【普华永道】2025年第28期全球CEO调研报告AI与气候变化下的企业重塑_28页_9mb

Summary of PwC's 28th Annual Global CEO Survey

Core Content

The 28th Annual Global CEO Survey by PwC highlights the evolving landscape of business leadership in the context of two major forces: generative AI (GenAI) and climate change. The survey includes responses from 4,701 CEOs across all regions of the global economy, revealing both the opportunities and challenges of adapting to these transformative trends.

Main Findings

Generative AI Adoption and Impact

• Early Productivity Gains: Many CEOs are already seeing benefits from GenAI, with over half (56%) reporting increased employee efficiency, and one-third (32%) noting revenue growth and one-third (34%) profitability gains.
• Expectations Remain High: Despite slightly tempered expectations compared to a year ago, around half (49%) of CEOs still expect GenAI to boost profitability in the next 12 months.
• Workforce Integration: Only a third of CEOs plan to systematically integrate AI into workforce and skills strategy, indicating a potential misstep in fully leveraging GenAI's potential.
• Headcount Trends: More CEOs (17%) expect to increase headcount than those who expect to reduce it (13%), suggesting that AI investments are not leading to widespread job cuts.

Climate Action and Sustainability

• Revenue and Cost Impact: One-third of CEOs report increased revenue from climate-friendly investments, and two-thirds note cost reductions or no significant cost impact.
• Profit Margins: Climate-friendly investments are associated with higher profit margins, even after controlling for various factors.
• Regional Variations: German and French CEOs are more likely to report increased costs, while Chinese CEOs see more revenue and government incentives from these investments.
• Sustainability Incentives: Over half of CEOs globally have sustainability metrics tied to personal incentive compensation, with higher stakes linked to greater revenue from climate investments.

Key Issues

• AI and Climate Change: These two issues are identified as the defining challenges for CEOs, with both offering significant opportunities for value creation.
• Reinvention and Inertia: While some CEOs are actively reinventing their business models, many are still constrained by outdated leadership mindsets and processes that hinder innovation and change.
• Reinvention Scope and Speed: The average percentage of revenue from new businesses is low (7%), indicating a need for more aggressive reinvention strategies.

Common Reinvention Actions

• Product and Service Innovation: The most common reinvention action is product and service innovation.
• New Customer Groups: Targeting new customer segments is also prevalent.
• Less Common Actions: Fewer companies are engaging in more complex reinvention strategies such as new pricing models, market entry, or ecosystem building.

Challenges to Reinvention

• Decision-Making Inertia: Many CEOs lack systematic approaches to decision-making, often relying on outcomes rather than process quality.
• Resource Reallocation: Only about half of companies reallocate 10% or more of financial and human resources annually, with higher reallocation linked to better profitability and more revenue from new businesses.
• Leadership and Incentives: Poorly designed incentives contribute to resource allocation inefficiencies, as managers are often rewarded for maintaining larger teams rather than reallocating resources effectively.

CEO Predictions and Outlook

• Global Economic Optimism: Over 60% of CEOs expect global economic growth to improve in the next 12 months, up from 38% last year.
• Threats: Macroeconomic volatility and inflation are seen as the biggest threats, though there are regional differences in perceived exposure.
• Long-Term Viability: 42% of CEOs believe their company will not be viable in ten years if it continues on its current path, highlighting the urgency of reinvention.

Recommendations for CEOs

• Keep Eyes on the Prize: Focus on capturing the productivity potential of GenAI through systematic implementation and workforce training.
• Search for Sustainable Value: Challenge teams to bring climate-friendly products and services to market, and implement data strategies for sustainability.
• Calibrate Your Perspective: Compare assumptions with those of peers and competitors, and consider sector-specific risks and opportunities.
• Look Outwards: Refocus on unmet customer needs and consider external triggers such as AI advancements or market shifts.
• Envision Your Ecosystem: Think ahead about how megatrends will reshape the business environment and the roles of different companies.
• Prioritise Process: Improve decision-making quality by using transparent criteria, seeking diverse perspectives, and reducing cognitive biases.
• Beat Budgeting Biases: Implement budgeting practices that promote dynamic resource reallocation and strategic investment.

Conclusion

CEOs are at a critical juncture, where the adoption of GenAI and climate-friendly investments are key to future success. However, many are still constrained by inertia, poor decision-making processes, and inefficient resource allocation. The path to reinvention requires not only technological and operational changes but also a shift in mindset and leadership practices.