Global Female Leaders Outlook€¦ · #3 Partner with third-party data providers #4 Join industry...

The digital age - Thewomen's era

Key findings Foreword How to use theinteractive onlinedashbaord

Results of the GlobalFemale LeadersOutlook

Growth | Growthprospects

Growth | Toplinerevenue growth




















Growth | Change inheadcount

Foreword How to use theinteractive onlinedashbaord





Growth | Effects of AI onworkforce

Growth prospects for your company Growth prospects for your industry

14%

59%

14%

14%18%

77%

5%

Chart 3: Growth prospects for the next 3 years

Growth prospects for your country Growth prospects for the global economy

59%

27%

9%9%

45%23%

18%

Regional clusterEMA

Job titleAll

Revenue segmentationAll

Very confident

Confident

Neutral

Not very confident

How to use theinteractive onlinedashbaord






Growth | Strategies forgrowth

Positive 10% or higher

Positive 5–9.9%

Positive 2–4.9%

Positive 0.1–1.9%

Negative 0.1–1.9%

18%

14%

55%

9%

5%

Chart 4: Topline revenue growth for the next 3 years

Regional clusterEMA

Job titleAll


Positive 10% or higher

Positive 5–9.9%

Positive 2–4.9%

Positive 0.1–1.9%

Negative 0.1–1.9%







Growth | Actions to helppursue growth

Increase more than 25%

Increase between 11–25%


Increase less than 5%

Stay the same

Decrease less than 5%

23%

18%

32%

14%

9%

5%

Chart 5: Change in headcount over the next 3 years

Regional clusterEMA

Job titleAll


Increase more than 25%



Increase less than 5%

Stay the same

Decrease less than 5%







Growth | Threats togrowth

55%

45%

Chart 6: Perceived effects of AI implementation on workforce over the next 3 years

It will create more jobs than it eliminates.

It will eliminate more jobs than it creates.

Regional clusterEMA

Job titleAll








Digitalization |Disruption withinindustry

Organic growth (i.e.innovation, R&D,capital investmentsand recruitment)

Strategic allianceswith third parties

M&A Other Outsourcing Joint venture

#1 #2 #3 #4 #5

55%

22%

18%

3%2%

Chart 7: Most important strategies for growth over the next 3 years

Regional clusterEMA

Job titleAll








Digitalization |Investment in newtechnologies

#1 Collaborate with innovative start-ups (e.g. FinTech,InsurTech, HealthTech firms)

#2 Increase investment in disruption detection andinnovation processes

#3 Partner with third-party data providers

#4 Join industry consortia focused on the development ofinnovative technologies

#5 Make products and services available via an onlineplatform provider (e.g. social media platforms)

#6 Partner with third-party cloud technology providers

#7 Set up accelerator or incubator programs for start-upfirms

#8 Corporate venturing

#9 Do none of the above

76%

48%

48%

43%

38%

33%

29%

10%

5%

Chart 8: Actions to help pursue growth objectives over the next 3 years

Regional clusterEMA

Job titleAll


Growth | Effects of AIon workforce






Digitalization |Self-assessment on newtechnologies

Regional clusterEMA

Job titleAll

Note: Rank sort by Companies >US$500 million revenue

#10

#1

#2

#3

#4

#5

#6

#7

#8

#9

21%

16%

13%

13%

13%

9%

7%

4%

2%

1%

Regulatory risk

Emerging/disruptivetechnology risk

Operational risk

Supply chain risk

Talent risk

Return to territorialism(e.g. US renegotiatingNAFTA, UK leaving EU)

Cyber security risk

Environmental/climatechange risk

Interest rate risk

Other

#1

#3

#4

#8

#4

#4

#2

#7

23%

14%

11%

3%

11%

11%

17%

9%

Chart 9: Greatest threats to growth

Companies > US$500 million revenue Companies < US$500 million revenue







Digitalization |Application of AI

We see technological disruption as more ofan opportunity than a threat.

We already see significant progress ontransformation within our industry.

Rather than waiting to be disrupted bycompetitors, my organization is activelydisrupting the sector in which we operate.

18%

64%

14%

5%

18%

59%

14%

9%

14%

45%

23%

18%

Chart 10: Statements about disruption within own industry

Regional clusterEMA

Job titleAll


Strongly agree

Agree

Neither agree nor disagree

Disagree

Growth | Actions tohelp pursue growth






Digitalization | Benefitsof AI

My company’s board of directors has an unreasonable expectationregarding ROI related to digital transformation.

We have suffered significant financial losses in the past byoccasionally investing in the wrong emerging technologies.

32%

14%

55%

27%

64%9%

Chart 11: Statements about investment in new technologies

Regional clusterEMA

Job titleAll


Disagree & Strongly disagree


Agree & Strongly agree







Digitalization | Skillsneeded fortransformation

Feel uncomfortable or veryuncomfortable

Feel comfortable or verycomfortableDo not know yet

Chart 12: Self-assessment concerning new technologies like AI, blockchain, 3D printing andmixed reality

5%59%36%

Regional clusterEMA

Job titleAll








Digitalization | Datausage & analysis

33%

50%

17%13%

25%

44%

19%

Chart 13: Application of AI in automation processes today

We have not implemented any AI in the organization.

We are piloting/trialing AI in just a small number of processes.

We have begun a limited implementation of AI for some specific processes.

We have already implemented AI to automate some of our processes.

Regional clusterEMA

Job titleAll








Digitalization | Trust indata sources

Improve ourdata analyticscapability

Reduceoperatingcosts

Improve thecustomerexperience

Improveproductivity

Accelerate ourrevenuegrowth

Improve ourrisk

management

Increase ouragility as anorganization(i.e. speed atwhich we canmake

decisions andimplementthem)

We do notplan to useany AI overthe next 3years

Improve ourdata

governance

#1

#2

#3#4

#5#6 #7

#8

#9

Chart 14: Benefits of AI over the next 3 years

Regional clusterEMA

Job titleAll


Digitalization |Self-assessment onnew technologies






Digitalization | Customerrelationship

Evolving workforce experts (i.e. workforcelearning, talent management, leadership

development)

Digital transformation managers

Data scientists

Cyber security specialists

Emerging technology specialists (i.e.artificial intelligence experts)

Scenario- and risk-modeling specialists (i.e.to predict and mitigate future business

risks)

Sustainability experts (i.e. to lead theintegration of sustainable thinking into

business strategy)

Governance/ethics experts

Emerging markets experts

100,0%

90,9%

86,4%

95,5%

81,8%

77,3%

90,9%

81,8%

86,4%

Chart 15: Skills needed for successful transformation

Regional clusterEMA

Job titleAll


Highly or somewhat important

Note: Rank order stays the samewhile applying filter







Career Expectations |Personal successfactors

Over the next 3 years, we will increase our usage of predictivemodels or analytics.

Over the next 3 years, we will increase our usage of unstructureddata (i.e. text-heavy) compared to structured data (i.e. primarily

numeric or fixed field).

91%

9%

41%

50%

9%

Chart 16: Data usage and analysis

Regional clusterEMA

Job titleAll


Agree & Strongly agree


Disagree & Strongly disagree







Career Expectations |Gender of successor

Independent secondary information providers

Open data from government agencies

Government-commissioned research

Traditional media

Social media

55%

27%

27%

41%

27%

Chart 17: Trust in different data sources when it comes to strategic decisions

Strong or very strong trust

Regional clusterEMA

Job titleAll








Career Expectations |Next career step

A strong cyber risk strategy is critical to engender trust with ourkey stakeholders.

Protecting customers’ data is one of the most importantresponsibilities to enable my organization to grow its customer

base in the future.

To date, the investments we have made in trying to personalizethe customer experience have not delivered the growth benefits

for which we hoped.

Our organization is in danger of losing existing customersbecause disproportionate resources are spent on attracting new

customers.

50%

70%

10%

19%

23%

15%

86%

81%

27%

15%

Chart 18: Statements about the customer relationship

Disagree or strongly disagree


Agree or strongly agree

Regional clusterEMA

Job titleAll








Demographicsand methodology

Strongcommunication

skills

Access topredictive data and

analytics

Active personalnetwork

Good networkwithin yourcompany

Thoroughknow-how of newtechnologies

Courage to makeunpopulardecisions

Quotas for femaleleadership

21% 15% 15% 15% 14% 11% 9%

#1

#2 #3 #4#5

#6#7

Chart 19: Crucial factors for personal success

Regional clusterEMA

Job titleAll








Methodology

Companies > US$500 million revenue

Board member &CEO/chairwoman

Other C-level executive & Vicepresident

Business unit or functionalhead & Head of department

Companies < US$500 million revenue

Board member &CEO/chairwoman

Other C-level executive & Vicepresident

Business unit or functionalhead & Head of department

29%

67%

33%

71%

33%

67%

100%

100%

100%

Chart 20: Gender of successor

Regional clusterEMA

Job titleAll


Female

Male

Digitalization |Customer relationship





Methodology Demographics I

Regional clusterEMA

Job titleAll


Chart 21: Next step within or outside the company

32%

Do not know yet

27%

Outside

41%

Within





Methodology Demographics I Demographics II




Methodology Demographics I Demographics II About us





23%

14%

18%

27%

18%

Total = 22

Board member

CEO/chairwoman

Other C-level executive

Business unit or functional head

Head of department

23%

45%

14%

14%

5%

Total = 22

Less than $250 million

$250 million–$499 million

$500 million–$999 million

$1 billion–$9.9 billion

$10 billion or more

41%

23%

36%

Total = 22

1–5

6–10

>10

Years of employment in company

Organization revenue in US$

Job title

100%Total = 22

EMA

Regions





22

EMA





Date post:	21-Sep-2020
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Global Female Leaders Outlook€¦ · #3 Partner with third-party data providers #4 Join industry...

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