The digital age - Thewomen's era
Key findings Foreword How to use theinteractive onlinedashbaord
Results of the GlobalFemale LeadersOutlook
Growth | Growthprospects
Growth | Toplinerevenue growth
The digital age - Thewomen's era
Key findings Foreword How to use theinteractive onlinedashbaord
Results of the GlobalFemale LeadersOutlook
Growth | Growthprospects
Growth | Toplinerevenue growth
The digital age - Thewomen's era
Key findings Foreword How to use theinteractive onlinedashbaord
Results of the GlobalFemale LeadersOutlook
Growth | Growthprospects
Growth | Toplinerevenue growth
The digital age - Thewomen's era
Key findings Foreword How to use theinteractive onlinedashbaord
Results of the GlobalFemale LeadersOutlook
Growth | Growthprospects
Growth | Toplinerevenue growth
Key findings Foreword How to use theinteractive onlinedashbaord
Results of the GlobalFemale LeadersOutlook
Growth | Growthprospects
Growth | Toplinerevenue growth
Growth | Change inheadcount
Foreword How to use theinteractive onlinedashbaord
Results of the GlobalFemale LeadersOutlook
Growth | Growthprospects
Growth | Toplinerevenue growth
Growth | Change inheadcount
Growth | Effects of AI onworkforce
Growth prospects for your company Growth prospects for your industry
14%
59%
14%
14%18%
77%
5%
Chart 3: Growth prospects for the next 3 years
Growth prospects for your country Growth prospects for the global economy
59%
27%
9%9%
45%23%
18%
Regional clusterEMA
Job titleAll
Revenue segmentationAll
Very confident
Confident
Neutral
Not very confident
How to use theinteractive onlinedashbaord
Results of the GlobalFemale LeadersOutlook
Growth | Growthprospects
Growth | Toplinerevenue growth
Growth | Change inheadcount
Growth | Effects of AI onworkforce
Growth | Strategies forgrowth
Positive 10% or higher
Positive 5–9.9%
Positive 2–4.9%
Positive 0.1–1.9%
Negative 0.1–1.9%
18%
14%
55%
9%
5%
Chart 4: Topline revenue growth for the next 3 years
Regional clusterEMA
Job titleAll
Revenue segmentationAll
Positive 10% or higher
Positive 5–9.9%
Positive 2–4.9%
Positive 0.1–1.9%
Negative 0.1–1.9%
Results of the GlobalFemale LeadersOutlook
Growth | Growthprospects
Growth | Toplinerevenue growth
Growth | Change inheadcount
Growth | Effects of AI onworkforce
Growth | Strategies forgrowth
Growth | Actions to helppursue growth
Increase more than 25%
Increase between 11–25%
Increase between 6–10%
Increase less than 5%
Stay the same
Decrease less than 5%
23%
18%
32%
14%
9%
5%
Chart 5: Change in headcount over the next 3 years
Regional clusterEMA
Job titleAll
Revenue segmentationAll
Increase more than 25%
Increase between 11–25%
Increase between 6–10%
Increase less than 5%
Stay the same
Decrease less than 5%
Growth | Growthprospects
Growth | Toplinerevenue growth
Growth | Change inheadcount
Growth | Effects of AI onworkforce
Growth | Strategies forgrowth
Growth | Actions to helppursue growth
Growth | Threats togrowth
55%
45%
Chart 6: Perceived effects of AI implementation on workforce over the next 3 years
It will create more jobs than it eliminates.
It will eliminate more jobs than it creates.
Regional clusterEMA
Job titleAll
Revenue segmentationAll
Growth | Toplinerevenue growth
Growth | Change inheadcount
Growth | Effects of AI onworkforce
Growth | Strategies forgrowth
Growth | Actions to helppursue growth
Growth | Threats togrowth
Digitalization |Disruption withinindustry
Organic growth (i.e.innovation, R&D,capital investmentsand recruitment)
Strategic allianceswith third parties
M&A Other Outsourcing Joint venture
#1 #2 #3 #4 #5
55%
22%
18%
3%2%
Chart 7: Most important strategies for growth over the next 3 years
Regional clusterEMA
Job titleAll
Revenue segmentationAll
Growth | Change inheadcount
Growth | Effects of AI onworkforce
Growth | Strategies forgrowth
Growth | Actions to helppursue growth
Growth | Threats togrowth
Digitalization |Disruption withinindustry
Digitalization |Investment in newtechnologies
#1 Collaborate with innovative start-ups (e.g. FinTech,InsurTech, HealthTech firms)
#2 Increase investment in disruption detection andinnovation processes
#3 Partner with third-party data providers
#4 Join industry consortia focused on the development ofinnovative technologies
#5 Make products and services available via an onlineplatform provider (e.g. social media platforms)
#6 Partner with third-party cloud technology providers
#7 Set up accelerator or incubator programs for start-upfirms
#8 Corporate venturing
#9 Do none of the above
76%
48%
48%
43%
38%
33%
29%
10%
5%
Chart 8: Actions to help pursue growth objectives over the next 3 years
Regional clusterEMA
Job titleAll
Revenue segmentationAll
Growth | Effects of AIon workforce
Growth | Strategies forgrowth
Growth | Actions to helppursue growth
Growth | Threats togrowth
Digitalization |Disruption withinindustry
Digitalization |Investment in newtechnologies
Digitalization |Self-assessment on newtechnologies
Regional clusterEMA
Job titleAll
Note: Rank sort by Companies >US$500 million revenue
#10
#1
#2
#3
#4
#5
#6
#7
#8
#9
21%
16%
13%
13%
13%
9%
7%
4%
2%
1%
Regulatory risk
Emerging/disruptivetechnology risk
Operational risk
Supply chain risk
Talent risk
Return to territorialism(e.g. US renegotiatingNAFTA, UK leaving EU)
Cyber security risk
Environmental/climatechange risk
Interest rate risk
Other
#1
#3
#4
#8
#4
#4
#2
#7
23%
14%
11%
3%
11%
11%
17%
9%
Chart 9: Greatest threats to growth
Companies > US$500 million revenue Companies < US$500 million revenue
Growth | Strategies forgrowth
Growth | Actions to helppursue growth
Growth | Threats togrowth
Digitalization |Disruption withinindustry
Digitalization |Investment in newtechnologies
Digitalization |Self-assessment on newtechnologies
Digitalization |Application of AI
We see technological disruption as more ofan opportunity than a threat.
We already see significant progress ontransformation within our industry.
Rather than waiting to be disrupted bycompetitors, my organization is activelydisrupting the sector in which we operate.
18%
64%
14%
5%
18%
59%
14%
9%
14%
45%
23%
18%
Chart 10: Statements about disruption within own industry
Regional clusterEMA
Job titleAll
Revenue segmentationAll
Strongly agree
Agree
Neither agree nor disagree
Disagree
Growth | Actions tohelp pursue growth
Growth | Threats togrowth
Digitalization |Disruption withinindustry
Digitalization |Investment in newtechnologies
Digitalization |Self-assessment on newtechnologies
Digitalization |Application of AI
Digitalization | Benefitsof AI
My company’s board of directors has an unreasonable expectationregarding ROI related to digital transformation.
We have suffered significant financial losses in the past byoccasionally investing in the wrong emerging technologies.
32%
14%
55%
27%
64%9%
Chart 11: Statements about investment in new technologies
Regional clusterEMA
Job titleAll
Revenue segmentationAll
Disagree & Strongly disagree
Neither agree nor disagree
Agree & Strongly agree
Growth | Threats togrowth
Digitalization |Disruption withinindustry
Digitalization |Investment in newtechnologies
Digitalization |Self-assessment on newtechnologies
Digitalization |Application of AI
Digitalization | Benefitsof AI
Digitalization | Skillsneeded fortransformation
Feel uncomfortable or veryuncomfortable
Feel comfortable or verycomfortableDo not know yet
Chart 12: Self-assessment concerning new technologies like AI, blockchain, 3D printing andmixed reality
5%59%36%
Regional clusterEMA
Job titleAll
Revenue segmentationAll
Digitalization |Disruption withinindustry
Digitalization |Investment in newtechnologies
Digitalization |Self-assessment on newtechnologies
Digitalization |Application of AI
Digitalization | Benefitsof AI
Digitalization | Skillsneeded fortransformation
Digitalization | Datausage & analysis
33%
50%
17%13%
25%
44%
19%
Chart 13: Application of AI in automation processes today
We have not implemented any AI in the organization.
We are piloting/trialing AI in just a small number of processes.
We have begun a limited implementation of AI for some specific processes.
We have already implemented AI to automate some of our processes.
Regional clusterEMA
Job titleAll
Revenue segmentationAll
Digitalization |Investment in newtechnologies
Digitalization |Self-assessment on newtechnologies
Digitalization |Application of AI
Digitalization | Benefitsof AI
Digitalization | Skillsneeded fortransformation
Digitalization | Datausage & analysis
Digitalization | Trust indata sources
Improve ourdata analyticscapability
Reduceoperatingcosts
Improve thecustomerexperience
Improveproductivity
Accelerate ourrevenuegrowth
Improve ourrisk
management
Increase ouragility as anorganization(i.e. speed atwhich we canmake
decisions andimplementthem)
We do notplan to useany AI overthe next 3years
Improve ourdata
governance
#1
#2
#3#4
#5#6 #7
#8
#9
Chart 14: Benefits of AI over the next 3 years
Regional clusterEMA
Job titleAll
Revenue segmentationAll
Digitalization |Self-assessment onnew technologies
Digitalization |Application of AI
Digitalization | Benefitsof AI
Digitalization | Skillsneeded fortransformation
Digitalization | Datausage & analysis
Digitalization | Trust indata sources
Digitalization | Customerrelationship
Evolving workforce experts (i.e. workforcelearning, talent management, leadership
development)
Digital transformation managers
Data scientists
Cyber security specialists
Emerging technology specialists (i.e.artificial intelligence experts)
Scenario- and risk-modeling specialists (i.e.to predict and mitigate future business
risks)
Sustainability experts (i.e. to lead theintegration of sustainable thinking into
business strategy)
Governance/ethics experts
Emerging markets experts
100,0%
90,9%
86,4%
95,5%
81,8%
77,3%
90,9%
81,8%
86,4%
Chart 15: Skills needed for successful transformation
Regional clusterEMA
Job titleAll
Revenue segmentationAll
Highly or somewhat important
Note: Rank order stays the samewhile applying filter
Digitalization |Application of AI
Digitalization | Benefitsof AI
Digitalization | Skillsneeded fortransformation
Digitalization | Datausage & analysis
Digitalization | Trust indata sources
Digitalization | Customerrelationship
Career Expectations |Personal successfactors
Over the next 3 years, we will increase our usage of predictivemodels or analytics.
Over the next 3 years, we will increase our usage of unstructureddata (i.e. text-heavy) compared to structured data (i.e. primarily
numeric or fixed field).
91%
9%
41%
50%
9%
Chart 16: Data usage and analysis
Regional clusterEMA
Job titleAll
Revenue segmentationAll
Agree & Strongly agree
Neither agree nor disagree
Disagree & Strongly disagree
Digitalization | Benefitsof AI
Digitalization | Skillsneeded fortransformation
Digitalization | Datausage & analysis
Digitalization | Trust indata sources
Digitalization | Customerrelationship
Career Expectations |Personal successfactors
Career Expectations |Gender of successor
Independent secondary information providers
Open data from government agencies
Government-commissioned research
Traditional media
Social media
55%
27%
27%
41%
27%
Chart 17: Trust in different data sources when it comes to strategic decisions
Strong or very strong trust
Regional clusterEMA
Job titleAll
Revenue segmentationAll
Digitalization | Skillsneeded fortransformation
Digitalization | Datausage & analysis
Digitalization | Trust indata sources
Digitalization | Customerrelationship
Career Expectations |Personal successfactors
Career Expectations |Gender of successor
Career Expectations |Next career step
A strong cyber risk strategy is critical to engender trust with ourkey stakeholders.
Protecting customers’ data is one of the most importantresponsibilities to enable my organization to grow its customer
base in the future.
To date, the investments we have made in trying to personalizethe customer experience have not delivered the growth benefits
for which we hoped.
Our organization is in danger of losing existing customersbecause disproportionate resources are spent on attracting new
customers.
50%
70%
10%
19%
23%
15%
86%
81%
27%
15%
Chart 18: Statements about the customer relationship
Disagree or strongly disagree
Neither agree nor disagree
Agree or strongly agree
Regional clusterEMA
Job titleAll
Revenue segmentationAll
Digitalization | Datausage & analysis
Digitalization | Trust indata sources
Digitalization | Customerrelationship
Career Expectations |Personal successfactors
Career Expectations |Gender of successor
Career Expectations |Next career step
Demographicsand methodology
Strongcommunication
skills
Access topredictive data and
analytics
Active personalnetwork
Good networkwithin yourcompany
Thoroughknow-how of newtechnologies
Courage to makeunpopulardecisions
Quotas for femaleleadership
21% 15% 15% 15% 14% 11% 9%
#1
#2 #3 #4#5
#6#7
Chart 19: Crucial factors for personal success
Regional clusterEMA
Job titleAll
Revenue segmentationAll
Digitalization | Trust indata sources
Digitalization | Customerrelationship
Career Expectations |Personal successfactors
Career Expectations |Gender of successor
Career Expectations |Next career step
Demographicsand methodology
Methodology
Companies > US$500 million revenue
Board member &CEO/chairwoman
Other C-level executive & Vicepresident
Business unit or functionalhead & Head of department
Companies < US$500 million revenue
Board member &CEO/chairwoman
Other C-level executive & Vicepresident
Business unit or functionalhead & Head of department
29%
67%
33%
71%
33%
67%
100%
100%
100%
Chart 20: Gender of successor
Regional clusterEMA
Job titleAll
Revenue segmentationAll
Female
Male
Digitalization |Customer relationship
Career Expectations |Personal successfactors
Career Expectations |Gender of successor
Career Expectations |Next career step
Demographicsand methodology
Methodology Demographics I
Regional clusterEMA
Job titleAll
Revenue segmentationAll
Chart 21: Next step within or outside the company
32%
Do not know yet
27%
Outside
41%
Within
Career Expectations |Personal successfactors
Career Expectations |Gender of successor
Career Expectations |Next career step
Demographicsand methodology
Methodology Demographics I Demographics II
Career Expectations |Gender of successor
Career Expectations |Next career step
Demographicsand methodology
Methodology Demographics I Demographics II About us
Career Expectations |Gender of successor
Career Expectations |Next career step
Demographicsand methodology
Methodology Demographics I Demographics II About us
23%
14%
18%
27%
18%
Total = 22
Board member
CEO/chairwoman
Other C-level executive
Business unit or functional head
Head of department
23%
45%
14%
14%
5%
Total = 22
Less than $250 million
$250 million–$499 million
$500 million–$999 million
$1 billion–$9.9 billion
$10 billion or more
41%
23%
36%
Total = 22
1–5
6–10
>10
Years of employment in company
Organization revenue in US$
Job title
100%Total = 22
EMA
Regions
Career Expectations |Gender of successor
Career Expectations |Next career step
Demographicsand methodology
Methodology Demographics I Demographics II About us
22
EMA
Career Expectations |Gender of successor
Career Expectations |Next career step
Demographicsand methodology
Methodology Demographics I Demographics II About us