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P R O F I L E
Challenges CEOs face around the world From geopolitical instability to the rising cost of business, and from company culture to the challenges of change, firm leaders have their work cut out for them.
businesses, and social instability, on the rise. The countries seen as the most important for over- all growth prospects are the United States, China, Germany, and the U.K. Global CEOs surveyed said that within the next five years, it will be more important for top talent to work for a company with social values aligned with their own. CULTURE AND CHANGE. In an earlier Culture and Change Management Survey , authored by DeAnne Aguirre, Rutger von Post, and Micah Alpern, and in subse- quent published articles, PwC outlined a few top tips for managing change including: See CEOs, page 12 Change efforts should include plans for identifying leaders throughout the company and pushing responsibility for design and implementation down, so that change cascades through the organization.
By LIISA ANDREASSEN Correspondent
T he old adage, “The only thing that is constant is change,” certainly applies to today’s business climate. From mergers and acquisitions to staying competitive in a global marketplace, leaders need to stay on their toes. In the 19th annual Global CEO Survey released this year by PwC, a multinational professional services network, CEOs admitted to what keeps them up at night. The survey, compiled by responses from more than 1,400 company leaders in 83 countries, shed light on their concerns. Here are a few high- lights from the survey: ❚ ❚ 74 percent of CEOs, geopolitical uncertainty
Tony Mirchandani, CEO, RTM Engineering Consultants
❚ ❚ 72 percent, availability of key skills ❚ ❚ 69 percent, increasing tax burden ❚ ❚ 65 percent, social instability ❚ ❚ 61 percent, cyber threats
The survey revealed that CEOs are less confi- dent about global economic and business growth, as they see bribery and corruption, distrust of
THE ZWEIG LETTER March 21, 2016, ISSUE 1144
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