How many chief executives want to create a socially valuable legacy? And how many of those can balance such longer-term priorities with the urgent demands of their investors and shareholders? This juggling act is hard to pull off — even for the minority of CEOs surveyed who desire this legacy.
Customers don’t always tell you what they really think. And they might not even know what they need from you. But they are sure to voice their opinions on social media. In a competitive landscape that’s increasingly being shaped by social media, you ignore valuable consumer data at your peril.
Companies are grappling with the multitude of privacy regulations, self-regulation policies, and consumer expectations placed on them to protect consumer data privacy. Mishandling your consumers’ personal data risks damaging your reputation as well as your bottom line. No wonder companies are uncertain about where the Big Data opportunities and risks lie. The solution is to view the issue strategically — not just through just a compliance lens but also through a lens of opportunity and trust.
Whether the risks are economic, environmental, catastrophic or systemic, we all have much to gain by examining some of the best resilience practices employed by public, private and NGO sectors. The WEF’s Leading Practices Exchange was created to fill this need. This article by PwC’s Ed Simmons summarises ten key points.
Environmental risks can slip down the strategic and public policymaking agenda when they come up against seemingly more pressing economic priorities, even though this could store up trouble for the future. Could there be a more informed basis for decision making that would allow business and political leaders to balance these twin resilience demands?
Hyperconnectivity has given unprecedented speed and reach to the dissemination of ideas, information, and opinions. This phenomenon continues to open new avenues for creativity and free speech on the one side, but also allows lies, threats and even violent hysteria to spread like wildfires on the other. How can these storms be contained without dimming the fire of free speech? PwC authors John Regas and Beth Cartier provide some solutions and suggestions.
Between natural disasters, the financial crisis, and macroeconomic vulnerabilities, companies’ supply chains have been rocked by several disruptions of late. And that trend is likely to continue, says PwC’s Joseph Roussel, co-author of Strategic Supply Chain Management—Second Edition. In this short, informative interview, Roussel discusses why supply chains have become increasingly vulnerable, and offers specific tips on how companies can design and manage this critical strategic asset for resilience.
This report by PwC and MIT Forum for Supply Chain Innovation analyses supply chain & risk management approaches of companies facing high risks: raw material price & currency fluctuation, market changes, fuel price volatility & natural disasters.
The environmental, social and governance (ESG) focus is increasing as the basic business model of the Private Equity (PE) industry becomes more long-term, with more than 90% of the respondents in a recent survey of the PE industry believing that ESG activities can create value and link across to it.
While climate change and increasing temperatures now seem inevitable, there are high levels of uncertainty about the manifestations and magnitude of their impact. What is certain, though, is that climate change will have a multiplier effect on supply chain risk and link across to it.