![]() ![]() At full capacity, this plant is expected to generate enough electricity for 185,000 homes and offset up to 2.9 million tonnes of carbon emissions a year.’ ‘Last year, we were awarded a turnkey EPC contract to design and build Saudi Arabia’s largest solar plant. In addition, with our expertise in different solar technologies, we have emerged as a global technology player for setting up solar plants,’ Subrahmanyan said. ‘We are looking at green hydrogen not only as a fuel of the future, but also as a business to invest in and develop. ‘We chose the latter.’ L&T has a huge component of its business in hydrocarbons, but it is also pivoting to new fuels such as green hydrogen. ‘There are two ways to look at sustainability: either be perplexed and stay away or be excited and take action,’ CEO and managing director S.N. Your next moves: develop ambidexterity. To understand what this balancing act looks like in practice, consider the experience of the Indian engineering and construction firm Larsen & Toubro (L&T), which is combining technology and sustainability to capitalise on opportunities associated with climate change. There will always be some issues that we didn’t see coming, but it’s more manageable if we have two or three problems instead of 300.’ Fortunately, we’ve been able to limit the number of potential problems, which in the past have included parts scarcities and shortages of skilled technicians. As Éric Martel, CEO of Bombardier, said in a recent PwC interview, ‘If one person was looking after 20 suppliers prior to covid-19, today we have one person for every five suppliers. The control tower enables organisations to understand, prioritise and resolve critical issues in real time-by, for example, shifting resources from one part of a supply network to another.īoosting supply chain resilience has been a growing priority for many organisations since at least 2020, when the covid-19 pandemic highlighted the fragility of many tightly wound systems. Leaders are also creating AI-enabled supply chain control towers-connected dashboards of data, key business metrics and events personalised to decision-makers across the business’s ecosystem. Job one is scenario-planning for a wider range of disruptions-not just the immediate impact of extreme events but also their cascading ramifications throughout the supply chain. Your next move: make supply chains resilient and responsive. Recent PwC experience has highlighted a set of smart moves to improve supply chain performance. It is a great reckoning on how we’re leading our companies and whether we’ve really thought about the lived experience of working at our companies.’ ‘The “great resignation” is a reappraisal of leadership. It’s not easy, of course: ‘We all have significantly more to do to work in different ways to align with the expectations of millennials and generation Z,’ Wendy Clark, CEO of global marketing and advertising network Dentsu International, told us in a recent interview. Creating conditions for progress against forces like these can help CEOs influence future churn rates. Separate PwC research suggests that leaders do have levers to pull when it comes to employee retention: flexibility, fair pay, fulfilling work and the opportunity to be one’s authentic best self at work are critical determinants of employee decisions about whether to stay or go. Your next move: retain top talent. If, as many CEOs anticipate, the war for talent remains fierce, even amid deteriorating economic conditions, keeping workers happy and engaged will be a mission-critical priority. A balanced agenda: The final three questions epitomise the balancing act that CEOs must perform to deliver on their dual imperative.Today’s tensions: The next three questions speak to day-to-day tensions that leaders are facing as macroeconomic conditions deteriorate, uncertainty rises and inflation hits levels not seen in decades.The race for the future: The first three questions reflect the race that CEOs must run to stay ahead of longer-term threats to their companies, to society and to the planet itself.We’ve organised this year’s survey summary into nine tough questions-which naturally fall into three groups-about what it takes to operate in our dual-imperative world: They also face daunting near-term challenges, starting with the global economy, which nearly 75% believe will see declining growth during the year ahead. Most of those CEOs feel it’s critically important for them to reinvent their businesses for the future. ![]() That stark data point underscores a dual imperative facing 4,410 CEOs from 105 countries and territories who responded to PwC’s 26th Annual Global CEO Survey. Forty percent of global CEOs think their organisation will no longer be economically viable in ten years’ time, if it continues on its current course. ![]()
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