首席战略官调查：乐观、韧性与进化

As the world faces heighteneduncertainty, CSOs are optimistic,resilient, and evolving August 2024 Chief strategy officers are optimistic, resilient, and evolving In this year’s survey, we set out not onlytopulse strategy leaders on theiroutlooks, growth agendas, and focusareasbut also tobetter understand howthey are adapting their approaches tostrategyin the face of these pressures. Ina recent Monitor Deloitte report, “StrategyNow,”we explored how strategy ischanging and outlined the new options,challenges, and opportunities for strategyleaders. That report suggests strategyshould beresilient, agile, inclusive, and boldto better match the challenges businessesface today. We wanted to explore thisassertion in this year’s survey data. Over the last year, uncertainty has beenall over the news, with global marketssending mixed and occasionallyconfusing signals. These signals speakto the challenges facing strategy andbusiness leaders today—how to createadvantage and capture value in alandscape characterized bydisruptivetechnologies, geopolitical andeconomic uncertainty, changingconsumer and stakeholderexpectations, and complex policiesand regulationsaround sustainability,tech, and data. In this environment, weconducted our fifth annual globalsurvey of chief strategy officers (CSOs). Here’s what we found: CSOs surveyed offeredoptimism, resilience, and acommitment to evolution. Optimistic outlook:Despite economic and geopolitical instability,most CSOs are optimistic that their organizations will successfullynavigate the year ahead, a sentiment that may be indicative ofplanning for new capabilities, such as artificial intelligence (AI). Drastic shifts in investment areas:CSOs are investing inemerging areas, including AI and ecosystems, for competitiveadvantage. A lag in activation may be representative of the earlystages these areas are in, which presents an opportunity for CSOsto take an active role. Evolving ways of approaching strategy:CSOs report increasedconfidence in their core strategic initiatives, a shift that could berelated to changes in shaping, executing, and collaboratingon strategy, consistent with traits outlined in “Strategy Now.” Strategy should be resilient, agile,inclusive, and bold to better matchthe challenges businessesface today. Obstacles to overcome:CSOs report facing real challenges as theynavigate these forces and the evolution of their function, includingmanaging across time horizons, talent shortages, and competingstrategic priorities. CSOs offer unique perspectives thatcan resonate across businesses andindustries. Often reporting directly tothe CEO, CSOs advise on specialprojects, collaborate cross-functionallyon high-impact decisions, leadcorporate development, keep a pulseon markets, and are increasinglyresponsible for executing strategies. Read on for more highlights from the mostrecent global Chief Strategy Officer Survey. What’s inside 04 The outlook and priorities of CSOs in 2024CSOs face geopolitical and economic uncertainty but remain optimistic about their organizational performance. Current investment areas and the CSO engagement gap05Investment priorities are changing but do not always align with CSOs’ roles and engagement, which is unexpected given the importance of their leadership on topics related tocompetitive advantage and growth. 07 Embracing new approaches to strategyCSOs surveyed report new ways of leading strategy, consistent with the perspective in “Strategy Now,” and signaling their shift toward a more resilient, agile, inclusive, and boldapproach to strategy execution. 10 What comes next for CSOs Time, talent, and conflicting priorities pose challenges for CSOs and organizations inachieving their strategic priorities. The "Strategy Now" principles may help manage thesechallenges, and specific questions are offered to help guide CSOs and strategy leaders. Authors13 Survey methodology and acknowledgements14 Outlook and priorities Despite broad pessimism and uncertainty, CSOs surveyed are optimistic that theirorganizations will successfully navigate the year ahead In 2024, strategy leaders are… Positive about their organization’s potential despite real pessimismabout business conditions: # 1# 2Navigating uncertainty, focusing on core growth, and quickening their pace: Economic outlook11%reported beingoptimisticabouttheglobal economyin the next12 months. Organizational outlook64%reported beingoptimisticabouttheirorganization’s performancein the next 12 months. For CSOs surveyed, organizational performance in the next year revolves around managing geopolitical and financial risks—risks thatare perceived to be substantial given general pessimism about the global economy and industrywide trends. To manage these risks,CSOs are focusing on core business growth. Investments and the engagement gap Drastic shifts are happening in the percentage of respondents investing in new areas—including AI, data, and ecosystems—to drive future growt