毕马威：2024改造未来的企业报告（英文版）

Transformingtheenterpriseofthefuture Thenewchampionsinadigitalera. KPMG.MaketheDifference. KPMGInternational|kpmg.com Contents 03Introduction 03Keyinsights 04 Navigatingtransformationalforces:newtailwindsandnovelchallenges 08Howsuccessfuldigitalleadersthinkandact 11Thenewdigitalbuildingblocksofsuccess 24Summary Introduction Newtechnologiesandever-expandingrepositoriesofdataarehelpingprivate,publicandgovernmententerprisescreategreatervalueinnearlyeverything theydo:allocatingresourceswisely,spottingtrendsandadjustingforecasts,understandingcustomers’needsandcompetitors’strengthsandweaknesses,hardeningsupplychains,identifyingandmanagingrisks,helpingemployeesthrive,andcreatingnewproductsandservices. Inthiseraofrapidadvancesinartificialintelligenceandotherdigitalcapabilities,innovativeenterprisesareconstantlyevolvingtheirindustries,ecosystems,andwaysofworkingtounlockmajoropportunities.Butwhiletechnologicalmarvelsareasoldashumanity, theydon’tcreatevalueontheirown.Leadership,soundjudgment,andtheflexibilitytoadaptremainessential,alongwiththeconfidencetoactinanuncertainworld. OngoingKPMGresearchhelpsusunderstandthechangingnatureoftransformationsacrossindustriesandwhatdistinguishesthoseentitiesmostabletomakerapid,effectivechanges.Togiveusinsightsintowhat’shappeninginsideorganizations,KPMG’s2024globaltransformationsurveyoflargeenterprisesincludedmorethan480seniorleaders—C-suiteexecutives,businessunitheadsandvicepresidents—and1,600lineleadersathundredsofcompanieswithatleastUS$500millioninannualrevenues. KPMG’sresearchrevealedthatwhilemanyofthefundamentalspersist,someenterprisesarefortifyingtheirpositionbyenhancingtheirdataandtechnologyfoundationsandtransformationorchestrationcapabilities,buildingmoreresilientcultures,andupgradingtheirecosystemstrategiestomeetchangingmarketplacedemands.Alltheseadvancementsdepend Keyinsights 88% ofenterprisesarecurrently running2+significant transformationprogramsconcurrently and54%arerunning3ormore. Lessthanathirdof seniorleaders 73% ofdigitallymature enterpriseshavehighlevelsoftrustintheirleaders. (29%)ratetheir Enterprisesarescramblingtokeepup—KPMG’sresearchrevealsthat80percentoflargeenterprisesarenowpursuingtwoormoreconcurrentorganizationaltransformations,andaboutathirdreportthattransformationisnolongerepisodic.Formanyleadingcompanies,transformationisnowcontinuousreinvention. Whilethispaceofchangecanchallengeeventhemostcapableenterprise,about80percentofseniorleadersnowsaytheyaremoderatelytofullysatisfiedwith theprogressandresultsoftheirtransformations—a onleadership,withthemostsuccessfulleaderstodaythinkingandbehavinginnewways. Inthisreport,KPMGprofessionalssharefindingsfromthesurveyandinsightsfromworkingwithclientsacrossindustriestoilluminatehowenterprisescancapitalize onthishistoricinflectionpoint,creatingmorevalueandachievingenduringcompetitiveadvantage.KPMG professionalsdemonstratetheenduringvalueofleadershipinharnessingtechnologyforeffectivetransformation, andidentifyanumberofthoughtfulapproachesandnew Only 1/3 techfoundationreadinessasveryhigh. 64%ofseniorleadersratetheirtechfoundationreadinessasmoderatelyready. 76% ofseniorleader Introduction Transformationalforces Successfuldigitalleaders Newbuildingblocks Summary strikingimprovementonprevioussurveysthatmayhaveimportantcompetitiveimplications. buildingblocksthatorganizationsshouldconsiderastheytakeontheseimportantchallenges. ofseniorleadersbelievethat theircurrentpartnerecosystemisstronglyalignedwiththeirtransformationgoals Whiletechnologicalmarvelsareasoldashumanity,theydon’tcreatevalueontheirown. andinthefutureseniorleadersexpecttoinvestlessinbuildingorbuyingtechnologyandmoreinpartnerships. believeadoptingadvancedtechnologieslikegenerativeAI,neuralnetworks,digitaltwinswillincreasethelikelihoodoftransformationsuccess. Navigatingtransformationalforces:newtailwindsandnovelchallenges Introduction Transformationalforces Successfuldigitalleaders Newbuildingblocks Summary ©2024CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved. Transformingtheenterpriseofthefuture4 Techasatransformationdriver Forthelasttwoyears,rapidlyadvancingtechnologyhasbeentheprimarydriverbehindmanytransformations. WhethergenerativeAIbecomesapermanentlytransformingtechnologyremainstobeseen,butitisalreadyapowerfulfactorintransformationdecisions.Itseemsclearthattechnologyshouldoccupyacentralroleinhowcompaniesthinkaboutopportunitiesandstrategicoptions. Theglobalpandemic,geopoliticalshocks,andeconomicturmoilofthelastfewyearshascausedpeoplefromtheC-suitetothefrontlinetorethinktheirpriorities—andthechangeskeepcoming.Cyberrisks,privacyconcerns,andregulatoryrequirementscontinuetoarise,forexample. TheWorldBankexpectsglobaltradein2024togrowatonlyhalftheaveragerateofthedecadebeforethepandemic,andglobalinterestratestoremainat40-yearhighs,adjustedforinflation.1Sloweconomicgrowthcanleadtoslowcorporategrowthascompetitorsfightformarketorwalletshare;highinterestratesmakeitmor