2017 China CEO Outlook：中国首席执行官2017展望——蜕变与升华.pptxVIP

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2017 China CEO Outlook：中国首席执行官2017展望——蜕变与升华.pptx

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2017 China CEO Outlook：中国首席执行官2017展望——蜕变与升华

;;2 / Disrupt and grow – 2017 China CEO Outlook;;;China CEOs are aware of the need for their companies to innovate and transform in order to remain competitive and succeed in a changing market. The survey results show that more China CEOs this year expect their companies to be transformed into a significantly different entity over the next three years (see Figure 4), largely driven by the adoption of new technologies and processes, the introduction of new products and services, and the emergence of new business and operating models. This indicates that innovation is, and will continue to be, at the forefront of companies’ efforts to transform and upgrade. Consistent with this, “focusing on innovation” emerged as the top growth initiative for China CEOs over the next three years (see Figure 2), while “transforming the business and operating model” ranked as the top reason for China CEOs’ investments in areas such as innovation, cybersecurity, digital infrastructure and emerging technologies (see Figure 5).;6 / Disrupt and grow – 2017 China CEO Outlook;Innovation-led transformation;8 / Disrupt and grow – 2017 China CEO Outlook Technological disruption has become the ‘new normal’ The survey highlights that most China CEOs expect to see major disruption in their industries as a result of technological innovation (80 percent). Furthermore, they view this ‘disruption’ as an opportunity rather than a threat (75 percent), and are trying to disrupt their sectors rather than waiting to be disrupted by their competitors (70 percent). This positive view of technological disruption is consistent with the finding that China CEOs plan to maintain a high level of investment in a range of disruptive technologies, including data analytics tools, the Internet of Things, cognitive automation, cognitive technologies (including AI and machine learning), blockchain and robotic process automation (see Figure 8). This is significantly higher than the level of investment their global peers e