Industry insights

Risk management – balance is everything

The higher the risk, the greater the return is a basic premise believed to also apply to business. The true art behind managing a business lies in maximizing profit while minimizing risk. It seems that CEOs abroad appear to be doing better at this balancing act than Swiss CEOs according to their self-assessment as expressed in KPMG’s CEO Outlook.

Skilled labor shortage: Swiss CEOs optimistic on an international comparison

Which talents are needed and how can companies ensure that they have these experts on board in the near future? The majority of CEOs surveyed abroad for the KPMG CEO Outlook expect about 5 percent of positions in their companies will be lost to automation within the next three years. Swiss CEOs are much less gloomy and find this scenario rather implausible.

CEO Outlook: Transformation capacity as a strategic success factor

Half of the 50 CEOs interviewed in Switzerland (of 1,200 CEOs interviewed worldwide) stated that they are planning major transformations in their respective companies in the next three years. Today’s transformation is a continuous flow of incremental steps, which allows for quick adjustments and corrections, speed to market and measurement.

CEO Outlook: Strategic cornerstones of CEOs in Switzerland

In a global survey, KPMG asked the opinion of 1,200 CEOs, of which 50 are based in Switzerland. In regard to their most pressing issues in the coming years, there are some clear indications where the journey might be going. Swiss CEOs would like to speed up their go-to-market processes for products and services.
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CEO Outlook: The Swiss economy looks set to keep growing

In a global KPMG study surveying 1,200 CEOs worldwide, Swiss CEOs see the future of their companies in a more positive light than the international average. 66 percent of Swiss business leaders believe their companies will experience growth over the next three years, whilst the international average is at 47 percent.

Smart Site Selection for Life Sciences Companies

Life science companies have to future-proof their value chain by placing functions, assets and risks in locations where they are planning to have their profits taxed. Structures where profit allocations are made in tax-beneficent locations with little or no substance are no longer viable.