The 12th Annual Global CEO Survey comes at a momentous time. A financial crisis of historic magnitude was unfolding as we set out to speak with 1,124 business leaders worldwide. We found CEOs operating in extreme conditions, with little margin for error.

Many are still fighting threats to their companies’ survival. At the same time, CEOs are also coming to terms with long-term, global trends that are challenging economic, political, social and cultural structures around the world.

John Donahoe, President and CEO of the US-based global online marketplace eBay Inc, says: ‘If I can get three good nights’ sleep in the next 12 months, I will consider the next year to be a success. I’m exaggerating, of  ourse. But what I mean is…it’s necessary to strike a balance between fighting each day to ensure your survival, while keeping a strong hand on the tiller in order to steady the ship. It’s balancing the long term with the urgency of the short term and having the wisdom to discern what’s what.’

Government and business leaders were caught unprepared for a global financial crisis, which has evolved into worldwide economic deceleration. In the short term, at least, this has shattered the confidence of CEOs and pulled their focus to urgent concerns about credit, liquidity, revenue and costs, in many cases forcing them to delay investments and expansions while they maximise returns from existing markets (see figure 0.1). CEOs generally support governmental efforts to intervene in the crisis. But CEOs also want governments to transform institutions and policies so as to be in tune with the dynamic of today’s global economy.

In the long term, half of CEOs do not believe that governments and businesses will be able to mitigate the risks created by global trends. CEOs see worldwide political and religious tensions increasing, the gap between rich and poor growing and a new set of countries emerging to challenge the group of eight industrialised nations (see figure 0.2, opposite). Added to these challenges are the scarcity of key skills, climate change, the depletion of natural resources and the potential for over-regulation by government. ...

Visit 12th Annual Global CEO Survey Website

This year the 12th Annual Global CEO Survey website contains new, interactive tools, which allow users to customise data and charts for their own businesses.

View an interactive compilation of video, key q • uotes and transcripts at pwc.com/ceosurvey/indepth.
• Examine the data from every angle – by business issue, region and industry sector at pwc.com/ceosurvey/thestory.
• Use the benchmarking tool to compare your point of view to that of your competitors and peers.
• Look at the industry summaries – a complete picture of the issues at the heart of each industry.
• Hand-pick the most relevant information and create a custom report.

Download 12th Annual Global CEO Survey

PDF format, 1.3MB, 44Pages.

CONTENTS
Introduction 4
Section 1 An historic moment: One world united in crisis 7
1.1 We’re all in this together: The downside of globalisation 10
Section 2 The search for global solutions 15
2.1 Government action: More of the right kind 16
2.2 Climate change: The next global crisis? 19
Section 3 Walking a tightrope 23
3.1 Redefining success: CEOs face extreme short-term and long-term challenges 23
3.1.1 Short-term survival 23
3.1.2 Long-term success 24
3.1.3 A new mindset for extreme conditions 24
3.2 Shifting strategies: Better collaboration and broader information 26
3.2.1 JVs overtake M&A 28
3.2.2 Balancing talent retention and cost reduction 30
3.2.3 Mitigating risks collaboratively 34
Final thoughts: Cool heads, collaboration and innovation 39
Acknowledgements 40
Research methodology and key contacts 41
Further reading 42

FORWARD
CEOs around the world are retrenching, indeed many claim to be entering ‘survival mode.’ Our 12th Annual Global CEO survey shows how the financial crisis shattered short-term confidence.

The percentage of CEOs who were ‘very confident’ about their one-year revenue growth prospects dropped to 21%, the lowest level in six years. Uncertainty about the future is still running high and confidence no doubt continued to deteriorate after we completed the survey in early December. ...

Comments (0)

Name

Email

Comment

smaller | bigger

Add Comment