It’s no secret that the global telecoms market is evolving with increasing speed, upending traditional models. Telecom service providers are currently experiencing slower revenue growth from traditional voice and data services. As they look to introduce new products and services, they are facing off with technology companies considered as innovation powerhouses. Can Telecom service providers keep up with the innovation and agility of the high-tech leaders to compete with them effectively?
The PwC Product Innovation & Development Study
In 2015, PwC conducted a refresh of this comprehensive product innovation & development study utilizing PwC’s core Service Innovation framework, spanning strategy through execution & enablement:
Key findings from this study include:
Where leading global telecom operators and leading tech companies fall on the product development innovation scale
What’s improved and what still lags vs. a decade ago
Key factors that help reduce cost overruns and schedule slippage while also driving faster cycle times
A symbiotic link between EBIT and product development performance
The leading practices to achieve higher business performance and what should be the targets to achieve measurable improvements
PwC is running an yearly survey to highlight the contribution family businesses make to economies and communities around the world. This year, 1,952 family businesses took part in this survey from over 30 countries, including, for the first time, Australia, China/Hong Kong and India. From Singapore to South America, the results look at the unique challenges that family businesses face regardless of where they are in the world. The respondents could not have been more varied in size, industry and location, yet there was marked similarity in their approach to business and in what they considered to be distinctive characteristics of businesses like theirs.
Here are some key findings:
65% have grown sales in the past year (compared to only less than half in 2010)
Almost 60% say attracting the right skills/talent will be a key challenge in five years’ time
64% think the general economic situation will be their key challenge in five years’ time
Over 60% see the need to continually innovate as the key internal challenge in five years’ time
A quarter of our respondents’ sales are currently international; this will rise to 30% in five years’ time
How do your challenges, strengths and resilience compare to those of your peers across the world? What are your plans, if any, for expansion — and succession — in the coming years? What do you see the role of government being?
PwC has an online tool available for you to benchmark your business across a range of crucial, family-firm-relevant metrics.
In 2011, economic uncertainty continued to impact the security programmes of many organisations. The effects of a recovering economy converged with strong confidence in the efficacy of security programmes to create an environment in which security practices are often weakened. As a result, organisations have become vulnerable to increasingly sophisticated threats to information security, with potentially harmful consequences to businesses across industries and across the globe.
I believe we all understand that information security can make or break the success of business goals and competitive advantage. As a result, many of the organisations today are taking a hard look at what’s needed to design, implement and manage an effective information security programme, one that addresses today’s evolving business practices and heightened security threats.
PwC, in conjunction with CIO and CSO magazines, carried out a global survey of more than 9,300 security and business executives from February 1 to April 15, 2012. The survey examined how executives viewed the scope and efficacy of their security policies, strategies and technologies. To gauge how you stack up against your peers, you may use their custom tool to benchmark your organisation’s security profile. Once you have entered your responses, you can create a customized PDF file that explores how your views compare with others, with insights from PwC’s Security Advisory team.
The chances of Greece departing the Eurozone are rising sharply so what chances are there that Grece will remain in the Euro as a compromise? Spanish banks are still holding an estimated Euro 600bn of mortgages at full value on their books so Spain will be the next big test for Europe. Spanish and other Eurozone banks are going to require hundreds of billions of Euro recapitalisation in the next 12 months.
On January 2012, Congressional Research Services looked into possible scenarios regarding the Eurozone and their impact on US economy. Latest indicators from the US are mixed and patchy but this economy is out-performing the Eurozone. CEEMEA’s central outlook remains 3-5 years of sub-par economic growth, continuous Eurozone crises and tough global business conditions. PwC also provided four scenarios, including one where Greece would exit the Eurozone.
What does this mean to your business?
The risks for a worse outlook have intensified since March/April and Eurozone restructuring has the potential to create significant change and disruption to the operations of many organisations. Global companies (both headquartered in the Eurozone and ones with extensive links with it) will be impacted across their whole value chain.
There will be:
Treasury changes (e.g. liquidity and financing, security over banking arrangements);
IT changes (e.g. systems configuration, payment and billing systems changes, master data, transaction data migration, package applications and support arrangements);
Planning, benchmarking and forecasting (e.g. contingencies, restatement of historical data, costs to implement the Eurozone restructuring);
Challenges in communications to shareholders, stakeholders, customers and suppliers regarding organisational impact and arrangements to manage the impact.
How one can cope with all these challenges? Here are some suggestions:
Evaluate your supply chain risk, particularly where raw materials become expensive for suppliers no longer in the euro-zone;
Develope business cases / risk analysis to take advantage of potential new sourcing opportunities and provide delivery support to realise these benefits;
Run rapid diagnostic tools that can be deployed simultaneously across Finance (EPM Blueprint, Finance Effectiveness);
The break-up of the Eurozone may even give rise to opportunities from a tax perspective: identify them and work to build them into existing contingency plans should the right commercial fact patterns arise in the future.