Purpose To better understand the challenges and opportunities facing China, the IBM Institute for Business Value in cooperation with Oxford Economics surveyed 1,150 executives from across China. Survey respondents represented a variety of industries and included executives from Chinese corporations, start-up enterprises, the government sector and educational institutions. Design/methodology/approach This report shares the executives’ vision for the Chinese economy, and proposes actions to help spark growth and positive change. Findings The Chinese executives surveyed see the current economic environment in China as encompassing five main challenges – immature services sector, declining domestic consumption growth, lending decisions creating over investment in some sectors, declining export growth and environmental issues impacting economic development. Practical implications The article identifies the six most important ways to accelerate China’s growth according to the executives: Originality/value Despite challenges, Chinese executives are optimistic about the country’s economic growth prospects. In fact, 93 percent of executives believe China will maintain stable to high growth of more than 5 percent over the next five years. And almost a quarter of them believe China will be able to return to its recent very high growth rates in excess of 8 percent.
2015),"Best innovators develop a point of view on the future and a roadmap on how to get there", Strategy & Leadership, Vol. 43 Iss 2 pp. 15-22 http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.
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PurposeCompanies are now struggling to cope with the most severe recession in more than half a century. This paper aims to study how leading companies have successfully reacted to the crisis.Design/methodology/approachThe researchers identified early winners in the current recession, beginning with large US‐listed companies whose stock appreciated by at least 5 percent in 2008, at a time when the S&P declined by 37 percent. They looked at best practices of 61 companies.FindingsWinners have learned to ask, “Which strategies will allow the company to both survive in this economic transformation and, potentially, to thrive in it?”Practical implicationsOverall, the early winners the following: focus on value via sustainable strategies that emphasize long‐term value; exploit opportunities presented during downturns, including growing through low‐cost acquisitions and stock buy‐backs; and act quickly, with the agility to respond ahead of, or at least to keep pace with, rapid changes in the new economic environment.Originality/valueAs winning firms have learned, there are the three targets for leaders in the new economic environment. The article offers a how‐to guide to achieving them: leadership target no. 1: focus on value; leadership target no. 2: exploit opportunities; and leadership target no. 3: make speed a competitive advantage.
Purpose This report by the IBM Institute for Business Value, part of long-term study of C-suite executives, probes the perspectives of the 818 CEOs to find out what they think the future will bring and how they’re positioning their organizations to prosper in the “age of disruption.” Design/methodology/approach The report also focuses specifically on what a subset of the 818 – CEOs of the most successful enterprises surveyed – do differently. Findings IBM analysis identified a small group of organizations that have both a strong reputation as leading innovators and an outstanding financial track record. Lead by so-called Torchbearer CEOs the firms are exploring opportunities to leverage emerging technologies and ecosystems to pursue entirely new revenue streams and models. Practical implications CEOs recognize the confluence of technologies magnifies their impact across markets and economies. Emerging technologies intersect and combine in new and different ways, enabling enterprises to redefine how they engage with their customers and partners. Originality/value Two-thirds of executives surveyed plan to reassess their strategic direction and explore the potential for novel, non-traditional forms of growth. They’re actively pursuing opportunities to play a new or different role in the ecosystems they inhabit.
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