2025年未来报告：在颠覆时代抓住机遇

© 2025 KPMG LLP, a Delaware limited liability partnership and a member firm of the KPMGglobal organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee. All rights reserved.TableofcontentsThis is your leadership momentThe great convergenceFrom external forces to strategic frontiersHow to use this reportOur methodologySeven Frontiers of InnovationPath to Artificial SuperintelligenceComputing InfrastructureQuantum ComputingSpace EconomyDigital AssetsEnvironmental ResilienceAdvanced ManufacturingHow KPMG can helpSources 346810111924303743505556 © 2025 KPMG LLP, a Delaware limited liability partnership and a member firm of the KPMGglobal organization of independent member firms affiliated with KPMG International Limited,a private English company limited by guarantee. All rights reserved.Throughout history, every significant economic and technologicaltransformation has yielded both winners and losers, affecting notjust individual companies but also entire industries and nations. Thechoices you make today will dictate which path you take. We inviteyou to join us on this journey. It’s not just about managing change;it’s about actively shaping it. What future do we want to create?What role can you assume? What enduring impact will you have?Now is the time to ask yourself these questions and act on the answers.Let’s lead this transformation together.Cliff Justice & Stephanie KimKPMG Enterprise Innovation LeadershipThisisyourleadershipmomentWe are entering an era of transformation that will reshape industries, economies,and global power dynamics at an unprecedented pace. The next five years will seemore change than the last 30, fueled by the convergence of influences redefiningevery sector of this competitive landscape.At KPMG LLP, we collaborate with business leaders, policymakers,clients, and academic institutions to anticipate and navigate thesetransitions. We are convinced that the ability to adapt, experiment,and lead amid various shifts will be crucial in determining whichorganizations succeed and which do not.Foresight isn’t just about looking ahead; it’s about making betterdecisions. Being able to think several steps ahead should shapebusiness strategy at the highest levels—helping boards andC-suites stress-test assumptions, build resilience, and make smartinvestments for the future.This report is a strategic guide to emerging trends for deci-sion-makers navigating their organizations through uncertainty.We offer a structured framework designed to help leaders movefrom reactive responses to disruption toward a posture of proactiveforesight and transformational planning and investment.ActionseveryleadermusttakenowBreak down barriers.The forces of change are converging, and ourstrategies must do the same. We can’t solve workforce disruptionwithout understanding the impact of Artificial Intelligence (AI) onlabor. We can’t plan for supply chain resilience without consideringgeopolitical and energy shifts and potential disruption. The leaderswho thrive in this era connect the dots between defining trendsfaster than their competitors.Build a real-time intelligence system.Annual strategy cycles andstatic five-year plans are relics of a slower world. We must shift towardcontinuous scenario planning—embedding real-time geopolitical,technological, and economic intelligence into every decision.Make bold, informed bets…and do it now.The organizations thatdominate the next decade won’t be those that simply react wellto disruption; they will be the companies that shape the future.This means investing in parallel-path strategies, experimentingwith emerging technologies and business models, and remainingopen to multiple possible futures. In this fast-moving environment,waiting for certainty is akin to conceding ground to those whomove forward first.Cliff JusticeKPMG U.S. Leader ofEnterprise InnovationStephanie KimHead of Signals andStrategy at KPMG Thegreatconvergence2025 Futures ReportAforcemultiplierfordisruptionandopportunityDisruption is no longer a series of isolated events. It has evolved into interwovenforces, each amplifying the others and serving as catalysts that acceleratebroader transformation.Today’s landscape demands “systems thinking,” integrated strategies, and theability to coordinate your responses across functions and domains. The mostsuccessful organizations will act on early signals before they escalate into shocks.Strategies such as these enhance resilience while opening new avenues for inno-vation and growth. They also necessitate a fundamental change in organizationaloperations and the integration of foresight into daily decision-making.Every force of disruption is now a force multiplier. We are on the brink of a newera in wealth creation, where breakthroughs in AI and quantum computing are nolonger just futuristic concepts but tangible balance sheet opportunities. AI doesmore than automate tasks; it transforms companies and w