Job one is scenario-planning for a wider range of disruptions-not just the immediate impact of extreme events but also their cascading ramifications throughout the supply chain. Your next move: make supply chains resilient and responsive. Recent PwC experience has highlighted a set of smart moves to improve supply chain performance. It is a great reckoning on how we’re leading our companies and whether we’ve really thought about the lived experience of working at our companies.’ ‘The “great resignation” is a reappraisal of leadership. It’s not easy, of course: ‘We all have significantly more to do to work in different ways to align with the expectations of millennials and generation Z,’ Wendy Clark, CEO of global marketing and advertising network Dentsu International, told us in a recent interview. Creating conditions for progress against forces like these can help CEOs influence future churn rates. Separate PwC research suggests that leaders do have levers to pull when it comes to employee retention: flexibility, fair pay, fulfilling work and the opportunity to be one’s authentic best self at work are critical determinants of employee decisions about whether to stay or go. Your next move: retain top talent. If, as many CEOs anticipate, the war for talent remains fierce, even amid deteriorating economic conditions, keeping workers happy and engaged will be a mission-critical priority.

A balanced agenda: The final three questions epitomise the balancing act that CEOs must perform to deliver on their dual imperative.

Today’s tensions: The next three questions speak to day-to-day tensions that leaders are facing as macroeconomic conditions deteriorate, uncertainty rises and inflation hits levels not seen in decades.

The race for the future: The first three questions reflect the race that CEOs must run to stay ahead of longer-term threats to their companies, to society and to the planet itself.

We’ve organised this year’s survey summary into nine tough questions-which naturally fall into three groups-about what it takes to operate in our dual-imperative world: They also face daunting near-term challenges, starting with the global economy, which nearly 75% believe will see declining growth during the year ahead. Most of those CEOs feel it’s critically important for them to reinvent their businesses for the future. That stark data point underscores a dual imperative facing 4,410 CEOs from 105 countries and territories who responded to PwC’s 26th Annual Global CEO Survey. Forty percent of global CEOs think their organisation will no longer be economically viable in ten years’ time, if it continues on its current course.

We were here together price download