Trends Identified
Induced Pluripotent Stem Cells
Induced pluripotent stem cells (iPS) are adult cells that have been genetically reprogrammed to the undifferentiated state of an embryonic stem cell. The unlimited differentiation potential and use of the patient’s own cells facilitate the application of the technology for medical purposes.
2009
KISTEP 10 Emerging Technologies 2009
South Korea, Korea Institute of S&T Evaluation and Planning (KISTEP)
Human Body Communication System
Unlike conventional communication systems using wired or wireless devices, the human body communication system uses data delivered from or interchanged between portable devices attached to the human body.
2009
KISTEP 10 Emerging Technologies 2009
South Korea, Korea Institute of S&T Evaluation and Planning (KISTEP)
Cognitive Robotics
Cognitive robotics applies cognitive models of humans or animals to robots in order to recreate intelligence. Robots developed based on the technology can be function like humans.
2009
KISTEP 10 Emerging Technologies 2009
South Korea, Korea Institute of S&T Evaluation and Planning (KISTEP)
Personal Lifelog
Personal lifelog collects and classifies all the information that has been obtained or experienced during one’s daily life. The technology facilitates search and retrieval of information whenever it is needed.
2009
KISTEP 10 Emerging Technologies 2009
South Korea, Korea Institute of S&T Evaluation and Planning (KISTEP)
Business confidence: Vigour & Circumspection
For 11 years, our Annual Global CEO Surveys have tracked how confident global leaders feel about the prospects for growth. The overall level of confidence has now dipped for the first time in five years. But this troubling picture masks two very different regional trends. CEOs in the industrialised Western economies are less confident about the prospects for business growth than they were last year. Those in the emerging economies of Asia, Latin America and the ‘new’ Europe, by contrast, see increasing opportunities for expansion.
2008
11th Annual global CEO Survey
PWC
Mergers & acquisitions: Underlying optimism & Contrasting direction
The economic prognosis may be gloomy, but many CEOs are still keen to expand overseas. However, North American CEOs are more cautious than their peers in other regions, and Asian CEOs favour strategic alliances over M&As.
2008
11th Annual global CEO Survey
PWC
Global risks: A riskier &/or Safer world
Does greater connectivity increase the risk that local difficulties will turn into global disasters? Or does it provide opportunities to diversify and thus dilute the dangers? The preliminary evidence suggests that it may actually do both.
2008
11th Annual global CEO Survey
PWC
Climate change: Pragmatism & Heightened awareness
During the past 12 months, climate change has soared up the public agenda. So what are CEOs now doing to combat the threat of global warming? At first glance, our survey suggests that they are largely reactive. But closer inspection shows greater levels of commitment, especially among CEOs running big companies.
2008
11th Annual global CEO Survey
PWC
People and change: Strategy & Execution
Talent remains a major issue, but results fall short – suggesting competitiveness is hampered while opportunities lie within reach. Two-thirds of CEOs want recruitment, motivation and development improved. But they give HR a low vote of confidence. Leaders and all-around performers prove hardest to find, while organisational structures get in the way of collaborative people. Senior or middle management weaknesses are blamed most often for hindering change programmes. A gap separates vision from execution. Discipline is needed to drive strategies through tactics, structures and results.
2008
11th Annual global CEO Survey
PWC
Collaborative business networks: Opportunistic & Systematic
More than half of all CEOs believe that collaborative networks will play a major role in the way companies operate in the future. CEOs in Asia Pacific – one of the world’s fastest-growing regions – are particularly convinced about the value of collaborative networks. At present, networks are mainly used to accomplish ‘soft’ goals such as the advancement of learning and sharing of best practice, rather than to enhance product and service pipelines. Most companies have not yet developed a systematic way of developing and capitalising on networks. They are still opportunistic in their approach. Effective collaboration requires a clear understanding of the kinds of networks that are possible, the business objectives of the different stakeholders and the risks.
2008
11th Annual global CEO Survey
PWC