2017美国CEO展望_蜕变与升华（英文版）_34页_1mb

Summary of the KPMG U.S. CEO Outlook 2017

Core Content

The KPMG U.S. CEO Outlook 2017 highlights the evolving mindset of CEOs in the face of technological disruption. While the external environment remains challenging, there is a noticeable shift in how CEOs are approaching growth, innovation, and organizational transformation.

Main Findings

• Confidence in Growth and Economy:

  • 46% of CEOs are highly confident about their growth prospects over the next three years, up from 32% in 2016.
  • 72% of CEOs believe their organizations are actively disrupting their own sectors rather than waiting to be disrupted by competitors.
  • 60% see technological disruption as more of an opportunity than a threat.

• Digital and Sensory Capabilities:

  • 57% of CEOs are concerned that their organizations lack the sensory capabilities and innovative processes to respond to rapid disruption.
  • 45% say they are not leveraging digital to connect with customers effectively.
  • 61% are worried about integrating cognitive processes and artificial intelligence into their operations.

• Data Integrity and Trust:

  • 49% of CEOs are concerned about the integrity of the data they use for decision-making.
  • 32% say their customer insight is limited due to poor quality customer data.
  • 81% believe their organization is placing greater importance on trust, values, and culture for long-term sustainability.

• Strategic Priorities:

  • Speed-to-market is the top strategic priority, with 25% of CEOs emphasizing it.
  • Digitization of the business is the second priority, with 22% of CEOs focusing on it.
  • Becoming more data-driven, building public trust, and implementing disruptive technology are also among the top priorities.

• Investment in Technology:

  • CEOs are increasing investment in cybersecurity, digital infrastructure, and emerging technologies.
  • 77% are recruiting new skills and specialists to better understand geopolitical risks.
  • 80% of CEOs are increasing recruitment budgets despite overall hiring expectations being lower.

• Value Chain Transformation:

  • CEOs are rethinking the value chain, integrating design, product development, and manufacturing into a more intelligent and connected system.
  • 95% of CEOs expect revenue growth of less than 5% in the next three years, indicating a shift from revenue-focused growth to value-driven innovation.

• Cultural Shifts:

  • 69% of CEOs believe a culture of short-termism negatively impacts long-term strategic goals.
  • 43% of CEOs feel they need to understand the technical side of the business to be effective.
  • 57% see building trust with external stakeholders and customers as a top priority.

• The Role of CFOs:

  • CFOs are increasingly central to investment decisions and are viewed as potential successors by 34% of CEOs.
  • CFOs must balance short-term and long-term objectives, with 79% of CEOs acknowledging that shareholders and boards place equal weight on both.
  • Collaboration between CFOs and CIOs is essential in deciding where to allocate resources for maximum impact.

• Human and Machine Integration:

  • Technology is seen as a transformational force, but 40% of CEOs are concerned about leveraging both technology and talent effectively.
  • The focus is on rethinking processes, automating tasks, and training the workforce to adapt to new technologies.

Key Issues and Challenges

• Short-termism: A major barrier to long-term strategic success.
• Data and Customer Insight: Many organizations lack the depth of customer data and the ability to interpret it effectively.
• Digital Integration: The need for comprehensive digital transformation across all functions, not just front office.
• Sensory Capabilities: CEOs recognize the need for better processes and tools to understand market signals and innovate.

Conclusion

CEOs are increasingly confident in their ability to navigate disruption and drive growth through innovation, digital transformation, and a focus on trust and culture. However, they face significant challenges in integrating new technologies, improving data quality, and shifting from short-term to long-term strategic thinking. The future belongs to those who can adapt, invest wisely, and embrace a culture of continuous learning and transformation.