In January, PwC released results of its 26th Annual Global CEO Survey, surveying the opinions of more than 4,000 CEOs around the world. O in the Asia-Pacific region included 1,634 people.


From the results of a recent survey, we found that CEO looks at inflation macroeconomic volatility and geopolitical conflicts is the top risk where businesses express their greatest concern While nearly 70% of CEOs in the region believe that the global economy will deteriorate in the next 12 months Shockingly, more than half (53%) of CEOs say their companies will not be economically viable in the next decade. If there is no plan to change the organization today


This is why executives must focus on addressing short-term challenges. to drive profitability to survive At the same time, organizational changes must be made for long-term growth.


corresponds to the article Here’s how CEOs can manage today’s turbulence while reinventing their businesses for the future. As part of this year’s World Economic Forum, Bob Moritz, Chairman of PwC Global, presented four key approaches to balancing. and manage current uncertainty with practical guidelines for organizational leaders Along with changing the business for the future as follows


  1. CEOs want to transform their business with insight. as said More than half of CEOs in the Asia-Pacific region (Compared to nearly 40% of CEOs worldwide) believe their company will not survive the next 10 years if it continues to operate as it does today. This belief resonates across all industries. Covering technology, healthcare, manufacturing, and more, CEOs see multiple forces that will wipe out organizations that don’t adapt. both in terms of consumer demand changes in regulations shortage of labor skills and the influx of information and technology


Through our experience, PwC has helped global retailers transition from offline multi-store chains. To have an online store with a variety of channels. In addition, we have also helped customers of world-class car manufacturers expand into the long-term car rental business (Car Subscription) according to their changing needs.


Guidelines: Leaders should review the value the organization delivers to its customers. But transforming the organization for long-term success Executives must first answer the question whether “Their products and services will be able to create value for the business. and stakeholders today and in the future?”


  1. CEO aims to cut costs but not reducing staff found that while 48% of CEOs in the Asia-Pacific region While the majority (close to 52% of CEOs globally) are opting for cost reductions to cope with the ongoing economic climate, only 14% (compared to 16% of CEOs globally) cut their workforce. This reflects labor concerns as a result of the phenomenon. The ‘massive turnover’ puts pressure on organizations to compete for the skilled workforce of the future. This leaves most CEOs focused on investing in human resources. instead of reducing the budget to solve short-term problems We believe this is the right approach as well.


Guidelines: Attract and retain skilled employees By delivering what today’s workforce truly needs. The PwC survey asked 52,000 workers around the world why they chose to work or switch jobs. Found that the return is indeed important. but at the same time Employees need a flexible or integrated working style. And want to learn new skills that are necessary and most also want to work with employers who make a positive impact back to society as well


  1. CEOs are building resilience into their supply chains. Results from this year’s CEO survey show that CEOs who believe their companies are at risk of geopolitical conflict Adjusting the geographic footprint and supply chain without moving away from all existing markets This aligns with the 2022 China Business Report, which found that only 17% of US companies considering plans to move production bases out of the People’s Republic of China in the next three years which reflects that CEOs still choose to mitigate the impact of geopolitical tensions. while keeping an eye on the important economic situation in China in the long term which instead of moving out of the market Instead, they chose to adjust their strategies to make the supply chain more flexible.


Guidelines: to protect the supply chain system We see companies diversifying their options and simplifying their supply chains. Including expanding inventory management To make the supply chain simpler and more environmentally friendly. through data analysis and application of technology more than ever


  1. CEOs recognize that climate change not a matter of the future But it’s about today. In the 2022 CEO survey, less than half of CEOs took climate change factors into account. Become part of your organization’s risk management strategy. But in this year’s survey We found that the vast majority of CEOs have adapted their strategies to reduce carbon emissions. and mitigate climate risks by using more data. This is likely a result of the CEO’s expectation that Business costs will be affected by climate change in the near term.


Guidelines: Businesses need to adapt to reduce carbon emissions today, and PwC is helping clients plan and manage climate risks. Covering supply chain disruptions to reduced employee productivity from heat stress. All of this has led us to discover opportunities to innovate while protecting performance.


we can see that The future of today’s organizations depends on the CEO’s vision of managing the challenges. The survival and prosperity of the business It requires management’s ability to see, manage, and respond quickly to short-term problems. While there are plans to support long-term problems. and aims to deliver sustainable results Along with changes in the organization, personnel and driving investment for continued growth CEOs of Thailand must turn to explore themselves as well. Has created a balance and managed uncertainty for their business that will benefit both customers, partners, employees, stakeholders. And society as a whole correctly and appropriately or not?



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