2024年首席战略官（CSO）调查

As the world faces heighteneduncertainty, CSOs are optimistic,resilient, and evolving August 2024 Chief strategy officers are optimistic, resilient, and evolving Here’s what we found: CSOs surveyed offeredoptimism, resilience, and a 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, “Strategy 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 bydisruptive 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 of 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 early Evolving ways of approaching strategy:CSOs report increasedconfidence in their core strategic initiatives, a shift that could berelated to changes in shaping, executing, and collaborating Strategy should be resilient, agile,inclusive, and bold to better matchthe challenges businesses Obstacles to overcome:CSOs report facing real challenges as theynavigate these forces and the evolution of their function, including CSOs offer unique perspectives thatcan resonate across businesses andindustries. Often reporting directly tothe CEO, CSOs advise on special Read on for more highlights from the mostrecent global Chief Strategy Officer Survey. What’s inside The outlook and priorities of CSOs in 2024CSOs face geopolitical and economic uncertainty but remain optimistic about Current investment areas and the CSO engagement gap Investment 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 to 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 bold What comes next for CSOsTime, talent, and conflicting priorities pose challenges for CSOs and organizations in achieving their strategic priorities. The "Strategy Now" principles may help manage these 13 Authors Survey methodology and acknowledgements 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: in 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, 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 growth and performance Ecosystems: Driving growth, innovation, and new business models AI: Driving efficiency and productivity No single benefit stood out for CSOs surveyed on the topic ofecosystems, but benefits tended to be focused on growth, with top usecases centering on improvingcustomer experience, creatingnew Potential reasonsfor the focus on AI CSOs surveyed were overwhelmingly aligned on theorganizational benefits they anticipate for their AI efforts:80% indicatedefficiency and productivityas a leading Investments and the engagement gap However, CSOs are not as involved in activating these efforts as expected CSOs surveyed reported they are often not the one setting direction on issues atthe top of the strategy agenda, suggesting a gap in alignment/leadership: The survey results identified a discrepancy between priority investment areasand the involvement of CSOs. Given the CSOs’ critical role in detectingindustry shifts and spearheading special projects, it is surprising that they are Over half (54%) of CSOs surveyed reported playing a supporting (asopposed to lead) role in shaping AI strategy.Some of this may be due toearly trials with AI being driven by tech leaders as Generative AI emerged and AI engagement gap28%reported playing a “lead role” in AIOnly Ecosystem engagement gap26%Only Likewise,ecosystem strategy—an organization’s ability to workcollaboratively within or across industries—has been an emerging priorityfor organizations for some time. However, of the CSOs surveyed,31% reported ecosystem strategy as a priority forthem despite t