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51,416 slides across 1229 decks match.
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Several challenges and risks, including a skill gap in the workforce, and stakeholder and customer trust/explainability, have not been sufficiently addressed in Hong Kong
PwC · 2023 · problem_statement
Several challenges and risks, including a skill gap in the workforce, and stakeholder and customer trust/explainability, have not been sufficiently addressed in Hong Kong
76.2% — Percentage of responses citing 'not sufficiently addressed'
 The further implementation of AI presents organisations with emerging opportunities, including algorithmic trading, automated customer service, and enhanced investment management capabilities
PwC · 2023 · industry_trends
The further implementation of AI presents organisations with emerging opportunities, including algorithmic trading, automated customer service, and enhanced investment management capabilities
64.3% — Percentage of respondents
 The current regulations in Hong Kong have largely neutral impact on the use of AI in the financial service industry
PwC · 2023 · industry_trends
The current regulations in Hong Kong have largely neutral impact on the use of AI in the financial service industry
48.80% — Regulatory impact perception
 Respondents believe that Hong Kong demonstrates a moderate level of effectiveness in keeping regulations up to date
PwC · 2023 · analyze_data
Respondents believe that Hong Kong demonstrates a moderate level of effectiveness in keeping regulations up to date
33.3% — Effectiveness score
 Balancing between innovation and risk while facilitating AI development in the FS industry would require implementing changes within the regulatory environment
PwC · 2023 · industry_trends
Balancing between innovation and risk while facilitating AI development in the FS industry would require implementing changes within the regulatory environment
79.5% — Agreement level
 Hong Kong is poised for further adoption of AI thanks to investor awareness and acceptance, access to capital for investing in AI projects, and data utilisation and sharing
PwC · 2023 · key_takeaways
Hong Kong is poised for further adoption of AI thanks to investor awareness and acceptance, access to capital for investing in AI projects, and data utilisation and sharing
67.5% — Survey agreement level
 Hong Kong can implement various measures to leverage its status as an international financial centre and advanced I&T hub to foster innovation in AI
PwC · 2023 · recommendation
Hong Kong can implement various measures to leverage its status as an international financial centre and advanced I&T hub to foster innovation in AI
66.30% — Survey respondent preference
 The end of management as we know it?
BCG · 2019 · cover
The end of management as we know it?
 Management, as we know it, is at a breaking point
BCG · 2019 · problem_statement
Management, as we know it, is at a breaking point
81% — Manager job difficulty
 Model is no longer sustainable, next generation is not willing to live with it
BCG · 2019 · problem_statement
Model is no longer sustainable, next generation is not willing to live with it
37% — Managerial aspiration
 The good news is that change is expected - the bad, that managers are in need of guidance to change
BCG · 2019 · key_takeaways
The good news is that change is expected - the bad, that managers are in need of guidance to change
66% — Manager sentiment
 Some companies have found this guidance in agile - its principles resonate well with emerging aspirations
BCG · 2019 · process_diagram
Some companies have found this guidance in agile - its principles resonate well with emerging aspirations
 Shifting to agile is a full fledge transformation requiring change at individual and company level
BCG · 2019 · framework_other
Shifting to agile is a full fledge transformation requiring change at individual and company level
 Management is at a breaking point
BCG · 2019 · section_divider
Management is at a breaking point
 80% of managers and employees consider "management" is harder than before
BCG · 2019 · problem_statement
80% of managers and employees consider "management" is harder than before
80% — Percentage of respondents reporting management is harder
 Managers feel more stressed, overworked and less supported
BCG · 2019 · data_table
Managers feel more stressed, overworked and less supported
86 — Manager sentiment
 Only 41% think the role advantages outnumber its disadvantages
BCG · 2019 · data_table
Only 41% think the role advantages outnumber its disadvantages
41% — Manager sentiment
 Model is no longer sustainable nor sought for
BCG · 2019 · section_divider
Model is no longer sustainable nor sought for
 Alternative career progression models are becoming more attractive
BCG · 2019 · data_table
Alternative career progression models are becoming more attractive
37% — Manager preference
 Next generation no longer sees management as the next role to long for
BCG · 2019 · data_table
Next generation no longer sees management as the next role to long for
9% — Career aspiration percentage
 Change is coming, employees and managers are longing for a new type of leadership & ways of working
BCG · 2019 · section_divider
Change is coming, employees and managers are longing for a new type of leadership & ways of working
 2/3 of managers believe their role will be deeply impacted in coming years
BCG · 2019 · industry_trends
2/3 of managers believe their role will be deeply impacted in coming years
78% — Manager sentiment
 Most see opportunities in the nature of change ahead (digital, new tech, gen Z)
BCG · 2019 · data_table
Most see opportunities in the nature of change ahead (digital, new tech, gen Z)
79 — Percentage of managers
 For teams, the ideal manager is a team developers and an obstacle removers
BCG · 2019 · data_table
For teams, the ideal manager is a team developers and an obstacle removers
60 — Percentage of respondents
 Need to proactively support the shift as managers are lost in transition
BCG · 2019 · section_divider
Need to proactively support the shift as managers are lost in transition
 When looking for support, managers first ask for upskilling and a clarification of their role...
BCG · 2019 · data_table
When looking for support, managers first ask for upskilling and a clarification of their role...
81% — Percentage of managers selecting support category
 ... yet most managers do not take the necessary steps to get required skill development
BCG · 2019 · diagnosis
... yet most managers do not take the necessary steps to get required skill development
73% — Participation in skill development
 Managers currently spend very limited time with customers or developing themselves... >1/3 of their time spent on reporting and cross-silo coordination
BCG · 2019 · diagnosis
Managers currently spend very limited time with customers or developing themselves... >1/3 of their time spent on reporting and cross-silo coordination
1/3 — Percentage of time spent
 Lessons to be learnt from companies adopting new ways of working such as agile
BCG · 2019 · section_divider
Lessons to be learnt from companies adopting new ways of working such as agile
 Leading companies are adopting new ways of working and addressing some of the key concerns raised in the survey
BCG · 2019 · framework_other
Leading companies are adopting new ways of working and addressing some of the key concerns raised in the survey
 Role of leadership fostered through agile and new ways of working resonates well with the "ideal manager" described by the survey
BCG · 2019 · comparison_table
Role of leadership fostered through agile and new ways of working resonates well with the "ideal manager" described by the survey
 Beyond reinventing the role, companies will need to reinvent the manager experience: professional journeys, learning, behaviors, recognition, etc.
BCG · 2019 · client_example
Beyond reinventing the role, companies will need to reinvent the manager experience: professional journeys, learning, behaviors, recognition, etc.
 Decoding Sustainability DNA to deliver value and impact for all stakeholders
Accenture · 2021 · executive_summary
Decoding Sustainability DNA to deliver value and impact for all stakeholders
79% — CEOs who said the pandemic highlighted the need to transition to more sustainable business models
 Companies with stronger Sustainability DNA are more likely to deliver financial value and a lasting positive impact on society and the environment
Accenture · 2021 · executive_summary
Companies with stronger Sustainability DNA are more likely to deliver financial value and a lasting positive impact on society and the environment
21% — EBITDA margin uplift (top vs bottom quartile)
 It's all in your Sustainability DNA
Accenture · 2021 · framework_other
It's all in your Sustainability DNA
10 — Sustainability DNA enablers
 Operating sustainably and equitably is not an option—it's a business imperative
Accenture · 2021 · executive_summary
Operating sustainably and equitably is not an option—it's a business imperative
 Be what every stakeholder wants you to be
Accenture · 2021 · section_divider
Be what every stakeholder wants you to be
86% — people expecting CEOs to speak out on issues from automation to inequality
 Stakeholders are demanding more of businesses
Accenture · 2021 · situation_overview
Stakeholders are demanding more of businesses
65% — employees believing organizations should be responsible for leaving their people better off
 The status quo limits leadership teams' ability to build sustainable organizations in three main ways
Accenture · 2021 · problem_statement
The status quo limits leadership teams' ability to build sustainable organizations in three main ways
3 — number of barriers
 Change starts with the Five Elements of Responsible Leadership
Accenture · 2021 · framework_other
Change starts with the Five Elements of Responsible Leadership
 Sustainability DNA directly addresses the three barriers to true stakeholder-centricity set out in the previous chapter by driving three main types of behavioral change:
Accenture · 2021 · framework_other
Sustainability DNA directly addresses the three barriers to true stakeholder-centricity set out in the previous chapter by driving three main types of behavioral change:
 Shaping change through Sustainability DNA
Accenture · 2021 · framework_other
Shaping change through Sustainability DNA
10 — Sustainability DNA enablers
 Bringing everyone in
Accenture · 2021 · case_study
Bringing everyone in
30% — Share of workforce that is women
 Strong Sustainability DNA is linked to better performance
Accenture · 2021 · financial_analysis
Strong Sustainability DNA is linked to better performance
~22 — EBITDA margin (2017-2020 avg) vs Sustainability Performance score
 Stronger Sustainability DNA is associated with better financial performance
Accenture · 2021 · financial_analysis
Stronger Sustainability DNA is associated with better financial performance
19.6% — EBITDA Margin (top quartile)
 How strong is your Sustainability DNA?
Accenture · 2021 · section_divider
How strong is your Sustainability DNA?
4,000 — Companies in index
 Most companies need to strengthen their Sustainability DNA
Accenture · 2021 · kpi_dashboard
Most companies need to strengthen their Sustainability DNA
52 — Average Sustainability DNA score (out of 100)
 Sustainability starts here
Accenture · 2021 · framework_other
Sustainability starts here
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