Illicit trade is a persistent and growing threat, as technology, the global economy and e-commerce open new opportunities for counterfeit products to infiltrate supply chains and provide consumers with illicit products. Many understand the risks—that illicit trade can cause serious public health issues, and that the proceeds from illicit sales fund other criminal activities. Others view some form of illicit trade as the soft underbelly of the global economy— the price to be paid for frictionless trade.
A new study from Oxford Economics seeks to understand this evolving issue better—specifically, the attitudes and behaviours of those that influence the demand and the supply for illicit goods, so that illicit trade can be contained. We surveyed more than 37,000 consumers, across 37 European countries, buying five products; cigarettes and tobacco, alcoholic drinks, films, music and games, clothing and accessories and medicines.
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Topics:
Thought leadership,
Trade,
Public policy and regulations,
Global trade,
Global economy,
Illicit Trade
Global survey shows how open-plan layouts threaten employee wellness and productivity while failing to deliver on collaboration, growth and other critical business goals—and what companies can do to address these issues
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Topics:
HR, Talent, and labour,
Thought leadership,
Organisation and operations,
Global surveys,
Business and economic outlook,
Workforce,
Workplace,
Open office
The UK launched its Industrial Strategy yesterday, seeking to tackle the UK’s pervasive slow productivity growth. Developing technical skills is one of the key recommendations, through increasing teaching of STEM subjects, enhanced Computer Science education and “T levels,” the establishment of a National Centre for Computing Education and an Institute for Coding. Coincidentally, last week BT and Accenture launched their study “Tech know-how: The new way to get ahead for the next generation.” Though they both seem on the same page in promoting tackling technology skills shortages, there are important differences in emphasis.
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Topics:
Economic impact,
Technology,
Thought leadership,
United Kingdom,
Tech literacy,
Workforce
| The demands of the global and digital economy have multiplied the finance function’s core responsibilities. At the same time, CFOs are expected to partner with their C-suite colleagues to shape long-term business strategy. When finance chiefs do their jobs well, they make a powerful impact, not only within their own department but also on their company’s overall performance—amplifying their importance to the enterprise. |
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The demands of the global and digital economy have multiplied the finance function’s core responsibilities. At the same time, CFOs are expected to partner with their C-suite colleagues to shape long-term business strategy. When finance chiefs do their jobs well, they make a powerful impact, not only within their own department but also on their company’s overall performance—amplifying their importance to the enterprise.
But surprisingly few CFOs give themselves high marks for effectiveness. Most see room for improvement in financial planning and analysis, a critical process for driving growth, and even in risk and compliance. What do the high-performing minority—the Finance Leaders—do differently from the rest of the pack?
We asked 1,500 CFOs and other senior executives around the world about their goals and challenges. Then we identified six traits that make a Finance Leader, including excellence in core finance activities and strong influence over strategy. Only 11.5% of our survey respondents, qualified as Leaders. Yet our results show these six practices boost business performance and efficiency, as well as governance, risk, and compliance (GRC) effectiveness across the company.
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Topics:
Technology,
Thought leadership,
Business and economic outlook,
Professional and business services,
Video
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.
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Topics:
HR, Talent, and labour,
Thought leadership,
Organisation and operations,
Global surveys,
India
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 companies, and 22 leaders in higher education.
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Topics:
Thought leadership,
Organisation and operations,
Global surveys,
India,
Market sizing and trends
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.
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Topics:
HR, Talent, and labour,
Thought leadership,
Organisation and operations,
Global surveys
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.
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Topics:
Thought leadership,
Innovation, R&D, and science,
Organisation and operations,
Global surveys
Innovation and rapid adjustments to changing customers and markets lies at the heart of today’s competitive world. All companies are being pulled toward the center of a “Digital Vortex,” which is characterized by exponential change and the blurring of industry lines. Companies must adapt, or their odds of being displaced—or even put out of business altogether—markedly increase.
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Topics:
Cybersecurity,
Thought leadership
