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Experts advocate the two cities join force in formation of complementary advantages to foster international competitiveness HONG KONG, CHINA--(Marketwired - Feb 15, 2017) - New research released today by the professors of The Chinese University of Hong Kong (CUHK) Business School's Center for Entrepreneurship (CfE) and Hong Kong Baptist University (HKBU)'s School of Business shows that entrepreneurship in Hong Kong and Shenzhen is on the rise. A collaborative effort by CUHK CfE, HKBU School of Business, the University of Hong Kong's Faculty of Business and Economics, Shenzhen Academy of Social Science and Savantas Policy Research Institute, the research titled "Global Entrepreneurship Monitor (GEM) Hong Kong and Shenzhen Report 2016-17" provides a detailed analysis of the current status of entrepreneurship in Hong Kong and Shenzhen. The study compares the results with past indicators for both ecosystems and provides an international benchmark with 65 economies worldwide. It is part of the global initiative, Global Entrepreneurship Monitor (GEM), the world's foremost comparative entrepreneurship study and a trusted resource on entrepreneurship for key international organizations such as the United Nations, World Economic Forum, World Bank and more. In the recent few years, Hong Kong and Shenzhen have experienced an explosive growth in the start-up support ecosystem. The GEM Hong Kong and Shenzhen Report 2016-17 shows that the start-up rates recorded a staggering increase in Hong Kong and Shenzhen from 2009 to 2016. In mid-2016, the early-stage entrepreneurial activity among the adult population was estimated at 9.44 percent (3.64 percent in 2009) in Hong Kong and 16.04 percent (4.8 percent in 2009) in Shenzhen. The growth has been driven by a rapid increase in Shenzhen's new* (+284 percent) and Hong Kong's growth in nascent** businesses (+206 percent) in comparison with 2009 statistics. The prevalence rates of established businesses recorded an increase as well: +389 percent for Shenzhen and +109 percent for Hong Kong. It is worth noting that while entrepreneurship rates are on the rise in Hong Kong and Shenzhen, they are declining in other places in China. Both cities have developed a separate start-up culture and entrepreneurial ecosystem that operate independently from the rest of the Mainland. The positive changes were not limited to early entrepreneurship rates only. The research team also observed a major shift in attitudes and entrepreneurial intentions. In particular, 56.8 percent of the adult population perceives start-up opportunities in Hong Kong. In Shenzhen, the same proportion of individuals who declared they possessed necessary skills and knowledge to start a new business (35.8 percent), also reported their intention to start a business in the next two years (36 percent). Comparing to 2009, the population with entrepreneurial intentions in Hong Kong grew from 7.3 percent to 19.7 percent in 2016, representing an impressive increase of +170 percent. Similarly, in Shenzhen the intentions grew from 17.6 percent to 36 percent, an increase of +105 percent. According to the study, cultural conditioning and attitudes towards entrepreneurship, perception of own skills, and exposure to entrepreneurship practices all had a positive impact on intentions to start businesses. Successful entrepreneurs are also regaining their high status and are promoted by local media in Shenzhen and Hong Kong. In terms of financial support, Hong Kong early-stage firms have lower capital requirements than that of their Shenzhen counterparts, which may be related to the lower technological intensity of Hong Kong firms. 92 percent of nascent entrepreneurs in the two cities declared that their principal source of financial support was their own savings. The role of the family in financing new ventures is still significant in Shenzhen, but not so much in Hong Kong. Banks are also more supportive of startups in Shenzhen than in Hong Kong and so are venture capitalists, which could be explained by a higher prevalence of start-ups with profound market impact. In Hong Kong, on the other hand, crowdfunding is more prevalent as the source of capital for early-stage businesses, a sign of a more established product innovation. Aligned with higher entrepreneurship rates, the research team also found a growing culture of informal investors developing in both cities. Shenzhen observed a much higher informal investment prevalence rate (20.5 percent) than Hong Kong (6.5 percent) of the adult population. In fact, Hong Kong and Shenzhen informal investors were two of the most generous among all economies in the study with a contribution of US$70,565 and US$76,112 respectively. The study has also recorded a dramatic change in investment patterns for Shenzhen. While in 2009 individuals were rather investing in family members, in 2016, friends and neighbors had been the first choice which was aligned with that of Hong Kong. In addition, the research team interviewed 39 Hong Kong and 37 Shenzhen experts in the field of entrepreneurship about their opinions on how the cooperation between Hong Kong and Shenzhen that would increase the cities' international competitiveness. The most frequent recommendation was to leverage the natural industry compatibilities between Hong Kong and Shenzhen. Other recommendations include: Prof. Kevin Au, Associate Director of CUHK CfE and Associate Professor of the Department of Management at CUHK Business School, says: "If Hong Kong and Shenzhen join forces in the formation of complementary advantages on entrepreneurship, it would strengthen the international and Mainland competitiveness for both. This can be the first step towards the development of the Hong Kong-Shenzhen megalopolis." Dr. Marta K. Dowejko, Research Assistant Professor in Entrepreneurship of the Department of Management at HKBU School of Business, says: "Hong Kong and Shenzhen are facing a fantastic opportunity: that of being in the perfect position to build a highly unique and internationally competitive start-up hub with an unparalleled ecosystem compatibility between the two cities and a supportive informal investment culture. While Shenzhen's start-ups are well geared to deliver innovative ideas with high growth potential, Hong Kong's entrepreneurs possess the know-how in taking ideas to the next level and ensuring their long-term sustainability. The results from this year's GEM report give testament to this unique setup that no other place in the world has." * 3 to 42 months old businesses ** in the process of starting up, less than three months old About CUHK Business School CUHK Business School comprises two schools -- Accountancy and Hotel and Tourism Management -- and four departments -- Decision Sciences & Managerial Economics, Finance, Management and Marketing. Established in Hong Kong in 1963, it is the first business school to offer BBA, MBA and Executive MBA programs in the region. Today, the School offers 8 undergraduate programs and 13 graduate programs including MBA, EMBA, Master, MSc, MPhil and PhD. In the Financial Times Global MBA Ranking 2017, CUHK MBA is ranked 36th. In FT's 2016 EMBA ranking, CUHK EMBA is ranked 37th in the world. CUHK Business School has the largest number of business alumni (32,000+) in Hong Kong -- many of whom are key business leaders. The School currently has about 4,400 undergraduate and postgraduate students and Professor Kalok Chan is the Dean of CUHK Business School. More information is available at: www.bschool.cuhk.edu.hk or by connecting with CUHK Business School on Facebook: www.facebook.com/cuhkbschool and LinkedIn: www.linkedin.com/company/cuhk-business-school. About HKBU School of Business Since 1956, HKBU School of Business has provided innovative business education to students from across the globe. We seek to inspire good business practice, create value for stakeholders, and enhance social and economic growth and development through our research on corporate sustainability issues, encompassing the areas of business ethics, corporate social responsibility and corporate governance. About Faculty of Business and Economics, The University of Hong Kong The Faculty of Business and Economics at The University of Hong Kong strives to nurture first-class business leaders and foster academic and relevant research to serve the needs of Hong Kong, China and the rest of the world in the new Asia-led economy. As Asia's premier international business school, FBE engages leading scholars from all corners of the globe and they instil in the students global knowledge with an Asian perspective. The Faculty attracts top students from Hong Kong and beyond. It admits the highest proportion of non-local undergraduate students amongst all Faculties at HKU. Three of its undergraduate programmes are ranked among the University's top 10 programmes. The Faculty's full-time MBA programme has a strong Asia and China focus, and the programme has been ranked Asia's no. 1 in the World MBA Rankings released by the Economist Intelligence Unit (EIU) for seven consecutive years from 2010 to 2016. Students can opt for an overseas exchange opportunity to supplement their campus learning in Hong Kong: a London track at London Business School, a New York track at Columbia Business School or a Hong Kong/China track at Fudan University. The Faculty also offers an elite EMBA Global Asia programme, jointly with CBS and LBS, for globally-focused senior executives and professionals. Its International MBA Programme, delivered in Shanghai in collaboration with Fudan University, was the first of its kind when it was launched in 1998. FBE is fully accredited by the European Quality Improvement Systems (EQUIS). Its accounting and business programmes are also accredited by the Association to Advance Collegiate Schools of Business (AACSB). About the Shenzhen Academy of Social Science Established in July 1992, the Shenzhen Academy of Social Science (SZASS) is a subordinate unit of the Shenzhen Municipal People's Government. SZASS is a research institute of philosophy and social science, consisting of five research units: economy, social development, culture, political science and law, and international urban studies. More information is available at: www.szass.com.


News Article | April 20, 2017
Site: www.theguardian.com

The new chief executive of Debenhams is to give the department store chain an expensive makeover after admitting some shops looked tired and old and customers had to go on a “treasure hunt” to find what they wanted. Sergio Bucher, who joined the retailer from Amazon in October, polled 16,000 shoppers before drafting a turnaround plan to focus on “social shopping” and making store visits a “fun leisure activity”. As part of the overhaul, Bucher warned that 10 of its 176 stores had been earmarked for closure unless their performance improved and several warehouses would close, putting several hundred jobs at risk. “Some of our stores look tired and old, the online experience is not as good as it could be and we have so many promotions our customers struggle to know when it’s the right time to shop,” said the Debenhams chief executive, Sergio Bucher. The retailer will devote more floor space to new restaurant brands as well as nail and blow-dry bars as women prioritise spending on treats such as facials over wardrobe updates. It will look to turn “functional” trips to pick up internet orders into “experiences” by offering the chance to combine the collection with a consultation with a personal shopper and a glass of prosecco. The need for shop closures raised eyebrows in the City as the chain was trumpeting the potential for it to expand to 240 stores five years ago. To cut costs, Debenhams is shutting one of its three main warehouses, in Lodge Farm, Northamptonshire, which employs 220 people, as well as 10 smaller warehouses, all run by the logistics company DHL. The update came as Debenhams posted a pre-tax profit of £87.8m in the six months to 4 March, down by 6.4%. Debenhams is best known for the Designers at Debenhams collections created over the past two decades by designers including Jasper Conran, Julien Macdonald and Ben de Lisi. Designer Betty Jackson has already been dropped and Bucher admitted other brands “had lost some of their currency” and would be reviewed. GlobalData analyst Kate Ormrod said the crux of Debenhams problems was that it sold “undesirable product”, especially in clothing, where it has been losing market share for the past five years. “The plan to manage the Designers at Debenhams portfolio more robustly is long overdue,” said Omrod. “The axe needs to fall on many brands, with the prime targets being Floozie by Frost French and Star by Julien Macdonald. Given the success of Nine by Savannah Miller, there is still life in the concept, but refreshing its designers more regularly is a must.” Debenhams, which employs 30,000 people, said it was moving 2,000 staff from back office roles on to the shopfloor in a bid to improve customer service. It will “declutter” stores by reducing clothing options, such as colour, by 12%. The turnaround plan will involve increasing annual investment in stores and website from £130m to £150m, most of which will be spent on upgrading the mobile and online platform. The shakeup will cost an extra £100m in total over the next three years. “Debenhams is like a treasure hunt. There is some great stuff, but you have to work hard to find it,” said Bucher. “The backdrop to this is that our customer has changed and we need to change, too. Customers are increasingly living their lives on mobile phones.” Bucher was brought into replace Michael Sharp in 2016 after shareholders pushed for a change at the top following a series of poor results and profit warnings. But his grand plan did not seen to impress the City with the shares closing down 5% on Thursday. Some analysts complained that Bucher failed to set himself any targets or quantify the likely return on investment. “This turnaround plan seems less radical than what might be ultimately required for Debenhams to remain relevant on the high street,” said Jon Copesake, retail analyst at the Economist Intelligence Unit. “Just 10 proposed store closures is modest given the size of Debenhams’ national store network. Equally, in-store dining and beauty services could fall short in their endeavours to recapture footfall. Debenhams are taking a step in the right direction but it needs to be the first of many.”


News Article | March 1, 2017
Site: www.businesswire.com

BOSTON--(BUSINESS WIRE)--A Agile Alliance, o The Boston Consulting Group (BCG) e o Project Management Institute (PMI) anunciaram hoje a formação de uma coalizão dedicada a se tornar a principal autoridade em gerenciamento de iniciativas estratégicas com o objetivo de ajudar empresas a reduzir a taxa de insucesso de iniciativas estratégicas em larga escala e evitar a perda resultante da vantagem competitiva e destruição de valor. Como membros fundadores da Iniciativa Brightline™, estas três empresas estão desenvolvendo uma plataforma que oferecerá aos CXOs pontos de vista e soluções para preencher as lacunas caras e recorrentes, existentes entre o desenvolvimento e a implementação de estratégias. Um relatório da Economist Intelligence Unit de mais de 500 executivos seniores do mundo inteiro descobriu que 61% admitem que suas empresas lutam para entregar os resultados esperados de planejamento estratégico e somente 56% das iniciativas estratégicas foram implementadas com sucesso. A quantidade de dinheiro desperdiçada devido à má implementação é de surpreendentes 30 centavos em cada dólar de investimento em empresas que apresentam os piores desempenhos, como a pesquisa do PMI demonstra. De acordo com o BCG, apenas 24% das empresas oferecem retornos totais consistentes para os acionistas. Ser capaz de se adaptar às mudanças regulatórias, às pressões da concorrência e às necessidades das partes interessadas exige capacidade de desenvolvimento e implementação com êxito da estratégia. Ricardo Vargas, diretor executivo da BrightlineTM, descreve a Iniciativa desta maneira: “ A Iniciativa Brightline, que reúne a liderança de pensamento da coalizão, integrará o melhor do conhecimento existente em torno da implementação da estratégia e o vinculará ao gerenciamento de iniciativas. Ela oferecerá pontos de vista e soluções, capacitando os líderes a transformar com sucesso a visão de sua empresa em realidade através do gerenciamento de iniciativas estratégicas”. O The Boston Consulting Group (BCG) é uma empresa de consultoria de gestão global e líder mundial em estratégia de negócios. Fazemos parcerias com clientes dos setores privado, público e não governamental em todas as regiões do mundo para identificar as oportunidades que mais geram valor, solucionar os desafios mais importantes e transformar as empresas de clientes. Nossa abordagem personalizada combina um amplo entendimento da dinâmica das empresas e mercados, em colaboração estreita com todos os níveis da empresa do cliente. Fundado em 1963, o BCG é uma empresa privada, com 85 escritórios em 48 países. Para mais informações, acesse bcg.com. Agile Alliance é uma empresa sem fins lucrativos, dedicada a promover os conceitos de desenvolvimento ágil do setor de software, conforme descrito no Manifesto Ágil. Com cerca de 35.000 membros e assinantes no mundo inteiro, a Agile Alliance é motivada pelos princípios das metodologias ágeis e o valor proporcionado aos desenvolvedores, empresas e usuário final. A Agile Alliance organiza e apoia eventos para reunir a comunidade ágil em escala global. O texto no idioma original deste anúncio é a versão oficial autorizada. As traduções são fornecidas apenas como uma facilidade e devem se referir ao texto no idioma original, que é a única versão do texto que tem efeito legal.


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News Article | March 2, 2017
Site: www.businesswire.com

波士顿--(BUSINESS WIRE)--(美国商业资讯)--Agile Alliance、波士顿咨询公司(BCG)和项目管理学院(PMI)今日宣布成立联盟组织,以打造领先的策略动议管理机构,该机构将致力于帮助企业减少大型策略动议的失败率,并避免随后的竞争优势损失和价值破坏。作为Brightline™ Initiative的创始成员,这三大机构正在开发一个平台,以便为高管们提供洞见和解决方案,从而弥补当前策略制定和策略实施之间反复出现的代价高昂的鸿沟。 经济学人智库(Economist Intelligence Unit)的一篇报告对500多名全球高管进行了调查,该报告发现,超过61%的高管认为,其机构难以按照交付策略规划实现预期的成果,仅有56%的策略动议得到了成功实施。PMI的研究显示,在表现最差的机构当中,因实施不善而导致的资金浪费相对于投资的占比竟高达30%。BCG称,仅有24%的机构提供了稳定的股东回报总额。要应对监管变化、竞争压力和股东需求,各大机构应具备制定和成功实施策略的能力。 动议的具体内容将由具有高度影响力的思想领袖所构成的多元化联盟来制定,这些人来自于商业、政


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News Article | March 2, 2017
Site: www.businesswire.com

波士頓--(BUSINESS WIRE)--(美國商業資訊)--Agile Alliance、波士頓顧問公司(BCG)和國際專案管理學會(PMI)今日宣佈成立聯盟組織,以打造領先的策略行動方案管理機構,該機構將致力於幫助企業減少大型策略行動方案的失敗率,並避免隨後的競爭優勢損失和價值破壞。作為Brightline™ Initiative的創始成員,這三大機構正在開發平臺,以便為高階主管們提供洞見和解決方案,從而彌補當前策略規劃和策略實施之間反復出現且代價高昂的鴻溝。 經濟學人智庫(Economist Intelligence Unit)的一篇報告對500多名全球高階主管進行調查,該報告發現,超過61%的高階主管認為,其機構難以交付策略規劃的預期成果,僅有56%的策略行動方案能夠成功實施。PMI的研究顯示,在表現最差的機構當中,因實施不善而導致的資金浪費相當於機構投資資金的30%。BCG指出,僅有24%的機構提供穩定的股東總投資報酬率。要能夠適應監管變化、競爭壓力和股東需求,各大機構應具備規劃和成功實施策略的能力。 行動方案的具體內容將由具有高度影響力的思想領袖所構成的多元化聯盟來制定


News Article | February 28, 2017
Site: www.businesswire.com

BOSTON--(BUSINESS WIRE)--Agile Alliance, The Boston Consulting Group (BCG), and Project Management Institute (PMI), today announced the formation of a coalition dedicated to becoming the leading authority on strategic initiative management with the aim of helping enterprises reduce the failure rate of large-scale strategic initiatives and avoiding the resulting loss of competitive advantage and destruction of value. As founding members of the Brightline™ Initiative, these three organizations are developing a platform that will offer CXOs insights and solutions to bridge today’s recurring and expensive gaps between strategy development and strategy implementation. A report by the Economist Intelligence Unit of more than 500 senior executives worldwide found that 61% admit their organizations struggle to deliver the expected results of strategy planning, and only 56% of strategic initiatives were implemented successfully. The amount of money wasted as a result of poor implementation is a staggering 30 cents on every dollar of investment in organizations that are the worst performers, PMI research shows. According to BCG, only 24% of organizations deliver consistent total shareholder returns. Being able to adapt to regulatory changes, competitive pressures, and stakeholder needs requires the ability to develop and successfully implement strategy. The work of the Initiative will be shaped through a diverse coalition of highly influential thought leaders from the business, government, academic, and social sectors. Along with Agile Alliance, BCG, and PMI, new members of the Coalition from other sectors will join in to develop and champion best practices for strategic initiative management. Coalition members will also help shape the Initiative’s principles and global standards and framework for strategy implementation. Ricardo Vargas, Executive Director of BrightlineTM, describes the Initiative this way, “ The Brightline Initiative, bringing together the thought leadership of the Coalition will integrate the best of the existing knowledge surrounding strategy implementation and link it to initiative management. It will deliver insights and solutions, empowering leaders to successfully transform their organization’s vision into reality through strategic initiative management.” The Initiative will take a holistic approach, providing thought and practice leadership that will include frameworks and cutting-edge research, networking through events and membership, and capability building through a resource library, education programs, and publications. For more information, or for media inquiries, please visit Brightline.org or contact Ricardo Viana Vargas at ricardo.vargas@brightline.org. The Boston Consulting Group (BCG) is a global management consulting firm and the world’s leading advisor on business strategy. We partner with clients from the private, public, and not-for-profit sectors in all regions to identify their highest-value opportunities, address their most critical challenges, and transform their enterprises. Our customized approach combines deep insight into the dynamics of companies and markets with close collaboration at all levels of the client organization. This ensures that our clients achieve sustainable competitive advantage, build more capable organizations, and secure lasting results. Founded in 1963, BCG is a private company with 85 offices in 48 countries. For more information, please visit bcg.com. Agile Alliance is a nonprofit organization dedicated to promoting the concepts of Agile software development as outlined in the Agile Manifesto. With nearly 35,000 members and subscribers around the globe, Agile Alliance is driven by the principles of Agile methodologies and the value delivered to developers, organizations and end users. Agile Alliance organizes and supports events to bring the Agile community together on a global scale. Project Management Institute (PMI) is the world's leading association for those who consider project, program or portfolio management their profession. Founded in 1969, PMI delivers value for more than three million professionals working in nearly every country in the world through global advocacy, collaboration, education and research. We advance careers, improve organizational success and further mature the project management profession through globally-recognized standards, certifications, communities, resources, tools, academic research, publications, professional development courses and networking opportunities. Visit us at PMI.org, www.facebook.com/PMInstitute and on Twitter @PMInstitute.


BOSTON--(BUSINESS WIRE)--Agile Alliance, Boston Consulting Group (BCG) et Project Management Institute (PMI), ont annoncé aujourd’hui la formation d’une coalition vouée à devenir la principale autorité en matière de gestion des initiatives stratégiques dans le but d’aider les entreprises à réduire le taux d’échec des grandes initiatives stratégiques et d’éviter la perte de l’avantage concurrentiel et la destruction de valeur. En tant que membres fondateurs de Brightline™ Initiative, ces trois organisations ont entrepris d’élaborer une plateforme qui offrira conseils et solutions pour combler les lacunes récurrentes et coûteuses d’aujourd’hui entre l’élaboration de stratégies et la mise en œuvre de la stratégie. Le rapport d’une étude de l’Economist Intelligence Unit auprès de plus de 500 cadres supérieurs dans le monde indique que 61 % des organisations admettent rencontrer beaucoup de difficultés pour produire les résultats attendus de la planification de la stratégie et seulement 56 % des initiatives stratégiques ont été mises en œuvre avec succès. L’argent gaspillé en raison d’une mauvaise mise en œuvre représente un montant stupéfiant de l’ordre de 30 cents sur chaque dollar d’investissement dans les organisations les moins performantes, indique la recherche de PMI. Selon BCG, seulement 24 % des organisations offrent un rendement total aux actionnaires. La capacité à s’adapter aux changements de réglementation, les pressions de la concurrence, et les besoins des intervenants exigent de pouvoir élaborer des stratégies et les mettre en œuvre avec succès. Le travail de l’Initiative sera façonné par une coalition de leaders influents du milieu des affaires, des gouvernements, et des secteurs universitaires et sociaux. Avec Agile Alliance, BCG et PMI, de nouveaux membres de la Coalition d’autres secteurs seront de la partie afin d’élaborer et de promouvoir les meilleures pratiques de gestion des initiatives stratégiques. Les membres de la Coalition aideront également à façonner les principes, les normes mondiales et le cadre international de l’Initiative pour la mise en œuvre des stratégies. L’Initiative permettra d’adopter une approche holistique, apportant un leadership éclairé et pratique qui inclura des cadres et la recherche de pointe, la mise en réseau à travers des événements et des programmes d’adhésion, et le renforcement des capacités grâce à une bibliothèque de ressources, des programmes d’éducation, et des publications. Le Boston Consulting Group (BCG) est un cabinet de conseils en management et le leader mondial des conseils en matière de stratégie d’entreprise. Nous travaillons en partenariat avec les clients des secteurs privé, public et sans but lucratif de toutes les régions afin de déterminer leurs possibilités de plus grande valeur, répondre à leurs plus grands défis, et transformer leurs entreprises. Notre approche sur mesure combine compréhension profonde de la dynamique des entreprises et des marchés avec l’étroite collaboration à tous les niveaux de l’organisation du client. Cela garantit que nos clients réalisent un avantage concurrentiel durable, bâtissent des organisations plus capables et garantissent des résultats durables. Fondée en 1963, BCG est une entreprise privée avec 85 bureaux dans 48 pays. Pour plus d’informations, veuillez visiter le site bcg.com. Agile Alliance est une organisation sans but lucratif dédiée à promouvoir les concepts de développement de logiciels Agile tels que décrits dans Agile Manifesto. Avec près de 35 000 membres et abonnés à travers le monde, Agile Alliance est régie par les principes des méthodologies Agile et la valeur apportée aux développeurs, organisations et utilisateurs finaux. Agile Alliance organise et soutient des événements pour que l’ensemble de la communauté Agile à l’échelle mondiale. Project Management Institute (PMI) est la principale association mondiale pour ceux qui se considèrent des professionnels de la gestion des projets, programmes ou portefeuilles. Fondée en 1969, PMI offre une réelle valeur ajoutée pour plus de trois millions de professionnels travaillant dans presque tous les pays du monde grâce à la mobilisation mondiale, la collaboration, l’éducation et de la recherche. Nous faisons avancer les carrières, améliorons le succès de l’organisation et optimisons davantage la profession de gestion de projets grâce à des normes, certifications, collectivités, ressources, outils, publications, cours de perfectionnement professionnels, programmes de recherche universitaire et occasions de réseautage mondialement reconnus. Visitez-nous sur les sites : PMI.org, www.facebook.com/PMInstitute, et suivez-nous sur Twitter : @PMInstitute.


News Article | February 15, 2017
Site: www.businesswire.com

NEWARK, N.J.--(BUSINESS WIRE)--While a majority of baby boomer union members say they have a strong sense of pride in their work, only a quarter of millennial union members agree, highlighting a striking disconnect in attitudes about work among union members across generations, according to a survey commissioned by Prudential Retirement. But the survey also reveals opportunities for unions to engage millennial members, a majority of whom view jobs from a technologically advanced economy as a chance for unions to gain new members and influence. The findings, summarized in “Union Perseverance: Taking the Pulse of America’s Union Workers,” reveal that one top priority for union members of all generations is more union-sponsored job training to help members keep up in a rapidly changing workplace. The survey was conducted by the Economist Intelligence Unit and sponsored by Prudential Retirement. Prudential Retirement, the nation’s leading provider of Taft-Hartley plans, has more than 60 years of experience providing union members with retirement security. Prudential Retirement is a unit of Prudential Financial, Inc. (NYSE:PRU). “The survey reveals the delicate balancing act that unions will have to navigate in meeting the changing needs of their members,” said Scott Boyd, head of Taft-Hartley Solutions at Prudential Retirement. “Historically, unions have played a unique role in giving workers a critical voice on issues like safety, pay, work hours, as well as access to healthcare and retirement benefits. By sponsoring this research, Prudential is proud to partner with unions to help them respond to member needs, which are quickly evolving because of technology, globalization and the shift in membership to a younger generation.” Millennials now occupy the largest share of the nation’s labor force. Crucially for unions, millennial union members are becoming a larger voice in setting union priorities as their baby boomer counterparts retire. But despite clear differences in generational attitudes, all generations in the survey agree that the core union mission of collective bargaining should remain unchanged. Most members say unions should focus on negotiating wages and benefits (58 percent), and protecting the security of pensions and other employee benefits (51 percent). And when members are asked which groups will play a critical role in protecting the welfare of U.S. workers in the future, 55 percent cited labor unions as the top institution. To view the complete survey, please visit: bit.ly/PruTaft-Hartley In September 2016 the Economist Intelligence Unit conducted a survey, sponsored by Prudential, exploring the key concerns and aspirations of union members. Altogether, the survey included 1,573 active union members aged 18 and over, employed in 15 industries across the United States. The survey sample includes members of the millennial cohort, generation X and baby boomer generations. Prudential Retirement delivers retirement plan solutions for public, private, and nonprofit organizations. Services include defined contribution, defined benefit and non-qualified deferred compensation recordkeeping, administrative services, investment management, comprehensive employee education and communications, and trustee services, as well as a variety of products and strategies, including institutional investment and income products, pension risk transfer solutions and structured settlement services. With more than 85 years of retirement experience, Prudential Retirement helps meet the needs of 4.2 million participants and annuitants. Prudential Retirement has $386.2 billion in retirement account values as of Dec. 31, 2016. Retirement products and services are provided by Prudential Retirement Insurance and Annuity Company (PRIAC), Hartford, Conn., or its affiliates. As the leading provider of Taft-Hartley retirement solutions, according to Pensions & Investments ranking of Taft-Hartley DC assets under management as of Sept. 30, 2015, Prudential Retirement manages $23.5 billion in assets on behalf of 460,000 union members participating in 204 plans. Prudential Financial, Inc. (NYSE: PRU), a financial services leader, has operations in the United States, Asia, Europe, and Latin America. For more information, please visit news.prudential.com


TYSONS, Va.--(BUSINESS WIRE)--CSC (NYSE: CSC), a global leader in next-generation IT services and innovative cloud solutions, and Virtual Clarity, a leading provider of IT-as-a-Service (ITaaS) transformation strategy and leadership, today announced an agreement to jointly help enterprises accelerate their transformation to leading cloud environments, including Amazon Web Services, IBM Cloud, and Microsoft Azure. Under the terms of the agreement, CSC will make an undisclosed investment in Virtual Clarity to accelerate the company’s leading transformation consulting services targeting the Financial Services, Insurance, Telecom, and Manufacturing industries. Virtual Clarity will become a Strategic Affiliate of CSC and will collaborate on joint go-to-market pursuits with CSC. Virtual Clarity has significant knowledge and experience in helping global clients solve large, complex business problems and building lasting value for customers and partners. Its ClearTransformation service enables companies to accelerate business innovation, overcoming the inertia of legacy IT by transforming the traditional IT operating model to nimble IT-as-a-Service. The Virtual Clarity relationship will enhance CSC’s ability to lead client transitions to the digital enterprise and reinforces CSC’s leadership in cloud transformation. Clients will benefit by combining the breadth and depth of CSC’s vendor-agnostic, next-generation technology solutions with Virtual Clarity’s business-outcomes consultative approach. As more organizations are looking to operate their business in the cloud, they increasingly face challenges associated with managing complexity, cost and risk. The CSC and Virtual Clarity integrated approach will de-risk large-scale IT transformation programs while empowering clients to focus on growing their businesses with improved efficiencies at a scale not possible in traditional IT environments. “We are excited to be partnering with CSC. This partnership will ensure that organizations can transform their business faster and safer than before, and at scale,” said Steve Peskin, chief executive officer, Virtual Clarity. “CSC delivers fantastic service solutions to enable what organizations need to finally make enterprise infrastructure frictionless and invisible to the business and unlock competitive agility.” “Virtual Clarity’s advisory services, combined with CSC’s ability to deliver at scale, provides a powerful solution that supports the journey toward IT transformation,” said Steve Hilton, executive vice president and general manager, Global Infrastructure Services, CSC. “Our clients will benefit by having a combined advisory service aligned to meet their technology needs and accelerate their IT transformations.” To learn more about enterprise digital transformation, read “What Makes Digital Leaders: A Full C-Suite Perspective,” the findings from the 2016-2017 Global Digital Enterprise Survey of 500 global business and IT executives, sponsored by CSC and conducted by the Economist Intelligence Unit. CSC (NYSE: CSC) leads clients on their digital transformation journeys. The company provides innovative next-generation technology services and solutions that leverage deep industry expertise, global scale, technology independence and an extensive partner community. CSC serves leading commercial and international public sector organizations throughout the world. CSC is a Fortune 500 company and ranked among the best corporate citizens. For more information, visit the company's website at www.csc.com. Virtual Clarity makes IT-as-a-Service happen in the largest, most critical IT environments by aligning IT capabilities with the needs of business, at the speed of the business. Virtual Clarity helps companies run IT like a business, delivering the right services at the right price in line with consumption. The company combines zero infrastructure, agility, cost efficiency, and innovation to bring a new kind of IT that meets modern business challenges and transforms both the infrastructure and culture that drive IT. Visit us at www.virtualclarity.com for more information.


News Article | March 1, 2017
Site: www.businesswire.com

In einem Bericht der Economist Intelligence Unit, basierend auf den Aussagen von mehr als 500 hochrangigen Führungskräften aus der ganzen Welt, wurde festgestellt, dass 61 Prozent der Befragten zugeben, dass sich ihre Organisationen bei der Verwirklichung der von Strategieplanung erwarteten Ergebnissen schwer tun, und nur 56 Prozent der strategischen Initiativen wurden erfolgreich implementiert. Nach Angaben der EIU, belaufen sich die infolge mangelhafter Umsetzung verschwendeten Mittel auf sage und schreibe 30 Cents je Dollar, der in den am schlechtesten abschneidenden Organisationen investiert wird. BCG zufolge erzielen nur 24 Prozent der Organisationen gleichbleibende Renditen für ihre Aktionäre insgesamt. Die Anpassung an aufsichtsrechtliche Veränderungen, Wettbewerbsdruck und Anforderungen von Interessengruppen erfordert die erfolgreiche Entwicklung und Umsetzung geeigneter Strategien. The Boston Consulting Group (BCG) ist ein weltweit führender Managementberater auf dem Gebiet der Unternehmensstrategie. Wir arbeiten mit privat geführten, börsennotierten und gemeinnützigen Unternehmen in allen Regionen zusammen, um die wertvollsten Chancen unserer Kunden zu ermitteln, ihre bedeutendsten Herausforderungen zu bewältigen und die gesamte Organisation zu verwandeln. Unser maßgeschneiderter Ansatz verknüpft die Kenntnis der Dynamik von Unternehmen und Märkten mit einer engen Zusammenarbeit auf allen Ebenen der Kundenorganisation. Damit stellen wir sicher, dass unsere Kunden nachhaltige Wettbewerbsvorteile erzielen, leistungsfähigere Unternehmen schaffen und langfristige Ergebnisse sichern. BCG wurde 1963 gegründet und ist ein Privatunternehmen mit 85 Niederlassungen in 48 Ländern. Für weitere Informationen besuchen Sie bitte bcg.com.

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