This issue of the Technology Forecast examines the impact of Internet of Things trends on businesses and the IT organization. It analyzes how businesses now have the ability to continue the relationship with customers after the sales transaction by helping them achieve the goals for which they buy the products.
This edition of To the point: Current issues for boards of directors, reviews guidance from the SEC and DOJ about the Foreign Corrupt Practices Act and policy updates from the ISS on executive compensation, board response to proposals with majority shareholder support, hedging of company stock, and what directors should know about data security and cyberattacks.
Download the 2012 edition of PwC’s Cities of Opportunity. This year’s report, our fifth, analyses in depth the trajectory of 27 capitals of finance, commerce, manufacturing and/or culture across 60 variables -- and offers insight into what factors and conditions make cities function best, plus customized, interactive tools for exploring the data.
In this issue of PwC's View, companies can learn how to keep pace with change, and design a fiercest competitor as part of the strategy. Other articles look at cyber security and doing business in emerging markets.
Cloud computing is making deep inroads into the marketplace, but organizations are concerned about risks regarding security, privacy, availability, data protection and retention. Any one of these could damage a company’s business and its brand. How can the risks impact companies’ brands and how can third-party assurance provide a solution?
Social technology offers considerable promise, but CIOs and business units are struggling to figure out how to use it effectively. A key reason is that most social media outside the enterprise is just pure communication. Making the same use of these tools inside the enterprise only imposes more channels on already overwhelmed staff. What alternatives exist to help alleviate communications overload?
Mention social technology or social networking, and most people think of consumer-driven applications such as Twitter or Facebook. But some organizations realize that Facebook, Twitter, and their secured equivalents inside the enterprise are just a catalyst for deeper changes that must be made to collaboration tools and methods. So what are the changes companies need to make to improve things?
No longer viewed as a strictly consumer phenomenon, smart devices enabled by wireless data networks are getting down to business. Companies operating within all kinds of value chains are embracing them to improve processes, enhance collaboration, and reduce costs. But those benefits are only the beginning. Where do the real payoffs come from for companies using them?
Cyberattacks aren’t just an information technology matter. Legal obligations, damages to the organization, and business relations with customers all come into play. Often the last to know, it is imperative that general counsel be the first on the cybercrime scene. They can play a pivotal role in protecting an organization if they act promptly when a company’s systems have become compromised.
While there’s still a great deal of uncertainty around the specifics of healthcare reform, one thing’s clear: The healthcare industry in the US will never be the same. And 2011 is shaping up to be a makeover year for healthcare providers, health insurers, pharmaceutical and life sciences companies, and employers. But what are the most significant issues in play? A recent report identifies six.
Operating systems, devices, wireless networks, and other IT components all comprise business mobility. But the real power lies in the convergence of the technologies and in how each organization applies them to redefine the way it works. While the chief information officer will lead the charge here, it's important that the rest of the leadership team understand the choices and issues that pertain to the following technology building blocks.
Is radical innovation conceived in a single, stunning act of invention and delivered as an entirely new offering? No. Innovation is a process that taps into genius, but it need not be the accidental province of the madly brilliant. Here we look at how organizations can develop, manage, and continually improve an end-to-end process, supported by technology, in which innovations are more likely to be discovered, better assessed, and better converted into profits—what PwC calls the idea-to-cash process.
Once viewed as an oddity to be kept at arm’s length, mobile devices are now seen as a potentially powerful platform for enterprise value. PwC sorts out the drivers, and the ramifications, of this sea change.
As the fastest-growing major economy in the world, China continues to offer global companies attractive investment and business opportunities, but doing business there also means navigating the complexities that arise from China’s unique historical, political, and cultural contexts. Despite the challenges, what are leading US companies doing to succeed in China? For one, they're developing collaborative relationships with Chinese stakeholders and demonstrating the agility to continuously adapt their strategies to the country’s dynamic environment. What other steps are they taking?
Healthcare reform in the US will change funding, insurance coverage, and regulation will affect virtually everyone—including large employers, the majority of which are self-insured. What are proactive companies doing already to consider how reform will change plan eligibility, plan design, underwriting rules, tax deductions, and more and how are they reevaluating their benefits strategies accordingly?
What makes a city great? Surely factors like livability, abundant resources and thriving business come to mind. But other factors show that intellectual capital is also at the core of a city’s appeal; a strong intellectual base not only attracts investment but can also foster innovation, while a brain drain deflates a city’s potential for vibrancy. Here we take a closer look at the factors revealed in the Cities of Opportunity study and what the keys to a well-balanced city are.
For the first time, the utilities industry is preparing to deal with a challenge it has not encountered before: customer relations beyond billings and outages. As cities across the United States gear up to introduce the smart grid, utilities are hoping to find ways of convincing customers that the new technology is beneficial. What must utilities companies do to sell the idea successfully?
The benefits of PPPs can be compelling. Public-private partnerships don’t simply provide much-needed capital for projects; they can also serve as models of efficiency and reliability and be champions of high levels of accountability and transparency. In addition, PPPs can be cost-effective and time efficient. But are PPPs applicable to all capital projects? We break down the issues in greater deal in this edition of View.
Emerging technologies like cloud computing and social media are growing more sophisticated, but so are hacker techniques. As companies look at growth initiatives and ways to hold down costs, what should CIOs do to protect critical data and avoid other information security risks?
When it comes to the extensible-enterprise strategy, CEOs will need to consider what cloud computing can do for business growth, and CFOs will need to recognize the ramifications for governance and risk. For their part, The CIO should help identify new cloud-based business opportunities and deliver the network of business platforms to support them.
CIOs are no longer behind the scenes at their organizations. Now they’re more often expected to create value in client-facing, revenue-oriented areas where employees need the help of technology to explore and capitalize potential new opportunities and demands. Finding these opportunities means getting involved where the business action is: the business itself. So how do CIOs do this successfully?
During the recession, CIOs and other executives had to focus on tactical issues like efficiencies and cost cutting, rather than on developing new business strategies. Here, PwC explains how that may change and outlines ways the CIO can become more strategic while handling other responsibilities – an idea we call the “situational CIO”.
Every Chief Information Officer (CIO) knows that the job has become more complex. The changes of the past 20 years will seem mild compared with those of the next five. CIOs will face unprecedented pressures, and our research shows that many executives expect CIOs to point the way for agile business in today's volatile economy. So how can your CIO help define and execute forward-looking business strategies for your company? Here, we offer some ideas.
Consumer-packaged goods (CPG) companies, retailers, and their business partners often tout the ways they put customers at the center of their strategies. But while many companies do a good job of understanding their customers, perhaps not as many create demand by coordinating across marketing, sales, and innovation—functions and activities that now encompass the demand chain. This 10Minutes explores ways companies can capitalize on knowing their customer with demand functions pulling in the same direction.
What does a customer-centered organization look like? What investments are needed to take you there, and what might that journey look like? This 10Minutes discusses these questions and how companies who focus on creating a customer-centered organization may reap real dividends.
Volatility has become a fact of life in today’s business landscape. Yet, after years of global expansion, many companies’ supply chains are brittle, unable to respond to frequent fluctuations in demand and supply. This 10Minutes explores strategies companies can deploy to make their supply chains more agile and adaptable.
For non-financial services companies, regulations introduced by the Dodd-Frank Wall Street Reform and Consumer Protection Act and Basel III will result in significant changes to the derivatives market. Every aspect of a corporation using derivative to manage risk will ultimately be affected—from risk strategies and corporate funding to operations and accounting. This 10Minutes provides insight on the impacts of new regulation on corporate entities and what those entities need to do now in order to meet impending reform deadlines and ensure they're well equipped to manage increased costs and compliance responsibilities.
By positioning IT capabilities as a platform composed of open, self-describing, modular services with reliable interfaces, CIOs can enable the permeable enterprise and create new strategic options in digital ecosystems.
A new generation of tools based on Restful APIs will help enterprise IT embrace the opportunities and challenges from social, mobile, analytics, and cloud computing (SMAC) and consumerization of IT (CoIT).
Creating open interfaces to engage a growing digital ecosystem will empower enterprises to systematically embrace emerging technology trends and to benefit from the accelerating information value expectations of their customers.
For 2012, US CEOs show measured optimism as they face wide disparities in their operations around the world. Slow recovery at home and the crisis in Europe are immediate concerns. But they are taking deliberate steps to grow in priority markets.
Managing risks related to dwindling freshwater supply is becoming more urgent for businesses. This 10Minutes discusses how companies can prepare for the consequences of water scarcity by monitoring water use, evaluating risk across the supply chain, and partnering with local communities to replenish water supply.
As Asia Pacific economies continue their rapid growth and become more deeply integrated, multinational companies are changing how they're expanding in the region for the long-haul--from setting up regional hubs and distribution networks, to developing local talent, to building brand loyalty amongst the region's rapidly growing number of middle class consumers.
From the education of global talent pools, to national immigration policies, regulation and international intellectual property protections, the public policy issues on the new innovation landscape are abundant and complex.
Africa has some of the world’s fastest-growing economies and offers the highest risk-adjusted returns on foreign direct investment among emerging economies. To succeed, investors must look beyond dazzling returns and one-off projects, and sign on as participating partners in Africa's long-term growth and development.
Revenue, or the “top line,” is a closely monitored measure of an entity's growth and market share. The FASB and IASB are currently in the process of replacing existing revenue guidance with a new global accounting standard for all revenue transactions. How will this change affect your business?
As shown by the results of our 14th Annual Global CEO Survey,¹ about half of all CEOs are confident about revenue growth going forward. But how will they achieve it? Here PwC's Tom Craren outlines eight key strategies for seizing the opportunities at hand.
CEOs and boards know the benefits of corporate responsibility reporting included increasing profitability, reducing supply chain risks and costs, and garnering sustainability ratings and recognitions. Overall, companies need this information to drive operational efficiencies and facilitate innovation. Ultimately though, to win stakeholders’ trust, companies need to be credible with respect to sustainability. How do they achieve it?
By helping create jobs in the private sector and by investing in infrastructure, governments can help create an environment conducive for growth. In fact, almost half of CEOs surveyed say that improving the country’s infrastructure and fostering a skilled workforce should be government’s top priorities. But how can CEOs enter strategic and collaborative relationships with governments to pursue their own growth agendas?
History is littered with companies that have failed to innovate, but innovation is now climbing to the top of the CEO agenda as a primary strategy for achieving profitable growth in a post-crisis economy. Is your company innovating to its full potential -- and what are the tensions that most affect a company’s ability to innovate successfully?
The changing global economy, emerging markets and a renewed focus on growth — how are companies capitalising on opportunities to increase revenue, create innovative products and services, and fill skills gaps in unfamiliar parts of the world?
Most organizations today are no longer deciding whether they’ll use cloud computing - rather, they're deciding how they'll use it. But will they use software-as-a-service to provide CRM for their sales team instead of managing the application in-house? Should they take advantage of inexpensive, virtualized storage to meet mushrooming data needs? Will a private cloud enable them to better leverage technology investments among different business units? These are now the questions being asked and here, we take a look at the answers.
“Trust but verify” was a slogan used during the Cold War to describe the basis for transparency in political relationships. Today, the term can be used to describe a strategy for narrowing the “trust gap” not between nations, but between companies and stakeholders. Whether you are trying to prevent a trust-eroding event or repair the damage after one has occurred, transparency is key. But it's not the only factor of a successful solution. You need credibility to back up the promise of transparency. What can companies do to achieve both?
A new role emerged as a result of recent corporate scandals: the lead director, whose main function is to foster greater transparency and accountability among senior leadership. Beyond that, there's been little consensus regarding the responsibilities a lead director should assume. Here we take a closer look at how the role should be defined and what its key offerings are to an organization.
Touted as a bill that will completely overhaul the financial regulatory system, the Dodd-Frank Act creates new regulators, regulates new markets, brings new firms into the regulatory arena, and provides new rule-making and enforcement powers for existing agencies. It will have enormous impact on both financial and non-financial services firms. Here we examine the Act in detail, offering you key guidance to better understand its reach and impact.
Cloud computing can unlock latent value in an organization's key internal capabilities and processes by enabling the extensible enterprise. CEOs who think of cloud computing as strictly a better solution to internal IT will miss a potentially huge opportunity. Is your company on track to embrace the potential opportunities cloud computing offers?
Initially viewed simply as a way to create more agile, efficient IT organizations, cloud computing is fast becoming the means for a new type of growth based on an opportunity that PwC calls the extensible enterprise. How can CFOs use cloud computing to help the enterprise grow, while dealing with the new challenges it presents around governance, risk, and compliance?