Latest news with #28thAnnualGlobalCEOSurvey
Time of India
08-07-2025
- Business
- Time of India
Human, industrial needs may unlock $9.82T growth by 2035: PwC
Megatrends such as climate change, demographic shifts and technological disruptions are creating new avenues for value creation that transcend traditional industry boundaries. Amid this scenario, businesses are rapidly diversifying to capitalise on the evolving landscape. However, to navigate this transformation effectively, they require a fresh approach to identify where and how to diversify in order to seize value in motion. To support this need, PwC has developed a domain-based framework designed to guide strategic-decision making in this new to PwC India's report, 'Navigating the value shift', Indian businesses can unlock USD 9.82 trillion in gross value added (GVA) by 2035 by tapping into these growth domains. Domains represent markets where businesses go beyond traditional sector boundaries to address fundamental human and industrial needs. Value within these domains is created through collaboration across ecosystems and interconnected value chains. By integrating diverse economic sectors, domains open up new avenues for growth, enabling a diverse range of companies to participate and thrive. A brief description of each domain is provided in Diagram-1 below. Diagram-1: The nine domains of growth 'India CEOs are already responding to these shifts. In PwC's 28th Annual Global CEO Survey: India perspective published in January 2025, 40% of India CEOs stated that their companies have entered at least one new sector in the past five years, with half of them generating up to 20% of their revenue from these new ventures,' said Sanjeev Krishan, Chairperson, PwC in India. 'But to sustain momentum and unlock full value, businesses must move beyond ad hoc diversification. A domain-led lens that goes beyond the sector-led approach provides a powerful way to reimagine capabilities, collaborate across ecosystems, and build future-ready business and revenue models.' As per PwC's study, one of the most significant domains contributing to the GVA calculus will be the 'Make' domain, which includes manufacturing and industrial production, amongst other sectors. The report estimates that this domain alone will expand from USD 945 billion in 2023 to nearly USD 2.7 trillion in GVA by 2035 . Consider another domain, 'how we build.' As technology continues to reshape the way we construct and manage built environments more efficiently, traditional sectors such as real estate, construction and building management are being complemented by innovation spaces. These include smart, sustainable buildings; building tech and data solutions; and smart city infrastructure. Together, they represent a shift towards a more efficient, intelligent and integrated approach to the 'Build' domain. On the other hand, the telecommunications sector illustrates a range of cross-domain possibilities (see Diagram 2). The value pools emerging in these new growth domains represent exciting growth opportunities. Commenting on the need for proactive reinvention, Arnab Basu, Partner and Clients & Industries Leader, PwC India added, "India's growth ambition is closely tied to its ability to innovate across domains. We are seeing a bold push from Indian enterprises to lead in newer markets—whether through digital reinvention, advanced manufacturing or sustainable infrastructure. What's needed now is an intentional, insight-led strategy to scale these efforts while keeping resilience and trust at the centre.' The report introduces a structured framework to help organisations identify and pursue opportunities that lie beyond traditional sector boundaries. It outlines glidepaths and guardrails—strategic actions and risk mitigators—to help companies enter new domains with clarity and confidence. These include mapping ecosystems, bridging capability gaps, building intelligent foresight engines, and crafting clear domain entry and exit strategies. Raghav Narsalay, Partner and Leader – Research and Insights Hub, PwC India said, 'In an environment where businesses are constantly seeking clarity on where to play and how to play, our research offers both strategic direction and a framework for them to engage creatively with growth opportunities they may not have necessarily identified.' With India's economy projected to reach USD 30 trillion by 2047, domain-based innovation could play a pivotal role in driving the nation's inclusive, sustainable and tech-powered growth. PwC's domain-based framework supported by glidepaths and guardrails offers a robust architecture to help organisations align their reinvention efforts with long-term national objectives and business imperatives.
Time of India
06-07-2025
- Business
- Time of India
India could reach $9.82 trillion in economic activity by 2035: PwC report
Indian businesses have a potential to generate $9.82 trillion ineconomic value by moving beyond traditional sector-based models and addressing fundamental human and industrial needs, a report by PwC India said. The PwC report, Navigating the Value Shift, estimates that Indian businesses can unlock $9.82 trillion in gross value added (GVA) by 2035 by tapping into about nine growth domains. As per the report, total GVA of India will grow from $ 3.39 trillion in 2023 to 9.82 trillion in 2035, that is a CAGR of 9.27%. GVA is essentially a measure of the value of goods and services produced in the economy and is an indicator of economic performance and productivity used to estimate GDP after adjusting for taxes and subsidies. Play Video Play Skip Backward Skip Forward Mute Current Time 0:00 / Duration 0:00 Loaded : 0% Stream Type LIVE Seek to live, currently behind live LIVE Remaining Time - 0:00 1x Playback Rate Chapters Chapters Descriptions descriptions off , selected Captions captions and subtitles off , selected Audio Track Picture-in-Picture Fullscreen This is a modal window. Beginning of dialog window. Escape will cancel and close the window. Text Color White Black Red Green Blue Yellow Magenta Cyan Opacity Opaque Semi-Transparent Text Background Color Black White Red Green Blue Yellow Magenta Cyan Opacity Opaque Semi-Transparent Transparent Caption Area Background Color Black White Red Green Blue Yellow Magenta Cyan Opacity Transparent Semi-Transparent Opaque Font Size 50% 75% 100% 125% 150% 175% 200% 300% 400% Text Edge Style None Raised Depressed Uniform Drop shadow Font Family Proportional Sans-Serif Monospace Sans-Serif Proportional Serif Monospace Serif Casual Script Small Caps Reset restore all settings to the default values Done Close Modal Dialog End of dialog window. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like The Top 25 Most Beautiful Women In The World Articles Vally Undo The report introduces a new framework that focuses on 'domains' or broad areas of human need such as how we live, move, care, build and power society. The report added that these domains reflect how value is being created in an economy and is shaped by climate change, demographic shifts and technological disruption. Each domain brings together multiple industries and encourages cross-sector collaboration to deliver integrated solutions, the PwC report added. Live Events 'India CEOs are already responding to these shifts. In PwC's 28th Annual Global CEO Survey: India perspective published in January 2025, 40% of India CEOs stated that their companies have entered at least one new sector in the past five years, with half of them generating up to 20% of their revenue from these new ventures,' said Sanjeev Krishan, Chairperson, PwC in India. 'But to sustain momentum and unlock full value, businesses must move beyond ad hoc diversification. A domain-led lens that goes beyond the sector-led approach provides a powerful way to reimagine capabilities, collaborate across ecosystems, and build future-ready business and revenue models.' The report also identified nine domains, including how we make, how we build, how we care and how we move. Among these, the 'How we make' domain, which includes manufacturing and industrial production could be one of the biggest contributors and has a potential to grow from $945 billion in 2023 to about $2.7 trillion in GVA by 2035. This growth is expected to be driven by digital innovation, automation and the growing emphasis on advanced manufacturing. Another significant domain is 'How we build,' which is undergoing rapid transformation as technology reshapes construction, real estate and infrastructure. Traditional sectors are being augmented by smart buildings, sustainable materials and data-driven management tools, reflecting a shift toward more intelligent, efficient and integrated built environments. Arnab Basu, Partner and Clients & Industries Leader, PwC India said, "India's growth ambition is closely tied to its ability to innovate across domains. We are seeing a bold push from Indian enterprises to lead in newer markets—whether through digital reinvention, advanced manufacturing or sustainable infrastructure. What's needed now is an intentional, insight-led strategy to scale these efforts while keeping resilience and trust at the centre.' The telecommunications sector illustrates how domain-based thinking can open up multiple pathways for growth. Beyond connectivity, telecom companies are supporting smart mobility, enabling telehealth and wearable devices, securing food supply chains through blockchain authentication, and linking broadband networks with energy infrastructure. These applications cut across several domains, creating new value pools through ecosystem collaboration. To help businesses navigate this shift, the report outlines a structured framework that includes 'glidepaths and guardrails'—strategic steps and risk mitigators for entering new domains. These include mapping ecosystem partners, bridging capability gaps, setting up intelligent foresight engines and developing clear entry and exit strategies. 'In an environment where businesses are constantly seeking clarity on where to play and how to play, our research offers both strategic direction and a framework for them to engage creatively with growth opportunities they may not have necessarily identified,' said Raghav Narsalay, Partner and Leader – Research and Insights Hub, PwC India. The estimates in the report are based on economic modelling using the International Standard Industrial Classification (ISIC), and draw from data sources including the IMF, RBI and the IIASA Shared Socioeconomic Pathway 2 (SSP2). Sectors were mapped to domains using input-output tables to assess where they align most strongly and how value flows between them. With India targeting a $30 trillion economy by 2047, PwC's domain-based approach suggests that companies who align with these human and industrial needs—and collaborate across sector lines—will be best positioned to drive and benefit from the country's next phase of inclusive and sustainable growth.
Forbes
08-04-2025
- Business
- Forbes
Want Your Company To Survive The Next Decade? Develop Strategic Leaders Now
Neena Newberry is the CEO of Newberry Solutions and creator of the New Lens leadership development platform . getty Take a moment to imagine what's ahead for your organization. What do you see happening 10 years from now? Fifteen? Twenty? If the future looks cloudy, you're far from alone. In their recently released "28th Annual Global CEO Survey," PwC asked CEOs around the world about how their companies will fare in the coming years. More than 4 out of 10 (42%) said their organizations won't survive the next decade if they continue on the same path. Their responses point to an urgent need for strategic leaders who can drive reinvention. Leaders themselves recognize this need. In DDI's "Global Leadership Forecast 2025," about two-thirds of the leaders surveyed cited setting strategy (64%) and managing change (61%) as essential skills for the future. But just over one-third (37% and 36%, respectively) said they had received development in those areas. That's a big gap. And with change happening faster than ever, organizations must quickly address that gap through their leadership development programs. So how can you do this even when it's not clear what the future—and the accompanying changes in your organizational priorities—will look like? What Does It Mean To Lead Strategically? Quick: How would you define strategic leadership? If your mind went blank at this question, that's understandable. Sometimes it feels like just another business buzzword. But through two decades of working with leaders across industries, I've found that strategic leadership fundamentally means thinking beyond short-term goals to anticipate future challenges and how to respond to them. That's never been easy. But it's especially hard today. DDI reports that 71% of leaders say their stress has gone up significantly, and only 30% have enough time to do their jobs properly. Similarly, Harvard Business Publishing Corporate Learning found that many leaders are struggling to operate in an increasingly challenging environment over the long haul. When it's such a battle just to get day-to-day tasks done, no wonder there's a gap in strategic leadership. The same dynamic shows up in leadership development programs. Organizations often choose training to address pressing needs but miss opportunities to cultivate the strategic capabilities their future leaders will need. For example, respondents to the Harvard survey rank tech skills like AI ahead of capacity to innovate in their organizations' leadership development priorities. Equipping leaders to deal with immediate demands and keep one eye on the future is definitely a balancing act. But through our extensive work with Fortune 500 executives and building our own leadership development platform, my company has identified three proven tactics that empower leaders in the short term while also enhancing their strategic thinking: Teach Leaders How To Prioritize Through A 'Big 3' Framework Acknowledge the reality of the competing demands leaders face, and then give them a shared framework for setting priorities. The approach that consistently delivers results for my clients is identifying the top three areas where each leader should focus to drive the biggest business impact, given their role and strengths. Then they work on making shifts to their time to focus on their "Big 3." The goal here is to reserve your leaders' bandwidth for strategic work by helping them get other tasks off their plates. (This could look like delegating more or even deciding that some tasks with minimal value no longer need to be done.) Break Down Silos To Gain Strategic Perspective Leaders who work relentlessly on their individual and team goals are not strategic leaders. They rarely look up from what demands their near-term attention or venture outside of their corporate silo to get a sense of the bigger picture. Working with cross-functional leadership teams has shown me that leadership development programs that bring together leaders from across the organization broaden participants' perspectives. Build Influence A leader who thinks strategically but can't get others on board has limited effectiveness. Leadership development programs should help participants communicate more effectively and build their influence, especially in situations where they lack authority. One thing that always creates an aha moment for my clients is highlighting the importance of 'connecting the dots.' For example, they may understand the strategy behind their organization's recent decisions, but others may not. Explaining that connection doesn't just bolster short-term productivity and engagement, it also helps others grow as strategic leaders in their own right. Are You Ready For The Future? It's really this simple: Strategic leadership will determine which companies will be thriving a decade from now—and which ones will become just a memory because they failed to evolve. The good news? Even small shifts in how you develop your leaders today can dramatically improve their strategic capabilities for tomorrow. The key is moving quickly to cultivate leaders who see beyond today's challenges to tomorrow's opportunities—before your competitors do. Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?
Forbes
31-03-2025
- Business
- Forbes
3 Must-Read Trend Reports To Win In Uncertain 2025
In case you haven't noticed, 2025 isn't exactly serving up stability. In case you haven't noticed, 2025 isn't exactly serving up stability. The global economy is wobbling under the weight of rising prices, slowing trade, and geopolitical tensions. Employee expectations are shifting. Entire industries are bleeding into one another. And CEOs? They're moving from growth-at-any-cost to reinvention-or-die. If you feel like your strategic playbook is going stale faster than your last quarterly plan, you're not alone. According to PwC's 28th Annual Global CEO Survey, reinvention has now been ranked the #1 priority for CEOs worldwide three years in a row. And it's not just talk. PwC data shows that over the last five years: • 38% of companies have developed new products or services, • 32% targeted entirely new customer bases, • And a quarter implemented new pricing models or entered new routes to market. What sets successful companies apart is not a single breakthrough, but a strategic approach that blends radical innovation with incremental change—what we at the Reinvention Academy call a diversified portfolio of reinvention efforts. Just as important, it's not a one-time transformation. It's a process—a disciplined, repeatable system of continuous reinvention that helps organizations thrive in turbulence rather than be broken by it. So, how can business leaders not just survive—but win—in this era of continuous disruption? These three powerhouse reports will give you the clarity (and action steps) you need to stay ahead. In a time of shrinking competitive advantage, the PwC CEO Survey delivers one consistent headline: every company is becoming a reinvention company. Gone are the days when leaders could simply optimize what already worked. Today, CEOs are entering entirely new industries, building unexpected partnerships, and redesigning their customer relationships from scratch. From shifting business models to launching new offerings and routes to market, companies are no longer just defending their core—they're expanding their reach in directions that didn't exist five years ago. This finding builds on the insights from my earlier article, 'The New Corporate Playbook: 5 Trends Changing The Rules Of The Game In 2025,' which explores how the shelf life of strategy has shrunk dramatically—and why reinvention is no longer a special project, but the new strategic default. → Takeaway: If your strategic planning cycle still assumes stability, it's time for a reboot. Reinvention isn't a choice. It's your core competency. While headlines often focus on performance, Gallup's 2024 workplace report reveals the quieter issue keeping leaders up at night: disengagement. A staggering 62% of employees say they are disengaged and not particularly productive at work, and the financial toll is massive. Gallup estimates that this disengagement is costing companies hundreds of millions of dollars annually—and that doesn't even touch on lost innovation, cultural drag, and team morale. How do you solve it? Jump to '3 Super-Easy Ways To Boost Your Team's Productivity And Finish 2024 Strong'—a practical guide to refreshing team energy in a world of burnout, complexity, and constant competing demands. As organizations grapple with economic pressure and flat wage growth, employees aren't just looking for higher pay. They're craving meaning, momentum, and mental space. → Takeaway: You don't need more hustle. You need smarter systems, deeper trust, and cultures that unlock rather than constrain people's potential. It's easy to assume that the future of work is all AI, all the time. But the World Economic Forum's 2025 Future of Jobs report offers a more nuanced picture. Yes, demand for AI, data, and fintech talent is rising—but so is business model transformation, projected in 34% of companies globally within the next five years. And this level of reinvention is sparking a massive need to rethink how we hire, train, and redeploy talent. If the world's workforce were made up of 100 people, 59 would need reskilling by 2030: • 29 could be upskilled in their current roles, • 19 could be redeployed elsewhere within the same organization, • But 11 would be left behind, lacking the training needed to remain competitive. These shifts aren't just about automation or digital fluency. As global trade becomes more fragmented and local supply chains surge in importance, we're seeing a rebirth of domestic industries like logistics, food systems, and manufacturing. The real challenge for leaders? It's not just recruiting data scientists. It's building resilient, adaptable workforces that can evolve with the business—and move with it. → Takeaway: The future of talent is not just high-tech—it's high-relevance. Reskilling is not a side project; it's a survival strategy. Strategy used to be about clarity. Now, it's about capacity— • The capacity to reinvent. • The capacity to re-engage. • The capacity to realign with reality, not nostalgia. These three reports aren't just information—they are your navigation system for the uncertainty that defines 2025. So whether you're pivoting products, overhauling your culture, or simply trying to keep up, don't wait for the fog to lift. Start with these insights—and move.
Associated Press
10-02-2025
- Business
- Associated Press
Sustainability Will Evolve To Meet Changin' Times
The lyrics to one of Bob Dylan's most famous songs could certainly apply to the new political environment facing corporate sustainability professionals today: 'The times they are a-changin'.' Following the actions of the new Trump Administration to pull out of the Paris Agreement on climate change and to dismantle diversity, equity, and inclusion (DEI) programs across the federal government, many companies are reevaluating their commitments to sustainability and DEI. In some cases, companies have ended DEI programs or are renaming programs to avoid pushback from the Administration and outside groups. While these challenges may seem overwhelming, the good news is that the business rationale for focusing on sustainability has not changed. Our Top Stories in this issue of the Sustainability Highlights newsletter demonstrate that the value of sustainability is still recognized by CEOs and business leaders, and their efforts will continue even as the way companies communicate about sustainability will adapt to the current political climate. An article on edie about PwC's 28th Annual Global CEO Survey says that two-thirds of the CEOs surveyed reported that climate-related investments had either reduced costs or had no significant impact on costs to the enterprise. According to the survey, 'a clear global trend is emerging: aligning climate-friendly investments with long-term business strategies drives stronger financial performance.' Another article from edie reports on a recent survey by the Capgemini Research Institute of 2,500 global business leaders, which found that 62% of businesses are planning to increase their sustainability budgets in 2025, by an average of 10.5%. The survey found that companies see sustainability 'as a means of weathering persistent challenges such as supply chain disruptions and high energy and commodity prices.' Contributor David Carlin in Forbes magazine says that based on his conversations with sustainability leaders and executives in the financial sector, he believes 'sustainability is not retreating – it is evolving.' He sees three key shifts coming in 2025 that will have big implications for business: first, a move away from high-profile public commitments toward quieter, results-focused action; second, the integration of sustainability into core business functions so it becomes part of the everyday fabric of firms; and last, a stronger focus on sustainability as a driver of economic opportunity and client value. Technology will certainly play an important role in helping companies achieve sustainability goals that have an impact on the bottom line and help increase revenue. In an article in Tech Informed, experts discuss predictions for green technology advances that will drive energy efficiency in 2025, including the increased use of AI, digitalization of communications, and circular economies. The G&A team will continue to monitor the impact of the changing political environment on corporate sustainability initiatives and how companies communicate about sustainability. As always, we are available to discuss how our experts can help you navigate today's challenges and opportunities. Please reach out to us at [email protected].
