2020年首席执行官展望（英文版）（23页）.pdf

《2020年首席执行官展望（英文版）（23页）.pdf》由会员分享，可在线阅读，更多相关《2020年首席执行官展望（英文版）（23页）.pdf（23页珍藏版）》请在三个皮匠报告上搜索。

1、KPMG International home.kpmg/CEOoutlook KPMG 2020 CEO Outlook: COVID-19 Special Edition Foreword Bill Thomas Global Chairman and CEO KPMG International The global pandemic has redefined leadership. The COVID-19 crisis is making demands of CEOs that few people could have predicted just months ago, an

2、d in many ways, has already redefined leadership. Every person, business and country has somehow been impacted by this pandemic, and all are at different stages. For many, uncertainty is the only certainty. In an effort to bring some clarity to the complex world we find ourselves in, KPMG interviewe

3、d hundreds of CEOs from many of the worlds largest companies, first in January and then again in July and August, to get their perspectives and understand how their priorities have changed. We asked about their confidence in the future and examined how they are approaching this once-in-a-generation

4、crisis. Not surprisingly, the CEOs we interviewed in this groundbreaking study are less confident about global economic growth than they were at the beginning of the year. But growth projections and output measurements dont tell the whole story. Corporate leaders have had to recalibrate their priori

5、ties and many have focused on what matters most the health and well-being of their people and the societies their businesses serve. With the real fears of an overturned marketplace, CEOs are acting decisively across their entire organization. Business leaders have told us they are accelerating their

6、 companys digital transformation and working to ensure their talent pipelines can adapt to meet new demands. They are renewing or revamping their corporate purpose so their organizations can contribute solutions to the many problems the world faces. Together, its a lot to do for any leader, especial

7、ly on an expedited timeframe, and I would like to thank all the business leaders we talked to for taking the time to participate. With their help, weve uncovered some important trends and insights in this report that we hope you will find just as interesting as we do. Thank you for the trust you hav

8、e put in KPMG, and please stay safe. Unless otherwise indicated, throughout this report, “we”, “KPMG”, “us” and “our” refer to the network of independent member firms operating under the KPMG name and affiliated with KPMG International or to one or more of these firms or to KPMG International. KPMG

9、International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. 2020 KPMG International Cooperative (“KPMG Inter

10、national”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. Contents 2020 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with

11、which the independent member firms of the KPMG network are affiliated. Key findings04 Purpose06 Prosperity 11 Priorities 16 Reflections for the new reality20 Methodology and acknowledgments 22 Key findings The KPMG 2020 CEO Outlook COVID-19 Special Edition offers a unique lens on evolving attitudes

12、as the pandemic has unfolded. KPMG initially surveyed 1,300 CEOs in January and February, before many key markets were beginning to feel the full impact of lockdowns. Then, in July and early August, we conducted a follow-up survey of 315 CEOs to understand how thinking has evolved. Key developments

13、include: Talent and a new working reality: Businesses are looking to change their recruitment strategies as remote working has widened their potential talent pool and companies may be rethinking their office space in the short-term while also considering the future of work. Shifting risk agenda: Sin

14、ce the start of the pandemic, Talent risk has risen to be named as the most significant threat to the growth of their businesses ahead of Supply chain risk and a Return to territorialism. Digital acceleration: Business leaders are betting on major dimensions of digital transformation and the majorit

15、y have seen this accelerate during the lockdown. KPMG 2020 CEO Outlook: COVID-19 Special Edition4 2020 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliate

16、d. Key findings Reflections for the new reality Methodology and acknowledgments PurposeProsperityPrioritiesKey findings Overall, three key themes emerged from this years survey, which we characterize as Purpose, Prosperity and Priorities. KPMG 2020 CEO Outlook: COVID-19 Special Edition5 2020 KPMG In

17、ternational Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. Key findings Reflections for the new reality Methodology and acknowledgments PurposeProsperityPrioritiesKey

18、 findings Purpose In the midst of a health and humanitarian crisis, CEOs are focused on creating trusted, purposeful organizations that address critical societal challenges. A renewed sense of purpose At the beginning of the year, 77 percent of CEOs said the primary objective of their organization w

19、as purpose or societal driven, and today 79 percent say they feel a stronger emotional connection to their organizations purpose since the crisis began. From empathy to action 39 percent have had their health, or the health of one of their family, affected by COVID-19, and 55 percent changed theirst

20、rategic response to the pandemic asa result. Standing up for equality In early 2020, 65 percent said that the public is looking to businesses to fill the void on societal challenges and today 81percent are introducing new anti-black racism measures. Prosperity As well as crisis response, CEOs are po

21、sitioning their businesses for long-term growth and prosperity. Growing in adversity Today, around one-third (32 percent) say they are less confident now about prospects for long-term global economic growth than they were at the start of the year. Accelerating digital growth 80 percent say the pande

22、mic has accelerated digital transformation, with the biggest advance in digital operations, where 30 percent say that progress has put them years ahead of where they would have expected to be right now. The talent premium Talent risk rises 11 places since the beginning of the year to be the number 1

23、threat to long-term growth. Priorities CEOs are doubling down on transformation priorities to build the capabilities needed to win in the post-COVID future. Leaning in to ESG 71 percent say they want to lock-in climate change gains made as a result of the pandemic, with 65percent saying that managin

24、g climate-related risks will play a part in whether they keep their jobs or not overthe next 5 years. Future of work 77 percent say they will continue to build on the digital collaboration and communication tools that are being used as a result of the pandemic, and 73 percent believe that remote wor

25、king has widened their available talent pool. Customer-centric supply chain 67 percent say they have had to rethink their global supply chain approach given the disruptive impact of the pandemic, driven by the desire to become more agile in response to changing customer needs. Purpose 79 percent hav

26、e had to re-evaluate their purpose as a result of COVID-19 to better address the needs of their stakeholders KPMG 2020 CEO Outlook: COVID-19 Special Edition6 2020 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which th

27、e independent member firms of the KPMG network are affiliated. Key findings Reflections for the new reality Methodology and acknowledgments PurposeProsperityPrioritiesPurpose With profound consequences for peoples health and livelihoods as well as the future of companies and industries the pandemic

28、has presented CEOs with the greatest possible test of their leadership abilities and personal resilience. Chief executives of the worlds largest organizations are using this unparalleled moment in history to lead with increased purpose and impact, both societal and economic. They are leading with em

29、pathy and humanity as they prioritize talent and corporate responsibility, finding opportunity amid a fall in global economic confidence, and rewiring their businesses for tomorrows new reality. A renewed sense of purpose At the beginning of the year, we found that most CEOs were seeing the primary

30、objective of their organization shift from purely profit to also consider their purpose in society. Less than a quarter (23 percent) saw the organizations overall objective in narrow managing for shareholder value terms, with 54 percent taking a broader, purpose-driven approach focused on multiple s

31、takeholders. Furthermore, one in five (22 percent) say that their primary objective is to improve society. More recently, as Chart 1 shows, purpose has helped CEOs understand what needs to be done to meet the needs of stakeholders during the crisis, from employees to communities. For Alison Rose, Gr

32、oup CEO at NatWest Group one of the oldest in the UK purpose has, among other things, guided the response to their customers. “Purpose means listening really carefully to what customers are going through and ensuring were giving them the right support and being responsible lenders,” she says. “We pu

33、t dedicated phone lines in for vulnerable customers and NHS (National Health Service) workers so that we can offer our help. We have a proactive calling program that reaches out to our most vulnerable customers, contacting over 300,000 of them.” On the employee front, purpose means being aware of th

34、e support that her people need with the shift to wholesale working-from-home. “For leaders, theres a greater obligation to be more visible, empathetic and engaged, because you need to show you understand the impact on everybodys life,” she explains. “Everyone is dealing with challenges, not just in

35、their work environment, but also in their personal life.” For leaders, theres a greater obligation to be more visible, empathetic, and engaged, because you need to show you understand the impact on everybodys life. Alison Rose Group CEO NatWest Group Purpose has become a central pillar for CEOs: 79

36、percent say they feel a stronger emotional connection to their corporate purpose since the crisis began. At the same time, however, the massive disruptive impact of the pandemic has caused many CEOs to question whether their current purpose really meets the needs of stakeholders. In fact, 79 percent

37、 say they have had to re-evaluate their purpose as a result of COVID-19. Carefully listening to different stakeholders and encouraging dialogue, will be an important element of this re-evaluation, particularly if it becomes clear that the current purpose needs to be adjusted to better meet the needs

38、 of a stakeholder group. From empathy to action This increasingly personal and emotional connection to purpose during the pandemic reflects the fact that CEOs face similar health and family challenges as their people and communities. In fact, well over a third of chief executives (39 percent) have h

39、ad their health, or the health of one of their family, affected by COVID-19. The pandemic will be remembered by many as a defining moment for this generation. CEOs are clearly determined to learn from the pandemic and their own personal experience to recalibrate and make not only the best-informed d

40、ecisions, but also the most authentic ones. As Chart 2 shows, out of those who were personally affected by the health implications of the crisis, only 4 percent made no change to their approach to the pandemic. In all, 55 percent changed their strategic response, either completely or to some degree.

41、 Another 40 percent, while not changing their strategy, did pay more attention to the human aspect of the pandemic. Source: KPMG 2020 CEO Outlook COVID-19 Special Edition Chart 1: In light of the pandemic, CEOs believe that purpose is more powerful and relevant than ever 79%77% say they feel a stron

42、ger emotional connection to their purpose since the crisis began. say their purpose has helped them understand what they need to do to meet the needs of stakeholders: employees, communities, customers, partners and investors. say their purpose provides a clear framework for making quick and effectiv

43、e COVID-19 related decisions. 77% KPMG 2020 CEO Outlook: COVID-19 Special Edition7 2020 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. Key findings

44、 Reflections for the new reality Methodology and acknowledgments PurposeProsperityPrioritiesPurpose Chart 2: How CEOs changed their response to the pandemic as a result of having their health, or a member of their familys health, affected Note: Sums to 99 percent because of rounding. Source: KPMG 20

45、20 CEO Outlook COVID-19 Special Edition At Zurich Insurance Group, CEO Mario Greco believes that caring and compassionate leadership of people is critical to protect his employees well-being during the crisis and build a robust and motivated workforce for the future. At Zurich, this focus on protect

46、ing peoples health translates into concrete actions. For example, the company offered on a voluntary basis testing for employees and their families. “The leadership challenge of the crisis is the sense of responsibility you have for protecting your people from health issues, ” he says. “This begins

47、with reducing risk. As I have told my people many times no one joins an insurance company thinking that it comes with a life risk. ” Todays crisis also requires compassionate people leadership to address employees deep-seated fears and anxieties. “Normally, if you meet people in a work situation, yo

48、u talk business. Today, though, people are fearful about what the future holds for them and their families. Today, you need to be a people leader above all else. ” 40% Little impact, my experience caused me to pay more attention to the human aspect of the pandemic. 35% Some impact, I have somewhat c

49、hanged my strategy because of my personal experience. 18% My personal experience impacted my strategy: once I saw how it impacted people, I changed my strategy. 4%My personal experience had no impact on how we addressed COVID-19 business challenges. 2% My personal experience caused me to completely change my strategy. 55% KPMG 2020 CEO Outlook: COVID-19 Special Edition8 2020 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network ar