16th Annual Global CEO Survey

30% of US CEOs are 'very confident' of revenue growth in 2013 vs. 41% in 2012

"When people ask me what's going to happen in the next five years, I throw up my hands and say , ‘I have no idea and neither do you.’ How do you cope with that degree of uncertainty? Well, I think first by having the right attitude about the process of change and reinvention. And second, is by forming partnerships, collaborations, and alliances with other like-minded companies that have something to contribute beyond what you can provide."

41% of US CEOs see organic growth in the US as their main opportunity in 2013.

"This is the manufacturing heartland. It always has been, and if we can develop [shale gas] resources and take advantage of them, we have an opportunity to see real and sustained growth, not only from an economic development standpoint across all sectors –residential, commercial, as well as industrial – but the spin off that flows from additional manufacturing in this area. This is the greatest opportunity we’ve had in years in this country to reposition ourselves again as a leader in manufacturing and in advanced technologies."

42% of US CEOs plan a domestic acquisition in 2013.

"We’re about a $1.5 billion system right now. To compete in this market, we need to probably be in the $3 to $5 billion dollar range.... Therefore, one would think that consolidation is something that will likely occur, just as it is occurring in many other places across the country."

67% of US CEOs are ‘extremely concerned’ over fiscal deficits/ debt vs. an average of 35% of CEOs globally.

"We need to find a way to create trust so that we can look beyond the next year. We need to create confidence and a partnership between government and business, so that CEOs worldwide and their leadership teams put that money into capital expenditures and people and building better opportunities for the future. Because buying back your shares is only a short-term solution. It does not solve the long term growth that is necessary to have a high performing stock."

68% of US CEOs aren't seeing global convergence in global tax and regulatory frameworks.

"We’re about a $1.5 billion system right now. To compete in this market, we need to probably be in the $3 to $5 billion dollar range.... Therefore, one would think that consolidation is something that will likely occur, just as it is occurring in many other places across the country."

29% of US CEOs plan to outsource a business process or function.
17% of US CEOs plan to “insource” a previously outsourced business process or function.

"I see more movement toward looking at population health management and the fact that we need to learn how to manage the chronic diseases in a population, which account for so much of the healthcare dollar."

How flexible is your supply chain? 90% of US CEOs see economic volatility ahead.

"Every crisis is also a learning experience and an opportunity to deepen your crisis management capabilities. But our operations are now scaled so broadly that we have to accept the fact that there are some events that just aren’t predictable. A degree of fragility is part and parcel of the system."

68% of US CEOs say fostering a skilled workforce should be a top government priority — but only 3% believe government has been effective in doing so.

"A number of international companies are looking to expand in the United States. We’re well positioned to help Chinese companies, Russian companies, Middle Eastern companies, Japanese companies, Korean companies, et cetera, who now are sitting on cash and looking to invest in growth internationally. They are expanding into Latin America, parts of Europe, and into the United States, looking for leadership to help them grow."

63% of US CEOs prioritize growing their customer base, yet only 32% attach the same importance to enhancing customer service.

"Some of the key elements in IFF's success model are based around customer intimacy and consumer insights. It all starts with the consumer — a rich and robust understanding of what they want, where they're going, but, most importantly, what they want in the future."

43% of US CEOs plan to reduce their companies’ environmental footprints in 2013.

"Sustainability is important to our customers, and increasingly it's become very important to our employees who want to see the company as a highly responsible, sustainable organization. Beyond that, it's just good business. The triple bottom line of environmental and consumer safety and profitability all come together, and reduced waste generates savings for the company."