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PwC 15th Annual Global CEO Survey

PwC 15th Annual Global CEO Survey

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Published by PwC
In the 15th Annual Global CEO Survey, we set out to understand how businesses are preparing for growth in their priority markets. We surveyed 1,258 CEOs based in 60 different countries and talked to a further 38 CEOs face-to-face in the last quarter of 2011. To learn more about our 15th Annual Global CEO Survey, visit http://www.pwc.com/ceosurvey
In the 15th Annual Global CEO Survey, we set out to understand how businesses are preparing for growth in their priority markets. We surveyed 1,258 CEOs based in 60 different countries and talked to a further 38 CEOs face-to-face in the last quarter of 2011. To learn more about our 15th Annual Global CEO Survey, visit http://www.pwc.com/ceosurvey

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Categories:Types, Business/Law
Published by: PwC on Jan 24, 2012
Copyright:Attribution Non-commercial

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02/23/2013

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www.pwc.com/ceosurvey 
 Delivering results
Growth and value in a volatile world
15th Annual Global CEO Survey 2012
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15th Annual Global CEO Survey 2012
 Preface
We all know these are uncertain times. Storiesof strengthening economies, employmentimprovements and breakthrough productsfrom some parts of the world are offset by reports on natural disasters, government debt,regulatory changes and political turmoil inothers. It’s hard to know for sure which way the wind is blowing.While change presents opportunity for some,most business thrives on stability – and thefact that this is elusive makes forward plansincreasingly hard to develop. No wonder thatcon
dence is down from what we saw lastyear. Yet it’s still at a reasonably high level.Why? Because despite the uncertainties,the long-term trends that have encouragedcorporations to invest in the emerging world,create innovation and develop talent remain
rmly in place.Most multinational companies have beenadjusting, without fanfare, to the new globaleconomic reality for some time. This year,CEOs have made clear that they are not backingaway from global growth programmes but infact are deepening their commitments to theirmost important markets. Among the CEOs weinterviewed, whether based in Italy, Malaysia,the US or South Africa, the goal of deliveringresults by growing whole operations – not justsales – outside of their home base is the same.These are ambitious agendas, which issomewhat surprising given economicuncertainties. How are CEOs going to make ithappen? This year, we asked CEOs how they think their time is best spent, and two-thirdssaid they want to devote more attention todeveloping talent pipelines and meeting withcustomers (see Figure 1). Four years into the
nancial crisis, we
nd CEOs more groundedabout the risks and changing conditions forgrowth. The focus on talent and customerstoday is a natural ‘next step’ towardsestablishing their organisations in the markets where they operate and building the trustneeded for the business of tomorrow.That’s why so many CEOs are changing talentstrategies to improve their ability to attractand retain the right people. Skills shortages are very real – just 12
of CEOs say they’re
ndingit easier to hire people in their industries – andthe constraints are having
uanti
able impactson corporate growth. Just as our customersare changing rapidly, so are our workforces –and our talent needs are changing, too.I want to thank the more than 1,250 company leaders from 60 countries who shared theirthinking with us. The success of the PwC Annual Global CEO Survey – now in its15th year – is directly attributable to thecandid participation of leaders around the world. The demands on their time are many and varied; we greatly appreciate theirinvolvement. And I am particularly gratefulto the 38 CEOs who sat down with us near theend of 2011 for more extensive conversations.Their thoughts added invaluable context toour
uantitative
ndings.Dennis M. Nally Chairman, PricewaterhouseCoopersInternational
 
15th Annual Global CEO Survey 2012
3
 I want to thank the more than 1,250 company leaders from 60 countries who shared their thinking with us. The success of the PwC GlobalCEO Survey – now in its 15th year – is directly attributable to the candid participation of leaders around the world.
Figure 1: CEOs’ personal priorities include spending more time with customers and developing leaders
Q: Do you wish that you personally could spend more time, less time or the same amount of time on each of the following activities?
Net priority (% of respondents reporting ‘More time’ minus %of respondents reporting ‘Less time’)Develop leadership and talent pipelineMeet with customersImprove organisational efficiencySet strategy and manage risksDevelop operations outside of my home marketPersonal time or community serviceMeet with regulators and policy makersMeet with lenders and providers of capitalMeet with the board and shareholders%6666575140345-4-5OperationsPeopleGovernance
Base: All respondents (1,258)Source: PwC 15th Annual Global CEO Survey 2012

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