Fifty percent said they expected changes in distribution channels. The same proportion of respondents foresaw changes in customer behavior creating disruption. One such trend, cited by 61 percent of the respondents, was heightened competition. In the 18th annual PwC survey of chief executive officers, conducted in 2014, many CEOs anticipated significant disruptions to their businesses during the next five years as a result of global trends. Not only did the leadership team lack a full-fledged blueprint - they didn’t know where to begin. It would have to change the company’s most fundamental building blocks: how people in the company made decisions, adopted new behaviors, rewarded performance, agreed on commitments, managed information, made sense of that information, allocated responsibility, and connected with one another. It had to go beyond shifting the lines and boxes in an org chart. That meant yet another reorganization, but this one would be different. Because of the new technologies that had entered its category, and a sea change in customer expectations, the CEO decided to shift from a product-based business model to a customer-centric one. Suddenly, however, the company found itself facing a different challenge. Altogether, it had reorganized six times in 10 years. ![]() ![]() Migrating to cloud-based business applications called for changes to the IT organization. ![]() Introducing a new line of communication devices for the Asian market required reorienting its sales, marketing, and support functions. A global electronics manufacturer seemed to live in a perpetual state of re-organization.
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