Industry focus

• 80% of asset management CEOs express confidence about revenue growth
• Over 75% of CEOs plan to grow operations in Asia, Africa and Latin America
• 65% of CEOs want to spend more time on leadership and talent development

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• Automotive CEOs see China as key to future growth
• Sector CEOs are making innovation a priority
• The talent crunch is real and it could get worse. 46% of automotive CEOs say it's getting tougher to hire in their industry

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• 74% of BCM CEOs are planning a change in strategy over the next 12 months
• New regulations most common reason for changing strategy
• 74% of BCM CEOs are planning to change approach to managing talent

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• 66% of chemicals CEOs see emerging markets as the most promising sources of future growth
• 83% believe they can generate higher revenues this year
• But 42% say talent constraints have impeded their company’s ability to innovate

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• Fifty percent of all of the Communications industry CEOs are very optimistic about achieving increased revenues in 2012
• CEOs in the Communications industry are much more likely than their counterparts in other industries to be contemplating fundamental strategic changes in the year ahead
• Nearly half of Communications industry CEOs expect to outsource a business function in 2012

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• E&M CEOs’ key challenge is to keep pace with the changing consumer
• E&M CEOs are reducing their emphasis on restructuring and building focus on collaboration
• Lack of talent is a major hurdle―but one that E&M CEOs are confident of surmounting

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• 48% of financial services CEOs believe that skills shortages threaten growth
• Skills shortages have forced 25% of financial services CEOs to delay or cancel a key strategic initiative over the past 12 months

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• FPP CEOs are gloomy about the economy and their own short-term growth prospects
• 63% of FPP CEOs expect to change strategy this year
• Headcounts are down, but over 40% of FPP CEOs still say it’s getting harder to hire talent

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• 78% of healthcare CEOs are focusing on the development of new products or services within existing business models
• 22% of healthcare CEOs are focusing on geographic expansion, and only 9% on their home markets
• 28% of healthcare CEOs―more than double the overall average―plan to complete M&As this year

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• 35% of industrial manufacturing CEOs think new products and services are the main route to growth
• 84% of industrial manufacturing CEOs are changing R&D and innovation capacity this year
• Nearly half of industrial manufacturing CEOs say it's becoming harder to hire talent, and 71% want to spend more time developing the talent and leadership pipeline

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• 70% of insurance CEOs are planning a change in strategy over the next 12 months
• New regulation and economic uncertainty are the most common reasons for changing strategy
• 82% of insurance CEOs are planning to change their strategy for managing talent

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• Metals CEOs are gloomy about the economy, growth prospects
• 75% worry about energy costs
• Innovation is helping; 80% are increasing their focus on improving processes

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• Nearly half of all pharma and life sciences CEOs are very confident they can increase their company’s revenues in both the near and mid term
• They think the main opportunities for growth lie in new product and service development
• Two-fifths plan to invest in technologies or partner with other organisations to circumvent skills shortages

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• Public Sector entities are facing significant pressure from budget deficits
• Public Sector agencies need to develop plans for sustainable or "good" growth in their territories
• There are significant issues related to the attraction and retention of talented staff

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• Demand in industrialised markets is faltering.
• But the consumer base in emerging markets is growing.
• And digitalisation is changing customer behaviour radically, so retail and consumer companies' strategies are changing too.

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• Most tech CEOs are confident that their businesses will grow in the next year.
• Tech growth will be driven by innovation and will come from both existing and emerging markets.
• Having the right talent in the right location is not only a key to success but also an increasing challenge.

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• Economic uncertainty weighing on confidence
• Coping with talent constraints a key concern for T&L
• Still room to improve on coping with supply chain disruptions

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