No Match Found
PwC recently undertook research to shed light on how some companies have been able to transcend the stubborn divide between creating shareholder value and contributing meaningfully to the greater global good. How have such businesses—so-called game-changers—managed to become the source of great progress while still doing what businesses do best: innovating, investing, developing compelling products and services, and executing? First and foremost, they’ve recognised the fast-proliferating nature of the crises facing humanity, and they’ve responded in kind, by situating themselves at the intersection of the three imperatives shown in the diagram above.
In short, with the right technology and the right business model, and in working with the right counterparts in the right way, businesses can enable prosperity and human health while creating and capturing immense value. This entails recognising that game-changers can’t go it alone: collaboration with ecosystem partners is crucial to success, as are the following actions:
Pursuing this path involves a fundamental mindset shift, one that sees value creation and growth as fundamentally compatible with solving big societal problems.
A recent PwC global survey shows that investors think corporate leadership is falling short when it comes to delivering on their number one priority.
The results of PwC’s latest Global CEO Survey show that many leaders aren’t maximising the potential of outside collaboration
Examining the findings from this year’s Global CEO Survey, PwC global leaders have zeroed in on a handful of critical issues facing today’s senior executives.
Harnessing trust, dynamically allocating resources, and striving for strategic coherence can create value in uncertain times.
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