and Case Studies
Spotlighting management insights
and corporate best practices
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and Case Studies
Spotlighting management insights
and corporate best practices
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
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?
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:
While UK insurers opposed Brexit, they should use the Brexit vote as an opportunity to foster invention and transformation to secure the future of the UK insurance sector as a world leader in innovation, customer responsiveness and development, and deployment of new products and services.
Oxford interviewed more than two dozen senior insurance and asset-management executives to assess attitudes toward Brexit, and determine the best competitive responses to the vote. The UK can do more to encourage innovation, while at the same time explain to the rest of Europe that their companies and other constituents should not have their opportunities limited because of a vote in which they did not participate. UK insurers should seek broad equivalence with EU regulators and a "stand still period" in which all existing relationships should be able to continue.
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.
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.
Our report featured interviews with the global director of corporate risk management at Huntsman Corporation, a manufacturer of intermediate chemical products that sells to other large companies around the world from 80 manufacturing and R&D facilities in over 30 countries. We wrote up a case study of Huntsman’s use of ERM to quantify its exposure to risk and respond to new opportunities. We also spoke with the vice president for enterprise and derivative risk at World Fuel Services, a Miami-based Fortune 500 company operating in the volatile global fuels markets. Its ERM practice focuses on calibrating the risk of fuels with different units of measurement and different prices.
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 conducted interviews with senior practitioners in the industry, including the head of insurance and financial services at Sutherland, for their views on the latest global trends and best practices in the industry.
A renewed sense of optimism has freed consumer company executives to shift their gaze toward new challenges—particularly around harnessing data and digital technology. To explore this trend and the evolving strategies of consumer goods manufacturers and retailers, Oxford Economics, in cooperation with KPMG and the Consumer Goods Forum (CGF), performed an online survey of 469 senior executives at companies headquartered in 32 countries across the world.
We’ve supplemented this data with case studies based on interviews with executives at Aeon, IGA, Pick n Pay, and Unilever to glean insight into just how technology and other consumer and industry trends will influence their corporate strategies for the year to come.
Agile technology strategies for growth, business models, and customer engagement
This report examines what media firms should do to innovate, in order to find new business models and new means of growth in the new digital era.
We conducted in-depth interviews with the senior executives overseeing the project of digital transformation at approximately two dozen M&E and enabling technology companies, including the following:
Achieving competitive advantage in a changing global marketplace
Manufacturers around the globe are undergoing a profound transformation as market shifts and technological changes reshape the competitive landscape and usher in a new era of growth, change, and economic opportunity.
In addition to our survey of 300 executives, we prepared case examples based on interviews with senior managers at five companies:
Client: Ernst & Young
In collaboration with Ernst & Young, we explored how East Asian firms are expanding trade both within and outside the region.
In addition to our survey of over 600 executives, we conducted 15 interviews with senior executives at firms headquartered in East Asia, including the following companies:
Client: CIMA and AICPA
This research programme looked at the reason CEOs acknowledge the imperative to look beyond the financials to recognise the “human factor” as an increasingly important issue.
As part of our brief, Oxford Economics conducted a series of interviews with 17 CEOs, chairmen, and other executives at some of the world’s most prestigious companies, including: