This study, based on a survey commissioned by American Express of 3,200 SMEs in 15 countries, provides a comprehensive view of SME sentiment at a time of heightened uncertainty. The results showed:
As people grow ever more attached to their smart phones and tablets, electronic payment systems are bringing speed and safety to transactions while also cutting costs for merchants. Yet misconceptions about the technology have slowed its uptake. To explore attitudes toward mobile payments, Oxford Economics and Charney Research surveyed 2,000 consumers and 300 executives around the world in the fall of 2016. We found that companies underestimate consumers’ enthusiasm for mobile payments, and businesses must do more to address their customers’ security concerns.
Click here to read the report.
Click here to view the infographic.
Risk in Review 2017: Managing risks from the first line
Client: PwC
For the sixth year in a row, Oxford partnered on this flagship report, analyzing a survey of more than 1,500 corporate officers across 30 industries and 80 countries.
Faced with the new challenges of today's complex business risk environment, companies are seeing the tide shifting back to the first line of defnese. Today a collaborative approach to risk management with riska ccountability sitting squarely in the first line of defense can be the key to greater organizational resiliency and growth. That means an engaged first line that makes risk decisions in alignment with strategy. It means a proactive second line that influences decision-making through timely consultation and collaboration. And it means a diligent, independent third line focused on its core missions of protecting thje organization and delivering value.
Click here to read the full report.
The Hogan Lovells Brexometer
Client: Hogan Lovells
The Hogan Lovells Brexometer survey, produced in conjunction with Oxford Economics, measures the sentiment of business leaders across the world on the impact of Brexit.
How are global business leaders preparing for Brexit? Do they anticipate profitability being affected, and, if they do, in what way? And do they feel confident about the impending negotiations? This report summarizes the views of major businesses as they look ahead to what is likely to be two years or more of very tense negotiation. As negotiations progress, and as Brexit fantasies become Brexit realities, business strategies will change and expected (and unexpected) impacts will emerge. This survey, to be repeated regularly, does not intend to predict the future; rather it seeks to establish the present.
Click here to read the full report.
The Accenture Security Index
Client: Accenture
We surveyed 2,000 executives from 12 industries and 15 countries across North and South America, Europe, and Asia Pacific. The objective was to understand the extent to which companies prioritize security, how comprehensive security plans are, how resilient companies are with regard to security, and the level of spend for security.
The survey aimed to measure performance across 33 cybersecurity capabilities classified into seven cybersecurity domains: business alignment, cyber response readiness, strategic threat intelligence, cyber resilience, investment efficiency, governance and leadership, and the extended ecosystem. More than 60% of respondents were senior security executives at director level and above with responsibility for cybersecurity strategy and spending at companies with revenues of US$1 billion or more.
Click here to read the full report.
Ecosystem India
Client: IBM Institute for Business Value
The IBM Institute for Business Value engaged Oxford Economics to reach out to nearly 1,300 Indian executives as part of a global survey of 2,151 business leaders focussing on the emergence of global ecosystems.
Our survey confirmed the significant advantages that position India to excel in a rapidly evolving ecosystem economy. Those who excel in this environment have learned how to
* Identify opportunities to collaborate and participate in ecosystems;
* Develop capabilities to create value from ecosystems; and
* Build structures that promote ecosystem connectivity.
Organizations that can bring together consumers, governments, universities, and businesses in support of common objectives and aspirations will thrive in this environment.
Click here to read the full report.
Facing the storm
Client: IBM Institute for Business Value
The IBM Institute for Business Value engaged Oxford Economics to survey more than 5,600 global executives in 18 industries and 48 countries to gauge their current skills challenges and assess future needs.
Our survey respondents confirmed the massive changes occurring across industries worldwide, as well as technology's influence on consumers. For example, 75% of global business, government, and higher education leaders believe that consumer buying behavior is shifting from a strictly product/service basis to an experience basis. 85% indicate competition is coming from new and unexpected sources, and 67% say that traditional boundaries between industries are blurring as industries are reshaped. As a result, many business leaders believe their structures and processes need to change too.
Click here to read the full report.
Entrepreneurial India
Client: IBM Institute for Business Value
The IBM Institute for Business Value engaged Oxford Economics to survey Indian executives, including about 600 startup entrepreneurs, 100 venture capitalists, 100 government leaders, 500 leaders of established compnaies, and 22 leaders in higher education.
Our survey results revealed that startups can exploit a range of attributes and advantages unique to India. More than three-fourths (76%) of Indian executives pointed to India's economic openness as a major business advantage, while 60% identified India's skilled workforce. And 57% said that India's large domestic market provides significant advantages.
Click here to read the full report.
Rethinking insurance: How cognitive computing enhances engagement and efficiency
Client: IBV
Oxford Economics worked with IBM's Institute for Business Value in mid-2016 to field a survey among 1,502 C-suite executives in a range of roles around the world. As the cognitive era dawns, outperformers in the industry are rethinking insurance by applying technologies that understand, reason, learn and interact to improve the way insurers do business.
For success in the digital age, insurers must tap the hidden treasure they already own in massive quantities: data. They need to be able to scrutinize internal and external data sets, many of which have not been digitally accessible. IBM's 2016 Cognitive Insurance Survey identified a lack of internal agility and the threat of outside disruption as major industry challenges requiring urgent responses. We categorized insurers based on revenue groth and operating efficiency over the past three years to allow a comparison of strong performers with others in the industry. While many organizations still have far to go, outperformers are already taking strides to become fully fledged cognitive insurers.
Click here to read the full report.
Fast start in cognitive innovation
Client: IBV
How will cognitive computing transform lives, both personally and professionally? What can enterprises do to tap into cognitive computing’s full potential? What steps can leaders take today to accelerate cognitive computing benefits? In this survey of 6,050 C-suite executives worldwide, we explore these and many other questions. A small group of cognitive innovators show what can be done: Their most successful strategies combine cognitive and analytic capabilities – including machine and deep learning, natural language processing, descriptive and predictive analytics – as well as robotics and automation.
Oxford Economics worked with IBM's Institute for Business Value in the second half of 2016 to field a survey among 6,050 global executives to investigate the effects of cognitive computing on various functions across the enterprise.
Read the full report.
Making Brexit work for UK insurers
Client: EY
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.
Read the full report.
The cognitive bank: Decoding data to bolster growth and transform the enterprise
Client: IBM Institute for Business Value
Traditional financial services business models are under the microscope. For most financial organizations, sustained profitability is a challenge in today’s lower-interest rate environment. Competition from new market entrants is also generating new layers of disruption, while customer experience and engagement are not keeping pace with much greater expectations of the rapidly evolving digital world.
For success in the digital age, banks must tap the hidden treasure they already own in massive quantities: data. Cognitive systems offer ways to transform beyond traditional banking functions, among other things, using machine learning and applying analytics to data to understand more about the enterprise, customers and competitors. They continually build knowledge and learning, understand natural language, and reason and interact more naturally with human beings than traditional programmable systems.
Learn more.
Leaders 2020
Client: SAP
Strong leadership pays dividends in the digital economy, where continuous innovation, rapid decision making, and a global mindset are essential to success. Oxford Economics surveyed more than 4,100 executives and employees, around the world and from diverse industries, during the second quarter of 2016. We found that companies that get digital leadership right perform better in the marketplace and have happier, more engaged employees.
Learn more.
Machine Dreams: Making the most of the Connected Industrial Workforce
Client: Accenture
The digital revolution is transforming manufacturing. By bringing machines and artificial intelligence into the workforce, it is enabling an increasingly adaptable, change-ready, and responsive working environment: a Connected Industrial Workforce in which men and machines, working together, reinvent the production and service processes by which manufacturing outcomes are achieved.
We interviewed 512 respondents across all major industrial countries in North America, Western Europe and Asia. Our sample included factory directors, engineering and R&D heads, operations and HR managers, as well as C-suite executives. More than half were from the industrial equipment industry, with the rest split between automotive and construction equipment. All respondents were involved in setting their company’s strategy for the Connected Industrial Workforce. The interviews were conducted in December 2015.
Download the report.
When the walls come down: How smart companies are rewriting the rules of the open workplace
Client: Plantronics
Open-plan offices are meant to encourage collaboration and contribute to a collegial workplace culture, but they also come with serious drawbacks like noise and distraction. Oxford Economics conducted a survey of more than 600 executives and 600 employees to better understand what works for employees—and what doesn’t—about open-plan layouts, and to test for disconnects between workers and their managers. The results show that threats to productivity and worker peace of mind are bigger issues than most executives realize, and most do not have the technology or strategies in place to deal with the problems.
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A Roadmap to Digital Value in Retail Banking
Client: Cisco
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.
Click here to download the report.
Mind the Gap
Client: Nimble Storage
Nimble Storage surveyed nearly 3,000 IT decision makers (ITDMs) and business users worldwide to see how application delays (the "App-Data Gap") affect performance. Nearly two-thirds of all respondents and 76% of US-based respondents reported that the speed of applications they use significantly affects their ability to perform their best at work. Further, just under half of business users surveyed say they waste more than 10% of their workday—about 48 minutes—waiting on slow applications. Extrapolating from the survey data, that could translate to $7.5 billion in lost worker time annually in the US alone. The think piece and infographic show more differences by age, geography, and between ITDMs and business users, as well as possible solutions to overcome the App-Data Gap.
Click here to download the report.
State of the Market: Internet of Things 2016
Client: Verizon
2015 was the year that the IoT gained legitimacy; 2016 is the year it goes mainstream. Over the last year, enterprises shook off a "start small, think big" mind-set around IoT, and are now building it into their future strategies and business models.
Oxford Economics surveyed 500 early adopters of IoT across different industry sectors and carried out in-depth interviews with nine IoT pioneers to understand their experiences implementing IoT. The survey investigated progress made implementing IoT, the financial business case, along with actual and expected performance improvements. The survey also explored the constraints that are holding back these early adopters. The survey results and interviews were important research inputs to Verizon's report.
Click here to download the report.
Risk in Review
To face a world of interconnected risks, companies need an integrated, resilient approach that views risk management through multiple lenses across all lines of defense. And to grow in this world, they need a proactive, risk-enabled approach that gives them the flexibility and agility to seize new opportunities. Finding the right balance point between these two competencies can be very different from company to company and industry to industry.
In this global survey, companies were asked about their risk-resiliency and risk-agility capabilities, processes, and corporate characteristics. We then scored their answers to create a risk resiliency/agility matrix, and analyzed the results across industries, regions, and titles.
Click here to download the report.
Global Wealth Management Report 2016
Client: EY
Oxford Economics surveyed more than 2,000 Wealth Management clients in late 2015. Respondents represented a broad spectrum of segments, including wealth level, age group, regions, and gender. Participating markets included Australia, Brazil, Canada, Mainland China, Germany, Hong Kong, Japan, Luxembourg, Mexico, Middle East (Kuwait, Saudi Arabia, UAE), Singapore, Switzerland, the United Kingdom and the United States of America.
Click here to download the report.
Business at the Speed of Thought: Accelerating Value Creation
Hewlett Packard Enterprises
Companies must innovate faster than ever to compete in the new economy. Business is speeding up as constant connectivity, exponential increases in data, access to massive computational power, and even human-machine interaction redefine strategy and upend industries around the world. Oxford Economics and HPE surveyed 300 global business and technology executives to find out how the to turn ideas into value is driving changes in operational processes, technology infrastructure, and company culture.
The UK’s £92bn Digital Opportunity
Virgin Media Business
Oxford Economics surveyed over 1,000 UK companies to provide a comprehensive snapshot of how companies, industries, regions, and the economy as a whole are adjusting to the challenges and opportunities of digital technologies. The research assesses companies’ progress in building six digital capabilities; technology infrastructure, digital workforce, digital information, digital strategy and leadership, open and collaborative partnerships, and digital customer engagement. It identifies a group of Digital Leaders who have made more progress in building these capabilities and analyses how their approach is distinctive. The report provides guidance to firms wanting to get the most from digital opportunities and quantifies the impact of digital on jobs and increased revenues - for industries, regions, and the economy as a whole.
Harnessing the Power of Entrepreneurs to Open Innovation
Accenture
Oxford Economics worked with Accenture to survey 1,000 large companies and 1,000 entrepreneurs across the G20 countries in mid-2015. The data formed the basis for Accenture’s report to the annual G20 Young Entrepreneurs’ Alliance summit held in Turkey in September 2015.
We surveyed 1,000 C-level executives and their direct reports in 11 industries at large companies (mainly with revenues above $1 billion) and 1,000 business owners at small companies (revenues below $250 million) across the same range of industries. The research was aimed at exploring their views and attitudes toward collaboration and innovation.
2015 Global Digital IQ Survey
PwC
Digital IQ is a measure of how well companies understand the value of technology and weave it into the fabric of their organization. PwC’s 7th annual Digital IQ study, built on a survey of over 1,900 business and IT executives around the world, uses economic modeling to identify 10 critical capabilities that correlate with stronger financial performance. Those organizations that embraced these attributes—Digital IQ leaders—were twice as likely to achieve more rapid revenue and profit growth as the laggards in our study.
The Open Source Era
Wipro
Open source software is changing the way the world computes. This report, based on a global survey of senior business and technology executives and comments from major companies around the world, shows that businesses are using open source software and development methods in a variety of consequential ways, and the impact on business performance and operations is expected to grow strongly over the next few years. The open source era is well under way.
The Future of Procurement
SAP
In early 2015, Oxford Economics worked with SAP to better understand where procurement is now and where it is headed. We fielded two surveys across 18 countries—one of more than 500 senior procurement executives, the other of over 500 non-executive procurement practitioners (e.g., category managers, sourcing staff, buyers, and procurement operations specialists). We also conducted a series of live interviews with executives from the industries and regions surveyed.
Competitiveness - Catching the next wave: Africa
Deloitte
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.
Reinventing life sciences: How emerging ecosystems fuel innovation
IBM Institute for Business Value
This research paper from IBM’s Institute for Business Value and the University of California at San Diego is based on a survey conducted in late 2014 by Oxford Economics for the IBV. Leveraging the insights of 750 executives in seven countries and nine life sciences-related areas, Reinventing life sciences assesses the ways key players in this fast-changing field are reevaluating traditional business models, processes and operations. Two more papers based on the same survey data will be published in the months ahead.
Risk in review: Decoding uncertainty, delivering value
PwC
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.
The findings were dramatic. While 73% of survey respondents agree that risk to their organizations are increasing—with regulatory complexity, data security/privacy, and cost pressures leading the risk list—companies are not, by and large, responding to this environment with improved risk management programs. This despite the fact that risk management leadership demonstrably leads to stronger performance and profit growth.
