2017-ceo-outlook-leading-in-21st-century-asean | KPMG | ID

2017 CEO Outlook: Leading in 21st Century ASEAN

2017 CEO Outlook: Leading in 21st Century ASEAN

1261 CEOs from around the world, including ASEAN, took part in the 2017 Global CEO Outlook survey discussing their unique challenges and opportunities.

1000

Related content

blue-flag-waiving-in-sky

From the CEOs in ASEAN, it was noted that there is muted confidence in the global and national economy and optimism about their organization’s prospects in the light of some geopolitical uncertainty. This marks a shift in mindset among CEOs from the past year. The survey reveals some strong trends among ASEAN CEOs:

  • ASEAN CEOs believe that greater digital investments will offer more opportunities to find competitive advantage in an uncertain geopolitical environment.
  • Speed-to-market and innovation are high strategic priorities for CEOs in ASEAN. Both are dependent on a clearly-articulated digitization strategy whose benefits can go beyond cost savings to greater efficiency in faster decision-making and strengthening customer relationships.
  • It may be impossible to fully prepare for unknown cyber threats, but strengthening cyber security remains an ongoing journey for ASEAN CEOs wanting to protect their brand reputation.
  • There is a heightened perception of geopolitical risk among CEOs. In ASEAN, understanding the implications of geopolitics and keeping up with geopolitical trends/disruptions, such as election outcomes,
    international conflict, or terrorism is now a top concern for CEOs.
  • A higher percentage of CEOs in ASEAN is more open to acknowledging personal challenges and working toward disrupting their own roles than among Global CEOs, by focusing on upgrading their own skills. For many, disruption is as much a personal challenge as an organizational one.

 

Indonesian CEOs (just like their global and ASEAN counterparts) are most concerned with reputational and brand risk. Second, with the rising numbers of technology innovations, data has become a valuable commodity because knowledge enables sound decisions. Data integrity on the other hand is a challenge to overcome. Third, transparency in conducting business is imperative for all companies. Building integrity and improving how the company is perceived will not be easy. CEOs will need to be agile in facing transformation and disruption. They need to be flexible enough to adapt at a moment’s notice yet firm enough to still steer the wheel to reach the destination.

 

 

They are not and nothing contained herein shall be construed to place these entities in the relationship of parents, subsidiaries, agents, partners, or joint venturers. No member firm has any authority (actual, apparent, implied or otherwise) to obligate or bind KPMG International or any member firm in any manner whatsoever. The information contained in herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation.

Connect with us

 

Request for proposal

 

Submit