1、Executive PerspectivesThe CEO OutlookCaution,Optimism,and Navigating the Road AheadMarch 2023Executive Perspectives群内每日免费分享5份+最新资料 群内每日免费分享5份+最新资料 300T网盘资源+4040万份行业报告为您的创业、职场、商业、投资、亲子、网赚、艺术、健身、心理、个人成长 全面赋能！添加微信，备注“入群”立刻免费领取 立刻免费领取 200套知识地图+最新研报收钱文案、增长黑客、产品运营、品牌企划、营销战略、办公软件、会计财务、广告设计、摄影修图、视频剪辑、直播带货、电
2、商运营、投资理财、汽车房产、餐饮烹饪、职场经验、演讲口才、风水命理、心理思维、恋爱情趣、美妆护肤、健身瘦身、格斗搏击、漫画手绘、声乐训练、自媒体打造、效率软件工具、游戏影音扫码先加好友，以备不时之需扫码先加好友，以备不时之需行业报告/思维导图/电子书/资讯情报行业报告/思维导图/电子书/资讯情报致终身学习者社群致终身学习者社群关注公众号获取更多资料关注公众号获取更多资料Introduction to this documentCoexisting global phenomena such as macroeconomic uncertainties,inflation,changes in
3、the labor market,etc.,create a challenging environment for companies in 2023.We surveyed 759 global C-suite executives across industries to share sentiments about their companys outlook,their biggest concerns,and how they set strategic priorities in times of uncertainty.The results provide us with a
4、 fresh outlook on what is top of mind for global business leaders in early 2023.We will publish two Executive Perspectives to share the insights gathered from the survey.This first edition provides an overview,with regional nuances;the second will provide additional detail through an industry-level
5、comparison.In this BCG Executive Perspectives edition,we share how C-suites leaders view the world and are building resilience2Copyright 2023 by Boston Consulting Group.All rights reserved.Uncertainty is still highly relevant in 2023Executive summary|Recent events prove the difficulties of anticipat
6、ing future disruptions,making it crucial to cut cost while fueling long-term growth Heading into 2023,C-suite leaders generally hold a cautiously optimistic view towards their companys performance while recognizing uncertainty is still the biggest challenge.75%think macro uncertainty is a key challe
7、nge,with Asian leaders being more confident than rest of the worldIn the survey,only half of the C-suite leaders are expecting additional global shocks in 2023.However,the recent failure of Silicon Valley Bank and other shows how difficult it is for executives to anticipate/predict the future,even i
8、n the near-term.Therefore,it is crucial for C-suite leaders to continue strengthening cost-down efforts and building resilience while fueling long-term growth.3Copyright 2023 by Boston Consulting Group.All rights reserved.Key actions in 2023-resetting for growthIn response to the uncertainties,compa
9、nies are taking action on all fronts,with cost reduction,talent/people development,and innovation being the most important ones Regardless of region,cost reductions are a key priority,with a focus on efficiency,instead of pure cost-cutting North America:Particularly focused on talent,both reducing h
10、eadcount and improving EVP,to address talent challenges Asia:Has a stronger growth mindset,taking more customer/product actions(e.g.,improve customer retention)Europe:More conservative towards innovation,but are more actively investing in climate&sustainability Overall,C-suite leaders think their ca
11、pabilities to address uncertainties are generally sufficient,but deficiencies identified in supply chain,top-line,adaptable organization,and transformation.How leaders create competitive advantageWhile everyone recognizes the challenges from macroeconomics,a few players have built strong capabilitie
12、s and outperformed industry peers with higher TSR performance.They have done this by reinvesting resources freed up from cost savings into growth actions to fuel long-term success even during downturns.BCG is the right partner to seize the opportunity of uncertainty and help companies build competit
13、ive advantage.Sample overview|Respondent demographics and quotas759Respondents surveyed between Jan.30 to Feb.21,2023 by region by industry.1.Chief of Staff,Chief Transformation/Growth/Customer officer,Chairman of the board by role/business title7%19%27%15%26%7%29%29%26%6%5%3%1%AfricaPacificAsiaEuro
14、peSouth AmericaNorth AmericaMiddle EastCXO who reports directly to the CEOCEOCOOBU/Region CEOCFOOther121%18%16%11%10%9%6%3%6%InsuranceInfra./Trans.&logistics/Travel&tourismConsumer GoodsTech/Media/TelecomEnergyIndustrial GoodsFinancialInstitutionsHealth CareOtherBCG Executive PerspectivesAGENDAUncer
15、tainty is still highly relevant in 2023Key actions in 2023resetting for growthHow leaders create competitive advantage5Copyright 2023 by Boston Consulting Group.All rights reserved.However,only 50%are expecting additional global shocks in 2023 1.Survey question:What are the biggest challenges for yo
16、ur company to weather the evolving global headwinds in 2023?2.Survey question:How do the evolving global headwinds and uncertainties affect your companys decision making in 2023?%of respondents that Strongly agree or Agree to the statement.Note:Asia excludes Middle East.Source:BCG analysis based on
17、a global C-suite survey with n=759 respondentsMajority of C-suite leaders recognizing uncertainty is still the key challenge in 2023;nonetheless,only half are expecting additional shocks6Copyright 2023 by Boston Consulting Group.All rights reserved.Of all respondents expect macro uncertainty to be a
18、 key challenge for their company in 2023173%Have enough certainty about their companys mid-term outlook to make long-term investment decisions262%58%59%71%Asia leaders more confident than the rest of the worldHave more clarity today about how to balance tradeoffs vs.12 months ago261%62%57%68%Expect
19、additional global shocks they cannot foresee today to impact their company in 2023251%49%56%49%The recent failure of Silicon Valley Bank and others-combined with the survey results-shows how difficult it is for executives to anticipate the future7Copyright 2023 by Boston Consulting Group.All rights
20、reserved.2023/03/102023/03/172023/03/172023/03/17Recent collapse of banks has sparked a new wave of concerns that few executives foresaw at the beginning of the year1%of executives surveyed identified financing and capital market volatility as one of the risks in 2023 leading to less preparedness fo
21、r financial challengesSource:Media,BCG analysis based on a global C-suite survey with n=759 respondents2/3 plan to take cost actions in 2023,with different levers to be pulled%of respondents1Notes:Asia excludes Middle East.1.Survey question:What meaningful actions will your company take in 2023 to m
22、itigate risks,accelerate opportunities or change trajectory of opportunities specifically to respond to evolving global headwinds?2.%of n=543 respondents that selected Cost actions.Source:BCG analysis based on a global C-suite survey with n=759 respondentsAsia also has strong focus on cost,despite m
23、ore optimistic performance outlook vs.other regions89%2Optimize organizational structure to increase efficiency for cost-saving78%2Of companies that take cost actions cut either direct and/or indirect spending50%2Companies combine cost-cutting and efficiency improvement to tackle cost from multiple
24、anglesHigher%vs.other regions15Copyright 2023 by Boston Consulting Group.All rights reserved.North AmericaEuropeAsiaStrong actions on labor market changes:both workforce reduction and talent retentionLess focus on supply chain despite 75%expecting negative business impactHigh focus on tech innovatio
25、n as digital/tech is a large opportunitybut not used for product launches12023 Actions|Regions face different exposure to global phenomena and take different actions to address the environment12%49%29%47%17%New product launchesLay-offs(10%)Supply chain actionsEVP enhance-mentTechinno-vationDifferent
26、 actions prioritized for 2023More than global meanxxLess than global mean39%7%38%42%Financial actionsLay-offs(10%)EVP enhance-mentSupply chain actionsInflation and energy crisis posing large risks,but adjusting finances not done by allDespite labor market concerns,lay-offs and talent retention are m
27、uch less common vs.NAMRHigh focus on supply chains vs.global meanMore likely to adjust their financial position as a response to inflation and rising interest ratesHigh focus on supply chain as this poses the 3rdlargest risk to Asian companiesStronger customer&product focusmore likely to view demand
28、 changes as opportunity21%32%42%23%22%Increase in cash reservesOptimiza-tion of AR/APSupply chain actionsCustomerretentionNew product launchesKey risks and opportunitiesNotes:Asia excludes Middle East.Survey question:What meaningful actions will your company take in 2023 to mitigate risks,accelerate
29、 opportunities,or change trajectory of opportunities specifically to respond to evolving global headwinds?Source:BCG analysis based on a global C-suite survey with n=759 respondents11234562345678978916Copyright 2023 by Boston Consulting Group.All rights reserved.North AmericaEuropeAsiaglobal meanInc
30、reasing spread between respondents who take no growth actions vs.double down on growth actionsNote:Asia excludes Middle East.1.Growth actions include business model innovations,tech innovations,horizontal mergers,vertical mergers,market-or product-extension mergers,conglomerate mergers,production pr
31、ocess redesign,employee value proposition enhancement,up-/re-skilling,new product or service launches.Source:BCG analysis based on a global C-suite survey with n=759 respondents2023 Actions|While growth is a priority,C-suite executives are polarized on whether to take actions to boost growth4%7%13%1
32、8%+17%+25%No growth actions7 or more growth actions20222023Asia is most focused on growth action,while Europe is least invested in growth5%5%9%16%20%16%17Copyright 2023 by Boston Consulting Group.All rights reserved.NorthAmericaEuropeAsiaWith macro uncertainty being less of a concern,Asian leaders h
33、ave the bandwidth to focus on growth actionsC-suites leaders show strong appetite to invest in multiple areas to address current challenges and build advantages75%75%71%62%60%58%58%49%47%43%Production capacity/equipmentHiringBusiness model transfor-mationDigital&AI(external/customer focus)Talent ret
34、ention/developmentCyber securityProduct/service innovationDigital&AI(internal/process focus)C&S/ESGM&A%of respondents who selected the topic as a current significant investment area11.Survey question:Which of the following areas are currently(2022/2023)significant investment areas for your company?S
35、ource:Talent Is the Great Antidote to Uncertainty,;BCG analysis based on a global C-suite survey with n=759 respondentsInvestment|Companies are showing a strong appetite to invest on multiple fronts,with talent retention and innovation at the top of the list1818Copyright 2023 by Boston Consulting Gr
36、oup.All rights reserved.High consensus on current focus of investment to foster growthClimate and Sustainability,as well as Digital&AI are expected to be the investment priorities in mid to long term to seize the opportunities54%54%54%50%49%Digital&AI(external/customer)C&S/ESGDigital&AI(internal/pro
37、cess)Cyber securityProduct/service innovation%of respondents who selected the topic as a significant long-term investment area1Most companies are deeply involved in a digital and/or climate&sustainability journey,both requires new capabilitiesInvestment|Theres global consensus on top investment area
38、s for fueling growth;regional nuances are key to building advantageNote:Asia excludes Middle East.1.Survey question:Which of the following areas are currently(2022/2023)significant investment areas for your company?Source:BCG analysis based on a global C-suite survey with n=759 respondents%of respon
39、dents stating that this topic is currently a significant investment area for their company1Asia strongly leveraging digital and AI to address changing consumer demands73%80%71%58%56%67%66%35%53%45%71%71%73%57%59%60%59%47%51%55%80%78%72%63%63%59%59%48%44%41%Digital&AI(internal/process focus)Business
40、modeltransformationM&AProduction capacity/equipmentProduct/serviceinnovationHiringTalent retention/developmentCyber securityDigital&AI(external/customer focus)Climate&sustainability/ESG123231213Regional differencesNAMR more active in hiring while also more inclined to lay off talent European leaders
41、 invest more vs.other regions to seize opportunities of C&S commitmentsHigher%vs.other regions19Copyright 2023 by Boston Consulting Group.All rights reserved.NorthAmericaEuropeAsiaCapabilities|Capabilities for tackling uncertainties are generally sufficient,with room for improvement especially in su
42、pply chain and top-line1.Survey question:How would you rate your companys current capabilities across the following dimensions?2.Minor or large deficiencies Source:CEO Dilemma series BCG Executive Perspectives;Becoming an All-Weather Company,;BCG analysis based on a global C-suite survey with n=759
43、respondentsSelf-assessment shows capabilities generally sufficient1Avg.response&StDev.Largest deficiencies related to(%respondents2)12345Resilient supply chain&ops3.326%E-2-E supplier network visibilityProactive supplier risk management25%Resilient customer base&revenues3.431%E-commerce&digital sale
44、s25%Dynamic pricingBusiness performance&transformation3.426%Lean org.with efficient processesSafe&modular technology 3.427%Tech function optimized for efficiencyCyber security18%Risk detection&management 3.619%Risk measurement and governanceSelect resilience dimensionswith some deficiencies identifi
45、ed20Copyright 2023 by Boston Consulting Group.All rights reserved.Adaptable organization&people3.325%Change management&adapt to agileExample actions to build capabilityCreate multi-layer supplier mappingIdentify potential exposures at the part,supplier,location levelClick here for more detailsAdopt
46、new pricing modelDrove personalization and sales efficiency with AIClick here for more detailsCreate the culture and environment for change,with leader enablement Make de-averaged workforce reduction and streamline structureClick here for more detailsModernize tech stackAdopt a zero-trust security a
47、pproach for risk mitigationBuild an early warning system and continuously scan the environment for emerging risksUncertainty is still highly relevant in 2023Key actions in 2023resetting for growthHow leaders create competitive advantageBCG Executive PerspectivesAGENDA21Copyright 2023 by Boston Consu
48、lting Group.All rights reserved.All CEOs recognize the macroeconomic challenges,but few players have built strong capabilities and outperform their industry peers 1.Survey question:How would you rate your companys current capabilities across the following dimensions?2.Defined as a company that evalu
49、ates its capabilities across 19 dimension as follows:majority is 5(very good),majority of the rest is 4(good)and no dimension is below 3(just sufficient).3.Company TSR data based on January 2022-January 2023 averages.3.Defined as a company that has very good capabilities in at least half of the cate
50、gories,good capabilities in at least half of the rest,and no deficiencies.Source:Capital IQ,BCG analysis based on a global C-suite survey with n=759 respondents22Copyright 2023 by Boston Consulting Group.All rights reserved.Companies with highest resilience capabilities2outperform their industry pee
