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Presenting fresh perspectives and actionable decision-support
This research looks at innovation across a complex set of challenges, including innovation strategy, operating models, culture, metrics, and more, to understand how innovating companies are seeking to create business value and financial returns on their efforts. The findings are presented under five key themes:
1) Strategy, not size, matters in innovation spend
2) From blind bets to viable business models
3) Silo-busting innovation
4) The X-factor? Human experience
5) Tech innovation--leader or follower?
In the new competitive landscape, a new “machine” for work is emerging, powered by data, algorithms, automation, and artificial intelligence. Now is the time to ask what it takes to lead an established company through this shift. The role of the leader has never been this complex, difficult, uncertain–or important. Given these shifts, changes in leadership approaches are mandatory, to embrace the new machine–and unleash waves of economic value. Based on Oxford Economics interviews with 26 European businesses, the research identifies 3 imperatives:
1) Shift to a platform mind-set
2) Hyperscale innovation
3) Extend customer value
Client: American Express
This study, based on a survey of 3,200 SMEs in 15 countries, provides a comprehensive view of SME sentiment at a time of heightened uncertainty. The results showed:
Retail banks face no shortage of challenges — everything from agile “fintech” disruptors and changing customer expectations to complex compliance demands and outmoded IT investments. By adopting some key digital use cases, however, retail banks can capture their share of an enormous opportunity: $405 billion in industry-wide digital Value at Stake in 2015-2017.
Oxford Economics interviewed a bank CEO and two industry analysts to better understand the challenges facing retail banking in an age of digital disruption. They described the challenges banks face and the strategies they can use to engage customers and maintain brand value as competitors try to steal a march on their businesses.
The pace of growth in sub-Saharan Africa could easily surpass most regions of the world. This report examines the industries with potential to fuel this growth and development over the next two decades, as well as central infrastructure and policy issues, focusing on South Africa, with additional analysis provided for Kenya and Nigeria.
Oxford Economics worked closely with PricewaterhouseCoopers LLP for the fourth consecutive year to produce its annual report on the latest thinking about risk management issues among C-level executives worldwide.
The report was based on a survey of 1,229 risk officers, corporate board members, CEOs, CFOs, chief auditors, and others from the C-suite in 34 countries, as well as one-on-one interviews with a select group of executives. It concludes with five recommendations based on best practices to improve risk management programs.
Over the past 30 years, no economic success story has captured the world’s imagination more convincingly than the stirring rejuvenation of China and its return as a central pivot of the world’s economy.
Relatively impoverished, isolated, and cut off from global innovation and technology a mere generation ago, China, with population of 1.3 billion, has dramatically re-emerged to become one of the world’s great manufacturing centers, a vibrant commercial marketplace, a vital source of global finance, and a central node in the global economy of the 21st century.
But China today also faces an inflection point, as the unique ingredients that propelled its rapid expansion and unprecedented development over the past 30 years cannot be expected to remain fixed in place for the next generation. This report outlines China’s potential in a number of key sectors, from commercial aviation to life sciences and Internet e-tailing.
Once the “sick man of Asia,” the Philippines has made enormous strides in recent years, and now boasts one of the region’s fastest-growing economies. In the past three years, only China has achieved higher economic growth.
This report outlines the country’s progress to date, and opportunities for significant additional growth in key sectors, including Business Process Outsourcing (BPO), manufacturing, agriculture, and construction, especially if the country embarks on a sustained campaign to improve the nation’s infrastructure, including roads, bridges, and harbors.
Oxford Economics worked with the Milliman Risk Institute to produce their 2014 enterprise risk management (ERM) survey of North American risk executives. The survey data was used to prepare a report focusing on those companies that are taking ERM to the next level of strategic integration. Those we identified as Trendsetters—just 13% of all respondents—stood out by their emphasis on creating value across a range of indicators, including improved capital efficiency, organizational and process optimization, higher-quality strategic planning, improved regulatory compliance, and improved brand reputation. Trendsetters are also far more likely to have a Chief Risk Officer, suggesting that ERM is more formalized and embedded deeply into these companies in ways that make value creation sustainable.
Sutherland Global Services
Insurance carriers today face a significantly transformed claims environment, one in which tech-enabled consumers, rising customer expectations, and increased regulatory scrutiny are demanding that companies respond even faster to customer claims. The aftermath of Superstorm Sandy on the East Coast vividly demonstrated that carriers that respond quickly and comprehensively to catastrophic incidents can boost their reputation in the marketplace, gain market share, and retain customer loyalty.
Oxford Economics, in conjunction with Sutherland Global Services, produced a briefing paper supported by data, survey findings from previous research, and interviews from industry practitioners showing how the growing “need for speed” in claims processing can increase pressure on people, systems, and back-office processes. We conclude with a set of concrete actions and tools to help contend with these quickening demands of the insurance marketplace.
The survey of 469 senior executives at the world’s largest consumer companies reveals their strategic priorities and areas of focus for the year ahead.
Among the findings:
Survey was conducted in Asia, EMEA, Latin America, Europe and US.
In the United States, the personal saving rate (saving as a percentage of disposable income) is just 3.8%—considerably below the high of 13% reached in the early 1970s. In Another Penny Saved, produced by Oxford Economics in cooperation with our sponsors, we examine how the US can lift its long-run economic growth rate, reduce the risk of future burdens on the taxpayer, and create more sustainable growth by increasing this rate.
What qualities define a digital leader in media and entertainment? How can my organization catch up in the digital transformation wave? Oxford Economics, in partnership with EY, surveyed more than 550 M&E executives to determine what defines a digital leader. Striking a balance between growth and risk, redefining customer engagements, rethinking products and business models, and, most importantly, prioritizing innovation are at the heart of digital transformation. Using these findings, the report offers insight for M&E and technology companies currently undergoing digital transformation.
We surveyed 550 industry executives and identified 69 companies as digital leaders based on their revenue, customer, and technology profile. The results of our research were presented in the following format:
• A 48-page white paper, including a dozen case studies and engaging graphs and data presentations, describing the strategies of digital leaders in the industry.
A powerful force is changing the face of America, comprised of 106 million people responsible for at least $7.1 trillion in annual economic activity—a figure that is expected to nearly double by 2032. It’s the Longevity Economy—the economic activity serving the needs of Americans over 50. Rather than being a burden to society, these older people will continue to fuel economic activity far longer than past generations had. This report analyzes the Longevity Economy: how it’s expected to grow, what opportunities it presents to businesses, and how they can adapt to this economy’s changing needs.
The results of our research were presented in the following formats:
CFOs and CROs in the financial sector, particulary in advanced economies, are facing a perfect storm of declining profit margins, greater financial volatility, regulatory changes, and disruptive business models. The factors are causing financial firms to re-evaluate the “silos” that once separated the risk and finance functions within their organisations. In this new risk era, the CFO–CRO partnership can promote a more effective, integrated approach to risk management while driving further operational efficiencies in financial firms, helping to build agility, and retain and attract talent. This report reviews our findings on how global financial firms have been changing the way risk and financy functions work together.
The results of our research were presented in the following format:
External shifts and technological changes are reshaping the landscape for manufacturing firms. Oxford Economics partnered with PTC to conduct a global research study of executives across several industries and functions to uncover the market and technology shifts remaking manufacturing. We found successful transformation is grounded by rethinking strategy and planning, the service imperative, and prioritizing innovation everywhere.
We presented the results of this research in a variety of formats: