Trends Identified
Wastewater is an asset, not a liability
Water is one of our most precious resources, yet our infrastructure is failing. Driven by global population growth and rising water scarcity, the UN reports that 75 percent of the world’s available freshwater is already polluted. Under-investment in water management is exacerbating the problem, causing serious impacts on human health and the environment. A key challenge is the high capital cost, and high energy requirements, of current wastewater treatment and management systems. By 2020 I predict that a new class of distributed systems, powered by advances in our ability to use biotechnology to extract resources, such as energy, from waste, and the dropping cost of industrial automation, will begin to change our approach to managing water globally. Rather than a liability, wastewater will be viewed as an environmental resource, providing energy and clean water to communities and industry, and ushering in a truly sustainable and economical approach to managing our water resources.
2014
14 tech predictions for our world in 2020
World Economic Forum (WEF)
Targeting emerging markets
The divergence within the global economy is one of the main reasons why most CEOs (84%) say they’ve changed their company strategy in the past two years – with a third of them describing the change as ‘fundamental’. Only half the world is growing at a robust rate. Although the International Monetary Fund (IMF) forecasts global growth at 4.2% for 2011, developed countries – which make up 52% of the world economy – are growing at only half that pace. In contrast, emerging markets are booming, with Indonesia, India and China all forecast to grow faster than 6%.1
2011
14th Annual global CEO Survey
PWC
Putting customers at the centre of innovation
CEOs are placing a higher premium on innovation today. Since 2007, business leaders have consistently reported that their single best opportunity for growth lay in better penetration of their existing markets. Now they’re just as likely to focus on the innovation needed for new products and services (see Figure 5). It’s high on the agenda in virtually all industries, including industrial sectors such as metals, chemicals and manufacturing.
2011
14th Annual global CEO Survey
PWC
Bridging global skills gaps
The ‘war for talent’ was declared more than 10 years ago, but few CEOs are prepared to declare victory. They know talent isn’t just a numbers game. It means finding, retaining and motivating employees whose skills really fit the company’s strategy. Given that 84% of CEOs have changed strategies in the past two years, companies’ talent needs are changing, too. So talent is now at the top of the CEO agenda for 2011, across all regions (see Figure 7).
2011
14th Annual global CEO Survey
PWC
Achieving shared priorities with government
While CEOs focus on their own growth plans, many also see a common purpose with governments. Constrained budgets are forcing difficult decisions on public sector leaders; CEOs are keen to protect shared priorities that are critical to business growth and their own competitive advantages. Fostering a skilled labour force is but one area where CEOs see greater potential for deeper engagement with government bodies.
2011
14th Annual global CEO Survey
PWC
Globalisation reimagined
CEOs’ shift towards a targeted strategy signals the advance of globalisation – but it may diverge from how it’s looked in the past. Companies are not only affected by globalisation; the actions they take will shape it. And this time, the evidence shows, CEOs are going to do it a little differently.
2011
14th Annual global CEO Survey
PWC
Confidence disrupted
The year 2012 unfolds with wide disparities in potential outcomes in many economies, and little prospect of a coordinated turnaround. Just 15% of CEOs believe that the global economy will improve this year (see Figure 2). Incremental improvements in business optimism seen in the PwC 15th Annual Global CEO Survey over the past two years are reversing. In a sign of converging economic fortunes, confidence declined in parallel among CEOs across all regions, except for the Middle East and Africa.
2012
15th Annual global CEO Survey
PWC
Balancing global capabilities and local opportunities
A sensible strategy for globalisation today means far more than building cheaply in one location and selling in another. What has changed is the way operations are configured. India’s Tata is now the largest manufacturer in the UK. Taiwan’s HTC pioneered the use of Google’s Android software. New operational strategies are required to compete successfully in such markets.
2012
15th Annual global CEO Survey
PWC
Resilience to global disruptions and regional risks
CEOs report that they are less likely this year to focus on changing approaches to risk management than on other areas of priority, from strategies for talent to organisational structure. Significant defensive steps have already been taken: balance sheets have improved and cash reserves have been built. Enterprise risk is now more frequently discussed in boardrooms.
2012
15th Annual global CEO Survey
PWC
The talent challenge
Theoretically, finding a good candidate to fill a position should now be a very straightforward exercise. There have never been as many educated people in the world, nor has it ever been as simple for employers to tap this vast pool online. Highly skilled talent is also highly mobile; but just in case, networking advances also mean that many more tasks can be handled remotely or outsourced.
2012
15th Annual global CEO Survey
PWC