Four keys to broader, bolder thinking for leading your organization’s post-pandemic recovery. Do you have a visionary strategy, or just strategic vision? The emergence from the COVID-19 pandemic presents an opportunity for leaders to push their organizations toward capturing emerging growth opportunities and strengthening their competitive position. But it takes more than just a clearly defined strategy; it requires the courage to reframe the whole enterprise to look beyond the pandemic with clear ambitions to drive long-term value. Sometimes the best way out of a short-term crisis is to plan ..read more

Discover how organizations operating in emerging markets can reduce misconduct, build trust and create long-term value. Integrity and issues of misconduct are a matter of concern for businesses everywhere, but more so in emerging markets. The latest EY Global Integrity Report – emerging markets perspective (pdf) illustrates the extent of this problem and offers some recommendations for improvement. The report surveyed board members, managers and employees in 21 emerging market countries. Approximately one-third (32%) of respondents from emerging markets say that bribery and corrup ..read more

Data and technology are reshaping our world – but a lack of trust could halt their potential. There are ways to free businesses to move forward. Massive amounts of data used by intelligent technologies such as robotic process automation, artificial intelligence (AI) and blockchain are reshaping our world. The next frontier will take us even further, with developments such as quantum computing. These intelligent technologies present new opportunities but also new risks. The public has deep concerns over how data and technology are being used; business leaders suffer the uncertainty of what the ..read more

As businesses rebuild in 2021, transformation and the ability to think differently are critical – managed services can be the solution. Traditional business models are under increasing pressure. The COVID-19 pandemic is wreaking havoc on businesses across the globe. There is widespread disruption to supply chains, government-mandated shutdowns and changing consumer behaviour. But the truth is many traditional business models were already feeling the pressures of a shifting working world: Cost reduction is a priority, as management teams seek to leverage new technologies and improve effi ..read more

The EY labor and employment lawyers discuss reimagining the workplace globally in 2021. In early 2020, very few people would have or could have imagined the new lifestyles brought about by the COVID-19 pandemic. Governments, organizations, families, friends and communities around the world have a new paradigm when it comes to public health, workplace safety and personal interaction. One such area is the focus on remote working. With so many employees around the world utilizing remote working, either voluntarily or due to public health measures, employers now have more options when it com ..read more

Decisions on transformation can no longer be delayed. To be growth-ready for the post-pandemic recovery, businesses must reset, reimagine and reinvent. Here’s how. Every business executive knows COVID-19 has been a force for change, or more typically – disruption. But the critical question is: how much of this change is temporary and how much may be lasting? The pandemic has acted as a reactant for shifts that were already transforming business practice and consumer behaviour – such as digitalization and sustainability. But it has also surfaced entirely new challenges. Both sets of drivers ne ..read more

The smartest, most nimble and most innovative enterprises – what we call Human Enterprises – drive both short- and long-term value. The world is changing in rapid, unprecedented ways, but one thing remains certain: as businesses look to embed lessons learned in recent months and to build enterprise resilience for the future, they are due for even more transformation. As such, most organizations are voraciously evaluating existing and future technologies to see if they’ll be able to deliver the innovation at scale that they’ll need to survive and thrive. However, technology should not be centr ..read more

As organizations around the world adapt to the COVID-19 pandemic, employers in many jurisdictions have started preparing for the “beyond” phase. Unlike every before, key reputational, strategic and human resources questions must be answered about whether the organization can ask all, some or certain employees to resume working from the office or official business premises, either partially or in full. Collected and consolidated by our labor law professionals in more than 60 countries, the “COVID-19: Return to office – Legal requirements and considerations tracker (pdf)” captures answers to qu ..read more

Flawed operational trust can show up in a variety of ways, from a debate on racial bias in artificial intelligence (AI) to an online survey (capturing nearly 5,000 different data points) that targeted users with political propaganda without their knowledge or consent. Examples like the ones mentioned above have created an association of trust and data with risks and negative implications, for example: Fake news: 76% of people said they worry about false information and fake videos “being used as a weapon,” according to the 2020 Edelman Trust Barometer. Data breaches: Cost of data breaches is ..read more

It is important for businesses to make sure that the implementation of their transaction strategy is not negatively impacted by state aid.  As the world is grappling with the response to the COVID-19 pandemic, many assume that the outlook for business is distinctly negative. Nearly three-quarters (73%) of C-suite respondents expect the impact from COVID-19 on the global economy to be severe, according to the latest EY Capital Confidence Barometer survey. However, businesses are thinking about the medium term and beyond. EY Capital Confidence Barometer survey shows 56% of busine ..read more