德勤：2023年秋季CEO调查 Fall 2023 Fortune Deloitte CEO survey

Fall2023

TheChiefExecutiveProgram

survey

Fortune/DeloitteCEO

Surveymethodology

104CEOsrepresentingmorethan26industriesparticipatedinthis

Fortune/DeloitteCEOSurvey.93%ofrespondentsarefrom

organizationsbasedintheUnitedStates,andtheremainderare

fromorganizationsbasedoutsideoftheUnitedStates.

FieldedOctober3-11,2023,thesurveyconsistedof17questions

thatexploremarketoutlookandpredictions,GenerativeAI,and

businesspriorities.Thefollowingpagespresentkeyfindings.

SurveyedCEOsincludeFortune500CEOs,Global500CEOs,and

selectpublicandprivateCEOsintheglobalFortunecommunity.

ThisFall2023surveyistheeleventheditionoftheFortune/Deloitte

CEOsurveyseries.Informationonprevioussurveysisavailable

here

.

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CEOoutlook

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CEOs’growthexpectationsfortheirorganizations

ExpectationsforgrowthhavetemperedslightlyfromJune2023levelsbutremainhigherthanOctober2022

Overthenext12months,Iexpectmyorganization’sgrowthtobe:

October2023

4%

50%

9%

33%

VerystrongStrongModestWeakVeryweak

3%

Verystrong/Strong

Modest

77%

65%

67%

50%

49%

51%

46%

44%

Modest

33%

31%

44%

43%

Verystrong/Strong

42%

23%

38%

34%

June2021October2021January2022June2022October2022February2023June2023October2023

Note:Duetorounding,percentagesmaynotalwaysappeartoaddupto100%.

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Outlookmoderates,butthemajorityofCEOs(69%)remainoptimisticabouttheircompanyperformance

Nearlyhalf(48%)ofCEOsremainpessimisticaroundtheglobaleconomy

Whatisyourpersonaloutlooktowardthefollowingareasoverthenext12months?

October2023responsesComparisontopastsurveys—Optimistic/Veryoptimistic

Theglobaleconomy

Yourindustryperformance

Yourcompanyperformance

45%

39%

24%7%

47%

36%

20%

58%

10%

3%

7%

VeryoptimisticOptimisticNeutralPessimisticVerypessimistic

1%

2%

June2022October2022February2023June2023October2023

81%

72%67%73%69%

12%13%7%

46%38%46%47%40%

9%

5%

GlobaleconomyYourindustryYourcompany

Comparisontopastsurveys–Pessimistic/Verypessimistic

June2022October2022February2023June2023October2023

67%76%

15%

14%22%

5%6%5%6%7%

48%

37%38%

17%12%

GlobaleconomyYourindustryYourcompany

Note:Duetorounding,percentagesmaynotalwaysappeartoaddupto100%.

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instability(e.g.,politicalunrest,economicsanctions,internationaltensions,humanitariancrisis)

Geopolitical

Inflation

Othersourcesoffinancial/marketinstability

shortage

Labor/skills

Regulation

Cyberrisk(e.g.,cyber-attacks)

polarization

Crisesoftrust(e.g.,spreadofmisinformation,difficultybuildingcustomer/workerloyalty)

Ideological

Environmentalmatters(e.g.,weather-relatedimpacts,regulatoryandreportingrequirements,stakeholderexpectations)

Supplychaindisruption

Other

Pandemic(e.g.,futureCOVID-19variants)

Regulationjoinstheranksoftopexternaldisruptors

Geopoliticalinstability,inflation,andlabor/skillshortagesremaintopofthelistforthirdtimethisyear

WhatexternalissuesdoCEOsexpecttoinfluenceordisrupttheirbusinessstrategywithinthenext12months?

June2023

October2023

51%

57%

51%

57%

38%

35%

35%

36%

35%

25%

17%

21%

23%

17%

16%

16%

12%

14%

14%

11%

9%

4%

2%

Sample/summarized“Other”responses:•AI

•Interestrates

•Costofcapital

•Environmentalregulations

•Mediaandadvertisingdisruptions

Note:ForOctober2023weadded“Regulation”asaresponseoption.

Note:CEOswereaskedtoselecttheirtop3.

6

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ThemajorityofCEOshaveconfidenceintheirorganization’sabilitytonavigateexternaldisruptions

CEOsreportgreatestconfidenceintheircompany’sabilitytonavigategeopoliticalinstabilityandlabor/skillsshortage

IntheSummer2023survey,respondentsrankedthefollowingexternalissuesasthetopchallengesfortheirorganizations.Pleaseindicateyourlevelofconfidenceinyourcompany’sabilitytonavigateeachofthefollowingissues:

Geopoliticalinstability

Labor/skillsshortage

Inflation

Ideologicalpolarization

Othersourcesoffinancial/marketinstability

46%

46%

44%

32%

31%

39%

32%

31%

37%

53%

10%

18%

16%

15%

7%

8%

9%

9%

5%

5%

VeryconfidentConfidentSomewhatconfidentNotatallconfidentN/A

2%

2%

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Sample/summarized“Other”responses:

•Impactwillbefeltovernextfiveyears

•Positiveimpact

Modestimpact

HalfofCEOs(51%)indicatethatinterestrateshavehadamodestimpactoninvestmentstrategy

TheremainingCEOsarenearlysplitonhow,ifatall,ithasimpactedtheirinvestmentstrategy

Howhastheincreaseininterestratesoverthelast12monthsimpacted

your

businessinvestmentstrategy?

Significant

impact

22%

51%

23%

Noimpact

3%

Other

Note:Duetorounding,percentagesmaynotalwaysappeartoaddupto100%.

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ThemajorityofCEOsreportthattheirorganizationshavemadenochangestotheirbusinessstrategywithrespecttoChina

Nearlyone-thirdofCEOshavealreadyimplementedsomechangestoreduceinvestment

HasyourorganizationadjusteditsbusinessstrategywithrespecttoChina?

56%

30%

Yes,wehavealreadyimplemented

somechangesto

reduceourinvestment

10%

No,butweareplanningchangeswithinthenext1-2years

toreduceourinvestment

No,wehavenotmadeanychangesandarenotplanningto

overthenext1-2years

3%

No,butweareplanningchangeswithinthenext1-2years

Yes,

1%

Yes,wehavealreadyimplementedsomechangesto

toincreaseourinvestmentincreaseourinvestment

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Technology&talent

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8%

0%

GenerativeAI:nolongerabuzzwordforCEOs,it’sbecomingarealityCEOsaremovingfromevaluationandexperimentationtobroaderadoption

Pleaseindicateyourorganization’scurrentlevelofadoptionofGenerativeAI:

June2023October2023

10percentagepoint

increasein“Limited

productionuse”from

SummertoFall2023

11%

4%

39%

38%

34%

24%

17%

13%

7%

6%

Wehaveno

plansto

implementthis

technology

Evaluating

Experimenting

Limited

production

use

Atscale

production

inatleastone

business

line/function

Pervasiveadoption

TowhatextentisyourorganizationcurrentlyplanningtoimplementGenerativeAItoimprovehowyoudobusiness:

Increaseefficiencies

Automatemanualtasks

Reducebusinessoperationalcosts

Discovernewideas/insights

Accelerateinnovation

Automatecontentgeneration

Improveriskmanagement

Writenewcode

Identifygrowthopportunities

39%

40%

34%

21%

24%

33%

17%

35%

21%

57%

49%

53%

63%

54%

46%

58%

35%

48%

4%

5%5%

7%7%

8%8%

9%12%

11%11%

13%12%

22%8%

14%16%

AlreadyimplementingLikelytoimplementUnlikelytoimplementUndecided

Note:Duetorounding,percentagesmaynotalwaysappeartoaddupto100%.

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1%

1

DAY

3

DAYS

4

DAYS

5

DAYS

Varies

byjob

function

HybridworkremainsanevolvingopportunityandquestionforCEOs

CEOsreportvaryingpreferencesfortheamountoftimeemployeesworkintheofficeand/oratclientsites

Whatisthepreferrednumberofdaysyouwouldlikeemployeestoworkintheofficeand/oratclient/customersites?

27%

22%

17%

6%

2

DAYS

perweekonaverage

24%

Wedonothavea

onesizefitsall

approach

3%

Leavetoemployee

discretion

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Purpose,climate,&DEI

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Purpose,climate,andsustainability

Attractingandretainingtalentcontinuestodrivemostorganizations’strategyforpurposeandsocialimpact,whilesustainabilitymeasurementandreportingarekeyfocusareasfororganizations

Whatarethekeydriversofyourorganization’s

commitmenttopurposeandsocialimpact?

Helpsattractandretaintalent

Providesmeaningfulworkplaceandleadershipexperienceforourpeople

Clients,customers,andconsumersexpectit

Buildslong-termshareholdervalue

Strengthensbrandandreputation

Itdifferentiatesusfromourcompetitors

Noneoftheabove

Other

77%

58%

54%

51%

51%

29%

Sample/summarized“Other”responses:

•Beginningourbaselinereporting

•Drivesbetteroutcomes

•It'stherightthingtodo

•Enhancesdecisionmaking

2%

2%

Whichofthebelowbestdescribesclimateandsustainabilityareasof

yourorganization’sfocus:

Focusingonclimateandsustainabilitymeasurementandreporting

Investinginsustainabilityinourphysicalworkspaces

Investinginourownemissionsreductions (throughthevaluechainincludingusingrenewableenergy,sustainableaviationfuels,andotherdecarbonizationefforts)

Engagingouremployeestotakeindividualsustainabilityactionsintheirlives

Workingtoreduceemissionsbyoursuppliersand/orcustomers(Scope3)

Focusingoncommitmentsand/orinvestments incollaboratingwithotherorganizationsthataredrivingclimateandsustainabilityinitiatives

Investingincarboncredits(outsideofthevaluechain)

Notfocusingonclimateandsustainability-relatedefforts

60% 58% 51% 44%

39%

33%

22%

12%

Note:CEOswereaskedtoselecttheirtop3.Note:CEOswereaskedtoselectallthatapply.

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Diversity,equity,andinclusion

CEOscontinuetobuildDEIintotheirstrategicprioritiesandgoals,andfocusinvestmentontalent-relatedefforts

Whichofthefollowingistrueofyourorganizationregardingitsinvestmentindiversity,equity,andinclusion(DEI)?

October2023June2022June2021

WehavedisclosedDEImetricstoouremployees

Wehaveestablishedemployeeresourcegroupsfordifferentidentities

DEIisbuiltintomystrategicpriorities/goalsasCEO

DEIisincorporatedintoourcorporatestrategy,notjusttalentstrategy

MyboardexpectsregularupdatesonDEIprogress

MyexecutiveteamhassetmeasurabletargetsforprogresstowardsourDEIgoals

WehavedisclosedDEImetricstothepublic

LeadershipDEIgoalsarelinkedtoindividualleaderperformanceandpay

Note:ForOctober2023weadded“WehaveOther

establishedemployeeresourcegroupsfordifferent

identities”&“Other”asresponseoptions.

Note:CEOswereaskedtoselectallthatapply.

Sample/summarized“Other”responses:

•PreparingbaselineforreportingforregulatoryrequirementinEUin2025

66%

72%

59%

66%

65%

92%

61%

60%

71%

55%

58%

71%

49%

51%

62%

53%

44%

46%

33%

25%

36%

30%

4%

Myorganizationinvestsindiversity,equity,andinclusion(DEI)effortsforthefollowingreasons:

Alignswithorganizationalvalues

Improverecruitmentandretentionofmy

organization’sworkforce

Fosterincreasedinnovation

MeetexpectationsofotherstakeholdersIncreaseprofitability

Diversifyvendors/suppliers

Meetexpectationsoftheboard

Meetexpectationsofshareholders

Other:

Minimizepressurefromconsumers/clients

MyorganizationdoesnotinvestinDEI

Note:CEOswereaskedtoselecttheirtop3.

Sample/summarized

“Other”responses:

•Diversitydrivesbetter

outcomes.

90%

78%

46%

22%

20%

20%

12%

11%

7%

4%

0%

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CEOreflections

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“Navigatinggovernmentregulation,inflationandworkforcechallenges”

“Balancingthe'hereandnow'challengeswithcontinuingtobuildforthefuture”

“People,culture,managing

remoteworkforce”

CEOsworktobalancechallengeswhilemanaginggrowthGro