研究报告(简) / 研究報告(繁)

Reports and studies

2016

2016 Global Innovation 1000 Study
By 2020, companies will have shifted the majority of their R&D spending away from physical product-based offerings to digital offerings—software and service, according to the 2016 Global Innovation 1000 Study from Strategy&, PwC’s strategy consulting business. R&D spending growth by Chinese companies leads the global market, with Alibaba as the top spender.
Will You Be Mine in the Digital World?
As they look to enhance digital capabilities through mergers and acquisitions, traditional companies have to heed a new set of dating rules.
How Emerging Markets Companies Can Avoid Growth Traps
Rapidly growing companies in the developing world can prepare themselves to do battle on a global stage by gaining access to vital capabilities through acquisitions or partnerships.
Creating a Strategy That Works
The most farsighted enterprises have mastered five unconventional practices for building and using distinctive capabilities.
From the Outside In
Faced with volatility, more companies are looking beyond their own ranks to find new leadership.
The right CDO for your company's future
As companies move to catch up with the digital future, they are taking a close look at what kind of executive they need to lead the way. But companies that are still searching for a Chief Digital Officer (CDO), and even some that have already appointed a digital leader, if only temporarily, continue to struggle to find the executive who best fits their strategic goals, digital business model, and current and digital capabilities and operations. In order to help companies in their efforts to find the right CDO, we have defined five CDO “archetypes” — the progressive thinker, the creative disrupter, the customer advocate, the innovative technologist, and the change leader. These model types are not meant to be examples of specific executives a company might hire, but rather to serve as an indication of the CDO’s potential range of roles and responsibilities.
Connecting the world
Achieving universal Internet access requires changes in the three interdependent markets that make the Internet work. The Connectivity Market needs: to shift the spectrum away from 2G, improve offline distribution of content, and add national and international Internet infrastructure. The Content Market needs to: provide relevant educational content, put social services online, and provide economic opportunity content. The Retail Market needs: high-touch sales models, brand- or subscriber-subsidized access, and simpler value propositions. Additionally, technological innovations are needed to reach the remotest and the very poorest of the world’s population. This is the full version of the report.
Connecting the world
Achieving universal Internet access requires changes in the three interdependent markets that make the Internet work. The Connectivity Market needs: to shift the spectrum away from 2G, improve offline distribution of content, and add national and international Internet infrastructure. The Content Market needs to: provide relevant educational content, put social services online, and provide economic opportunity content. The Retail Market needs: high-touch sales models, brand- or subscriber-subsidized access, and simpler value propositions. Additionally, technological innovations are needed to reach the remotest and the very poorest of the world’s population. This is the briefing version of the report.
The rise of China's silicon dragon
China’s internet players are shifting the centre of gravity in the global digital economy and forcing multinationals to rethink fundamental assumptions about the sources of innovation-led growth.
2015 CEO Success study
This is the 16th year that Strategy& has examined CEO changes among the world’s top 2,500 public companies. This year, we focus on outsider CEOs and the circumstances in which they are being hired.
M&A in the global automotive supply industry
Mergers and acquisitions in the global automotive supplier sector occurred at an unprecedented level in 2015, according to the Strategy& seventh annual “Consolidation in the Global Automotive Supply Industry” report. While the actual number of deals was on a par with the previous year, the value of the deals more than tripled. The authors believe the M&A boom in the supplier industry still has room to grow and deliver significant returns on investment.