recommendation
at position 60–65%
51 slides where a page of type recommendation falls in the 60–65% range of its deck.
Lebanon Economic Vision
“Summary of recommended parameters for the Industrial zones along the different dimensions”
Lebanon Economic Vision
“Three anchor cities should be further developed with enhanced day trip offerings to other sites in Lebanon”
These three destinations would become priority tourism investment zones with dedicated incentives packages for private investors, public infrastructure investments, product development and marketing.
Lebanon Economic Vision
“Lebanon should expand its overall efforts beyond corporates to include 3rd party organizers”
Lebanon should expand efforts to include 3rd party organizers
86 · Number of active 3rd party organizers
Lebanon Economic Vision
“The tourism marketing budget should be increased by 5-10x between 2019-2025 to position Lebanon as a tourism destination”
Lebanon spends 1.8 USD/tourist arrival (~4 times lower than benchmarks). 5-9x increase in marketing budget is needed between 2019-2025.
1.8 USD · Marketing spend / tourist arrival
Budgetanalyse af Forsvaret 2017 Materialesamling Del 2
“Opsigelse af TV-abonnementer på egne værelser kan realisere op til 5 mio. kr.”
FES vurderer at ca. 80 pct.af TV-abonnementerne er relateret til egne værelser. Såfrem disse lukkes vil der kunne realiseres et potentiale på op til 5 mio. kr.
5 mio. kr. · Cost savings
Budgetanalyse af Forsvaret 2017 Materialesamling Del 2
“Reduktion i antallet af aktiverede SIM-kort på lager kan realisere op mod 0,7 mio. kr.”
En mulighed for at reducere omkostningerne til abonnementer er at reducere antallet af aktiverede SIM-kort på lager. Kan ca. 3.000 abonnementer fjernes opnås et potentiale på op mod 0,7 mio. kr.
0,7 mio. kr. · Cost savings
Budgetanalyse af Forsvaret 2017 Materialesamling Del 2
“Adm. kurser kan forkortes og bedre målrettes deltagerne...”
Optimering af DeMars-kurserne kan opnås igennem en række supplerende tiltag
Technology Trends Outlook 2022
“How can leaders begin engaging with Web3?”
SOUTHEAST ASIA’S GREEN ECONOMY 2024
“Recommendations: Scaling blended finance needs more project "proof points" in the next 2–3 years, a larger project funnel, capability building, and a strategic focus on where capital matters most”
Scaling blended finance needs more project "proof points" in the next 2–3 years, a larger project funnel, capability building, and a strategic focus on where capital matters most.
Rise of Agentic AI Report
“Redesign processes to deploy AI agents effectively and reimagine business models”
Organizations must redesign processes with AI at their core.
Rise of Agentic AI Report
“Transform the workforce and organizational structure to fully onboard a new, agentic workforce as team members”
A notable 70% of organizations believe that AI agents will necessitate organizational restructuring.
70% · organizational restructuring
2019 ccb investor day ba56d0e8
“My Chase Loan℠ will enable our customers to better use their existing line to borrow”
Opportunity: ~$250B outstandings held off-us by existing customers
~$250B · TAM
ovid-19 Special Primer (2020)
“THIS TYPE OF TESTING COULD HELP SUPPRESS POTENTIAL SECOND WAVES”
By utilizing group testing, health authorities could vastly increase their testing capacities, allowing greater access to testing.
2019 Global FS Consumer Study DACH
“Providers should invest in and communicate clearly on measures to protect customer data.”
Providers should invest in and communicate clearly on measures to protect customer data.
Deloitte 2023 Global Human Capital Trends: New fundamentals
“Taking bold action for equitable outcomes”
Good times for a change
“Customer advocacy dropping below prepandemic levels”
Brands to decode customer dissatisfaction drivers, to win back consumer hearts
-25/30p.p. · NPS
Value untangled Accelerating radical growth through interope
2. Utilize composable tech
Composable tech is proven, repeatable solutions that can be configured and reconfigured at speed to address changing business needs. This compresses transformation, setting the stage for rapid value r
The disability inclusion imperative
Foster Advocacy
The next billion consumers
“A clearly articulated role for digital commerce in brand and growth strategies”
To create a consistent experience across their digital commerce ecosystem, companies should prioritize channels by category, brand and geography.
The disability inclusion imperative
Integrate Actions
Veteran Opportunity
“To reduce turnover and promote high performance, employers should take action to retain veterans and help them excel”
Global Banking Consumer Study Reignite human connections to
“The final category of opportunity for banks involves boldly transforming their customer relationships by engaging with them in completely new channels, such as the metaverse, and providing completely new products such as NFTs.”
The survey data indicates that consumers are open to experimenting with new ways of interacting with their bank: 56% (rising to 66% of those aged 18-24) want their bank to offer the possibility of int
66% · Consumers aged 18-24 who want their bank to offer virtual branch/office interaction
Re-focus your talent lens: Abundance awaits
“Companies should not wait to shift their talent portfolio into markets that are strongly positioned for growth.”
Companies should not wait to shift their talent portfolio into markets that are strongly positioned for growth.
The age of AI: Banking’s new reality
“A holistic approach ensures that learning is a collaborative effort”
A holistic approach ensures that learning is a collaborative effort
January Macro Brief
“A weaker consumer means companies will need to do more to protect gross volumes and get ahead of debt defaults in 2025, particularly as strains move past low-income groups”
Tariffs run the risk of reigniting input cost inflation. However, depleted consumer savings suggest consumers are likely to be increasingly cost-conscious and less willing to bear price hikes
Bridging the Skills Gap in the Future Workforce
“Empower vulnerable learners”
Our analysis confirms that lower-skilled work is more susceptible to automation (see Figure 9). Workers in these roles also require the broadest range of skill building, but tend to participate less i
69% · Worker time subject to automation (low-skilled work)
The art of AI maturity Advancing from practice to performanc
“Design AI responsibly, from the start”
Achievers are 53% more likely, on average, than Builders and Innovators to be responsible by design: designing, developing and deploying AI with good intention to empower employees and businesses, and
53% · Achievers more likely than Builders/Innovators to be responsible by design
Bridging the Skills Gap in the Future Workforce
Solving the Skills Crisis in Three Steps
Governments are funding innovative ways to incentivize latent learners. Beginning in 2019, active workers in France will be granted up to €500 per year for a 'personal training account,' with a lifeti
€500/yr (€5,000 lifetime) · France personal training account
The art of AI maturity Advancing from practice to performanc
“Design AI responsibly, from the start”
Nearly all (97%) respondents believed that regulation will impact them to some extent, and 77% indicated that compliance is a company-wide priority.
97% · C-suite respondents who believe AI regulation will impact them
Value untangled Amplify speed to value through interoperabil
2. Utilize composable tech
Composable tech is an approach that uses proven, repeatable solutions that can be configured and reconfigured at speed to address changing business needs. This compresses transformation, setting the s
Value untangled Amplify speed to value through interoperabil
“3. Focus on meaningful collaboration”
They can use real-time data, analytics and AI, together with new ways of working, to unlock the value of technology, empower people and achieve better outcomes.
Hyper-disruption demands constant reinvention
“Skills related to detecting external change, data science and collaboration are highly sought after”
Over half (51%) say it's a top priority after implementing technology among the surveyed leader group, versus 24% of the less mature group.
36% · Capabilities prioritized for improvement in next 12 months (% of respondents)
Banking Consumer Study 2025
“Prioritize service as long-term advantage”
The company's ability to understand customer intent has surged from 60% to 85% and the company is aiming to achieve a 25% reduction in costs through annualized savings.
60% to 85% · customer intent understanding
2019 Global Treasury Benchmarking
“Treasurers can focus on four key areas in their contributions to balance sheet management.”
Blueprint for success
“3. Embrace ESG beyond compliance”
Our research revealed three strategies top performers adopt to embrace ESG beyond compliance.
Reinventing with a Digital Core
“Thrive with Ecosystems: Plug-and-play next-generation technologies and countless innovations via major partners, at speed”
top quartile companies in our Digital Core Index are two times more likely to access next-generation technologies early via large ecosystems
2x · Top-quartile companies' likelihood to access next-gen tech via ecosystems
Resiliency in the making
“Develop a multi-skilled workforce for agility”
Resilient businesses need decentralized decision-making where frontline teams can quickly make decisions close to where the operations happen.
54% vs 34% · C-suite leaders certain of workers' future skills vs workers who agree
FULL VALUE. FULL STOP How to scale innovation and achieve fu
“Leaders adopt sophisticated cloud services”
Ninety-five percent of them have adopted sophisticated cloud services like serverless computing, compared to 30% of Laggards
95% · Adoption of sophisticated cloud services
Crossing the lines Fintech
Steps to take
The productivity agenda: Moving beyond cost-cutting in financial services, finds that the biggest barrier to digitisation in FS organisations isn't technology, process or data, but people.
Artificial Intelligence: Ready to Ride the Wave?
“Effectively orchestrate an AI ecosystem to enable fast learning, scaling, and lower technology costs”
To drive transformative impact with AI, companies need access to: Large diverse sector-specific and customer-wide data, Potential for deeper experiments with vertical AI, Faster feedback loops to enab
The time for climate action is now
“Immediately implement quick wins to fund the journey”
Initial 30-40% of emissions reduction can be achieved through low-cost or mature technologies, typically generating savings.
30-40% · Abatement cost
Embracing the Loyalty Equation
The way forward
CSPs have a unique opportunity to deliver exceptional customer experiences, but to achieve this, they must reinvent themselves—on both technological and operational fronts.
From survive to thrive Achieving tech transformation for com
What success looks like and how to achieve it
Central to modern IT architecture are data and AI. A new data foundation on top of the legacy IT is essential to break silos, reduce complexity and enable the new data-driven organization.
Blueprint for Service Success
Sustainable, systematic digital services investment
Of the Champions 40% prioritize investment in cloud-based IT systems, data storage and interfaces as a solid foundation for services growth
40% · Champions prioritizing investment in cloud-based IT systems
Investment Industrial Policy Future
“Policy-makers need a clear agenda to capture the full potential of global flows”
Can data flows and ‘Digital’ economy be the enablers for some countries to leapfrog in development, like they have been for tech businesses recently?
Gen AI amplified
“Action 2: Strengthen data quality and strategy.”
When healthcare providers build a data foundation that enables collaboration between people and AI, it streamlines operations and elevates the patient experience.
Gen AI amplified
“Action 3: Prioritize responsible and secure AI deployment.”
Leaders acknowledge the importance of responsible AI principles, but there is a gap in their practical implementation — our research shows that only 2% of companies have fully operationalized responsi
85% · healthcare executives citing cybersecurity as a major barrier to scaling gen AI
The future of demand
“Accelerate innovation by reinventing R&D, based on digital, data and AI”
These tools allow researchers to spend less time on repetitive, manual tasks such as data entry and literature review and more time on activities that create value such as collaboration and ideation.
up to 70% · R&D project success rate uplift from advanced digital/generative AI
IBV Research Report
Recommendations
To build a quantitative innovation culture, consider the following:
2024 Making Reinvention Real with Gen AI
“4. Close the gap on responsible AI”
Organizations that are creating enterprise-level value are 2.7x more likely to have responsible AI principles and governance in place across the gen AI lifecycle.
2.7X · likelihood of responsible AI governance
Global Business Services Performance improvement
“05 Extend the enterprise”
Extending the unified portal across the supply chain can bring additional efficiencies as well as enhance relationships.