive.Generative AI is rapidly moving from experimental projects to broadly adopted business tools.More than 60%of firms are

79、piloting or planning full-scale AI implementations,up from 25%last year.Companies are banking on AI to drive efficiency and spark new breakthroughs,with 53%using the technology to automate operations and 42%to enhance product and service innovation.Personalization of customer experiences to enhance

80、engagement and satisfaction emerged as another key application(see Exhibit 7).Implementation ChallengesWith a 15%average run-rate benefit,generative AI is certainly capable of providing meaningful financial gains.Despite the momentum though,success remains elusive for many organizations.Exhibit 7:To

81、p uses for generative AI technology%of respondents(respondents could select up to 3)Automating operational processesEnhancing product/service innovationPersonalizing customer experiencesImproving supply chain efficiencyAnalyzing customer feedbackand trendsManaging risks and uncertaintiesOptimizing p

82、ricing strategiesEnsuring regulatory complianceEnhancing data privacy and securityConducting due diligence analysisValuing assets in acquisitionsIdentifying synergies in mergers5312196320222829293442The average run-rate benefit,across all regions,attributed to generative AI15%Source:Oliver Wyman 202

83、5 Global Performance Transformation SurveyThe reported average success rate for generative AI projects is just 19%,a stark reminder that ambition doesnt always translate into impact.Industries like industrial products,retail,and utilities are struggling the most,while communication,media,technology,

84、and life sciences are emerging as early AI leaders.The biggest hurdles?Technical integration:AI rarely fits seamlessly with legacy systems Skill gaps:Organizations often lack the talent to implement and manage AI technologies Employee adoption:Even those who have the skills to use the tools dont int

85、egrate them enough into their ways of working Limited industry-specific solutions:Off-the-shelf AI tools often dont meet real-world needsGENERATIVE AI:THE REALITY CHECK Oliver Wyman17Navigating The VortexWhos Betting on AI?Expectations vary widely across industries and regions.Executives in the asse

86、t management,life sciences,and automotive sectors foresee substantial benefits from AI in the next 12 months,while healthcare and insurance companies are subject to regulatory considerations that pose hurdles for AI implementation(see Exhibit 8).Looking ahead,executives expect the biggest productivi

87、ty gains in innovation and R&D,followed by operations,IT,and marketing.Other functions like HR,procurement,and audit are expected to see more modest AI-driven improvements(see Exhibit 9).Exhibit 8:Impact of generative AI in the next 12 months by industry%of respondentsAsset managementCommunication,m

88、edia,and technologyRetail bankingLife sciencesHealthcareConsumer goodsUtilitiesAutomotiveTransportationIndustrial productsInsuranceRetail and wholesaleCommercial banking2515141313118654423238435532325158515446526329463832373632304429463032141321561141555532Very significantSignificantNoneModerateVery

89、 little14132156415511Note:Percentages may not add up to 100%due to rounding Source:Oliver Wyman 2025 Global Performance Transformation Survey Oliver Wyman18Navigating The VortexExhibit 9:Expected generative AI productivity impacts by business function%of productivity gains expected due to generative

90、 AI by 2028Innovation/R&DOperations/ProductionITMarketingCommunicationsTransformation managementOffice strategyProduct managementRisk managementSalesFinanceSupply chainProcurementHRAudit40.829.126.926.824.321.820.93030.633.233.833.935.637.639.8Source:Oliver Wyman 2025 Global Performance Transformati

91、on SurveyCEOs expected a higher productivity impact across all business functions compared with C-suite members Oliver Wyman19Navigating The VortexKEY ACTIONS FOR TRANSFORMATION SUCCESS Oliver Wyman20Navigating The VortexRegardless of whether youre embarking on your first transformation journey or h

92、ave navigated multiple initiatives before,certain actions are vital prior to getting started.Transformation requires continual monitoring akin to personal health checkups.YOUR TRANSFORMATION BLUEPRINTEarly warning signs must be heeded,and expert insights leveraged to spot and correct issues.Based on

93、 our survey insights and extensive client interactions,heres a playbook designed to guarantee transformation success.Align leaders and collaboratively establish a clear north star to work toward,establishing shared responsibility and common objectives,to combat transformation fatigue before you star

94、t.Unify leadership andcollaborate relentlesslyAdopt gradual,scalable transformation strategies that are suited to your organizations unique needs and allow for real-time adjustments.Avoid one-size-fits-all solutions and prioritize sustainable change by re-evaluating processes periodically.Adapt and

95、optimizefor your organizationMake sure diverse ideas and innovation are not just welcomed but celebrated.Harness the power of varied opinions to spark groundbreaking ideas,as true innovation thrives at the intersection of different viewpoints.Foster a culture ofinnovation anddiversity of viewpointsT

96、ransition from rigid,traditional approaches to agile,positive outcome-focused methodologies.Prioritize speed in decision-making and execution,enabling your organization to rapidly adapt and capitalize on emerging opportunities while mitigating risks.Leverage pilot programs to remain responsive to ma

97、rket changes while providing opportunity for needed adjustments,and prepare for bold,measured actions.Orient toward speedand outcomesTransition from experimenting with AI to full deployment.This year marks a pivotal shift for AI as companies rapidly implement new tools.Ensure AI is a component of yo

98、ur business strategy and upskill teams so they can leverage it effectively.While generative AI offers transformative possibilities,managing expectations is crucial for sustainable success.Harness the powerof AIAUTHORSHector NelsonPartner,Head of Performance Transformation,ADr.Michael WagnerPartner,P

99、erformance Transformation,EVlad GilPartner,Performance Transformation,ABastian LuxPartner,Performance Transformation,ELivia DinuPrincipal,Performance Transformation,AMethodology/DemographicsThis report is based on a survey of 500 C-suite executives from 13 industries across Europe,the Americas,and t

100、he Asia-Pacific region.The survey data was recorded in January-February 2025.Industries:Asset Management Automotive Commercial Banking Communication,Media,and Technology Consumer Goods Healthcare Industrial Products Insurance Life Science Retail and Wholesale Retail Banking Transportation UtilitiesC

101、ountries:Australia Austria Belgium Brazil Canada Denmark Finland France Germany Italy Japan Luxembourg Mexico Netherlands Norway Portugal Singapore Spain Sweden Switzerland United Kingdom United States of AmericaRespondents roles and functions:17%:CEOs 83%:Other C-suite executivesFor more details ab

102、out the survey findings,please contact the authors.The authors thank Annemarie Raab for contributing to this reportOliver Wyman,a business of Marsh McLennan(NYSE:MMC),is a management consulting firm combining deep industry knowledge with specialized expertise to help clients optimize their business,

103、improve operations and accelerate performance.Marsh McLennan is a global leader in risk,strategy and people,advising clients in 130countries across four businesses:Marsh,Guy Carpenter,Mercer and Oliver Wyman.With annual revenue of$23billion and more than 85,000 colleagues,Marsh McLennan helps build

104、the confidence to thrive through the power of perspective.For more information,visit ,or follow on LinkedIn and X.Americas Europe Asia Pacific India,Middle East&Africa+1 212 541 8100+44 20 7333 8333+65 6510 9700+971(0)4 425 7000 Copyright 2025 Oliver WymanAll rights reserved.This report may not be r

105、eproduced or redistributed,in whole or in part,without the written permission ofOliver Wyman and Oliver Wyman accepts no liability whatsoever for the actions of third parties in this respect.The information and opinions in this report were prepared by Oliver Wyman.This report is not investment advic

106、e and should not be relied on for such advice or as a substitute for consultation with professional accountants,tax,legal or financial advisors.Oliver Wyman has made every effort to use reliable,up-to-date and comprehensive information and analysis,but all information is provided without warranty of

107、 any kind,express or implied.Oliver Wyman disclaims any responsibility to update the information or conclusions in this report.Oliver Wyman accepts no liability for any loss arising from any action taken or refrained from as a result of information contained in this report or any reports or sources

108、of information referred to herein,or for any consequential,special or similar damages even if advised of the possibility of such damages.The report is not an offer to buy or sell securities or a solicitation of an offer to buy or sell securities.This report may not be sold without the written consent ofOliver Wyman.Oliver Wyman A business of Marsh McLennan