德勤：2024年夏季CEO調(diào)查 Summer 2024 Fortune Deloitte CEO survey

Summer2024

survey

TheChiefExecutiveProgram

Fortune/DeloitteCEO

Surveymethodology

Over80CEOsrepresentingmorethan15industriesparticipatedinthisFortune/DeloitteCEOSurvey.88%ofrespondentsarefromorganizationsbasedintheUnitedStates,andtheremainderarefromorganizations

basedoutsideoftheUnitedStates.

FieldedJune11-26,2024,thesurveyconsistedof14questionsthat

exploredmarketoutlook,GenerativeAI,geopolitics,anddiversity,equity,andinclusion.Thefollowingpagespresentkeyfindings.

SurveyedCEOsincludeFortune500CEOs,Global500CEOs,andselectpublicandprivateCEOsintheglobalFortunecommunity.

ThisSummer2024surveyisthe13theditionoftheFortune/DeloitteCEOsurveyseries.Informationonprevioussurveysisavailable

here

.

Copyright?2024DeloitteDevelopmentLLC.Allrightsreserved.2

Summer2024Fortune/DeloitteCEOSurveyInsights

Leadersfocusoncontrollingwhattheycancontrol,whilelookingtowardthefuture

ThemajorityofCEOswhorespondedtotheSummer2024

Fortune/DeloitteCEOsurveycontinuetoseeheadwindswithintheirorganizationsandthebroadereconomy.Yetthereisa

growingsenseofconfidenceintheirabilitytonavigatecurrentdisruptionsandfuturechallenges,showingcharacteristicsof

resilientleadership

.Withupcomingelectionstopofmind,

geopolitics,inflation,andregulationdominatethelistof

disruptionsfacingleaders.Thisshowsasignificantincreasein

concernsaboutinflationsincetheWintersurveyfourmonthsago.Thatsaid,themajorityofCEOsbelievetheycansuccessfullymanagetheseissuesevenastheylooktowardtheuncertaintiesahead.

CEOsarestrategicallyusingadvancedtechnologytonavigate

complexity:nearlyhalfareactivelyexperimentingwithorregularlyincorporatingGenerativeAI(GenAI)intotheirdailyoperations.

Evenmoreareusingitintheirorganizationstodrivegrowthand

accelerateinnovation,whileoverallGenAIimplementationacrossmultiplefocusareas—fromtaskautomationtoriskmanagement—slightlyplateaus.CEOsarealsotakingapragmaticviewoftheUS

elections,focusingonriskmanagementandscenarioplanning

whileencouragingtheiremployeestoparticipateinthepoliticalprocess.Readonformorehighlightsfromthemostrecent

Fortune/DeloitteCEOsurvey.

Keytakeaways

Outlook:73%ofCEOsareoptimisticorveryoptimisticabouttheirorganizations’performance,whilemanynotedthatstrategic

businessissues,suchasnavigatinguncertaintyandmanaginggrowth,toptheirlistofchallengesheadingintothefall.

Disruptors:Forthethirdseasoninarow,geopoliticalinstability

leadsthelistofdisruptorsforCEOs,at60%,whileinflationhas

increasedasaworryforCEOs,from27%intheWinter2024surveyto45%thissurvey.

GenerativeAI:CEOscontinuetominethepotentialbenefitsof

GenAI,withnearlyaquarterofCEOsusingitregularlytosupporttheirownwork.AnincreasingnumberofCEOssaytheyhave

implementedGenAIintheirorganizationstoaccelerateinnovationandidentifygrowthopportunities,whileimplementationoverallissteadyorcooling.

USelections:WhilemostCEOsexpecttaxes,trade,andregulationtobemostaffectedbythepoliticalcycle,theyarefocusedon

controllingwhattheycanandpreparingforanyoutcome.Theirstrategiesincludearangeofinternalmeasuressuchasrisk

management,supplychaindiversification,andproactivecommunicationstocountermisinformation.

43%

ofCEOsareconfidentintheirorganization’s

abilitytonavigate

inflation,asteepdeclinefrom63%inthe

51%

ofCEOsare

confidentintheirorganization’s

abilitytoweathergeopolitical

instability

43%

ofCEOshave

implemented

GenerativeAIin

theirorganizationstodriveinnovation

45%

ofCEOssaid

inflationistheirtopconcern,upfrom

27%intheWinter2024survey

Summer2023survey

Copyright?2024DeloitteDevelopmentLLC.Allrightsreserved.3

“

CEOconcernsaboutgeopolitics,inflation,andideological

polarizationintensifyinthefaceofcontinueduncertainty,prompting

robustscenarioplanning.Leadersarenotonlystrategizingto

navigatethesecomplexitiesbutarealsocommittedtosupporting

theirpeoples’resilience.Additionally,itisencouragingtoseethe

proactiveadoptionandpersonalexplorationofGenerativeAIby

CEOstodriveinnovationandenhancetheirdailywork.

—JasonGirzadas,CEO,DeloitteUS

“

Copyright?DeloitteDevelopmentLLC.Allrightsreserved.4

5

Outlookandgrowth

CEOsremainoptimisticabouttheirorganizations,whiletheirperspectivesontheglobaleconomyleanmoreneutral.

Twenty-ninepercentofCEOsareveryoptimisticoroptimisticaboutthe

globaleconomy,while23%arepessimisticorverypessimistic.Onebrightspotofoptimism:nomatterthechallenge,manyCEOsreportconfidencethattheirorganizationcouldhandleit.“Thecontinuedchallengeof

navigatinguncertaintyandbuildingagilityremains;nevertheless,Isee

opportunitiesforleaderstocreateexcitementandfocusenergyonthetransformativeopportunitiesaheadofus,onbehalfofourclients’

businessesandourown,”oneCEOsaid.

Copyright?2024DeloitteDevelopmentLLC.Allrightsreserved.

CEOoutlookremainsoptimisticforcompanyperformance

Whileoverallsentimentontheglobaleconomyleansneutral

Whatisyourpersonaloutlooktowardthefollowingareasoverthenext12months?

June2024responsesComparisontopastsurveys—Optimistic/Veryoptimistic

Theglobaleconomy

Yourindustryperformance

Yourcompanyperformance

3%

48%

23%

26%

42%

39%

12%

6%

55%

25%

18%

1%

3%

nVeryoptimisticnOptimisticNeutralPessimisticwVerypessimistic

nFebruary2023nJune2023October2023February2024nJune2024

81%73%69%80%73%

12%13%

46%47%40%53%48%

7%27%29%

GlobaleconomyYourindustryYourcompany

Comparisontopastsurveys-Pessimistic/Verypessimistic

nFebruary2023June2023October2023wFebruary2024WJune2024

5%6%7%

48%37%37%

12%14%22%

24%23%

13%

8%

1%3%

GlobaleconomyYourindustryYourcompany

Note:Duetorounding,percentagesmaynotalwaysappeartoaddupto100%.

Copyright?2024DeloitteDevelopmentLLC.Allrightsreserved.6

7

Disruptors

Geopoliticalinstabilityonceagaintopsthelistofexternaldisruptors,whileinflationgainsasaconcernforCEOsthissurveycycle.

TheincreaseinconcernoverinflationperhapsreflectstheeffectsoftheUSelectioncycleandthemacroeconomicenvironment.Thirty

percentofCEOsareconcernedaboutregulation,but51%reported

confidenceorhighconfidencethattheycouldnavigatechangesintheregulatoryenvironment.Workforceandtalentissuesremainhighonthelistofdisruptorsaswell,asmanyCEOsreportedchallenges

engagingtheirjuniorprofessionalsinahybridworkmodel.“Talent,

engagementandculturearenumberone—maintainingourgreat

culturewithsomanyissuessurroundingus,”oneCEOsaidwhenaskedabouttheirgreatestchallenge.

Copyright?2024DeloitteDevelopmentLLC.Allrightsreserved.

GeopoliticalinstabilityremainsthetopdisruptorsinceFall2023

InflationandregulationarestilltopconcernsforCEOs

WhatexternalissuesdoCEOsexpecttoinfluenceordisrupttheirbusinessstrategywithinthenext12months?

June2024February2024

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

InflationRegulation

Othersourcesoffinancial/marketinstabilityIdeologicalpolarization

Labor/skillsshortage

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

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

Cyberrisk(e.g.,cyber-attacks)Supplychaindisruption

Other

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

60%

65%

45%

27%

30%

36%

30%27%

25%18%

20%

25%

16%

25%

14%13%

13%

18%

11%

Sample/summarized“Other”responses:

?AI–Technology

?US2024election

?Interestrates

?Unpredictablecompetitivetrends

10%6%

0%

15%

2%

Note:CEOswereaskedtoselecttheirtop3.

Copyright?2024DeloitteDevelopmentLLC.Allrightsreserved.8

ThemajorityofCEOshavesomedegreeofconfidenceintheircompany’sabilityto

navigateexternaldisruptors

CEOsreportincreasedconfidenceintheircompany’sabilitytonavigategeopoliticalinstabilityandalabor/skillstalentshortage(comparedtoSummer2023)

IntheWinter2024survey,respondentsrankedthefollowingexternalissuesasthetopdisruptorsfortheirorganizations.Pleaseindicateyourlevelofconfidenceinyourcompany’sabilitytonavigateeachofthefollowingissues:

Veryconfident/ConfidentSomewhatconfidentNotatallconfidentNA

7%5%

51%

37%

Geopoliticalinstability

7%11%

43%

40%

Inflation

7%

13%

47%

32%

Regulation

7%

15%

37%

40%

Othersourcesof

financial/market

instability

4%10%

55%

32%

Labor/skillsshortage

7%10%

52%

30%

Crisesoftrust

Copyright?2024DeloitteDevelopmentLLC.Allrightsreserved.9

10

GenerativeAI

ThehotcuriosityaroundGenerativeAImaybecoolingintoanatmosphereofpragmaticexplorationandperhapsevenaneraofintrospection.

WhilethenumberofCEOsimplementingGenAIinareassuchasdiscoveringnewinsights(45%)andacceleratinginnovation(43%)

increased,thenumberofCEOsimplementingGenAIintheirorganizationsoverallremainsfairlyflatfromWinter2024.However,CEOsareturningtoittohelpthemintheirownjobs,with49%experimentingwiththetooltobecomefamiliarwithit.SurveyedCEOsprimarilyturntoGenAItoolsfor

communication,contentgeneration,andinformationsynthesissupport.Whilesomeuseitprimarilyforfirstdrafts—andsomereportstilltryingtounderstandit—otherleadersuseitforinnovationandpilotingfuture

businesscases.OneCEOsharestheyuseGenAIto“researchnewproducttrends,identifyusecasesfornon-marketingfunctions/applicationsby

companieswhoareoutsidemyindustry.”

Copyright?2024DeloitteDevelopmentLLC.Allrightsreserved.

GenerativeAIimplementationmaybeenteringa“cooling”era,accordingtoCEOs

CEOsreportlittlechangeorslightdecreasesinGenAIimplementationacrossvariousactivitiesintheirorganizations

TowhatextentisyourorganizationcurrentlyplanningtoimplementGenerativeAItoimprovehowyoudobusiness:

Alreadyimplementing

October2023February2024June2024

58%40%

50%33%

45%34%

45%31%

43%

43%32%

42%

42%

39%

35%

56%57%39%

27%

30%

24%22%20%

24%

21%21%

21%

IncreaseefficienciesDiscovernew

ideas/insights

AutomatemanualtasksAccelerateinnovationReducebusiness

operationalcosts

Automatecontentgeneration

WritenewcodeIdentifygrowth

opportunities

Improveriskmanagement

Likelytoimplement

63%

57%

54%51%53%51%

38%42%

54%

49%

48%

48%

47%

44%47%

46%

42%

42%42%

40%

36%

36%

35%

35%

29%

28%

25%

IncreaseefficienciesDiscovernewAutomatemanualtasksAccelerateinnovationReducebusinessAutomatecontentWritenewcodeIdentifygrowthImproveriskmanagement

October2023February2024June2024

ideas/insightsoperationalcostsgenerationopportunities

Copyright?2024DeloitteDevelopmentLLC.Allrightsreserved.11

ThemajorityreportsomeuseofGenAIintheirroleasCEO

CEOsprimarilyturntoGenerativeAItoolsforcontentgenerationandresearchneeds

InyourroleasCEO,howareyoupersonallyusingGenAI?

I’veneverusedGenAIatwork.

12%

I’veexperimentedwithGenAIatworkafewtimestobecomefamiliarwithit.

49%

I’mactivelyexperimentingwithGenAItofurtherexploreitscapabilitiesto

enablemyorganization.

25%

I’mregularlyusingGenAItosupportmyjobasCEO.

19%

Note:CEOswereaskedtoselectallthatapply.

Copyright?2024DeloitteDevelopmentLLC.Allrightsreserved.

IfyouareactivelyexperimentingwithorregularlyusingGenAItosupportyourjobasCEO,howareyouusingit?

Content

Generation/

Communications

&Marketing

“Mostlyasafirstdraftforsomething”

Research,Data,Insights

“Fasterprocessingofresearchand

knowledgefromlimitedandtrusted

sources,includinginternal”

Innovation&AILearning

INCREASEEFFICIENCIES

“Currently,ourfocusisprimarilyon

administrativetasks”

“Experimentingwithitforefficienciesandtounderstanditscapabilities”

Businessoperations

“Inourfutureworkforceplanning”

Note:Questioncontainedopen-endedresponse

field,topicsareeditedforclarity.12

13

Geopolitics

TheUSelectionsremainapointofhighfocusforCEOs,andtheyhavevariouswaysofapproachingitsimpactandoutcome.

MostCEOsexpecttaxes(46%),regulation(46%),andinternationaltradeandtariffs(45%)tohavethemostimpactontheirbusinessasaresultofthe

election.Toprepareforanypotentialelectionoutcomes,CEOsarechoosingtofocusonriskmanagement/contingencyplanningandbusiness

operations/strategyadjustment-relatedactivities.Additionally,34%ofCEOsexpectconsumerconfidencetobeaffectedbytheelectionandare

consideringthatdominoeffectontheiroperatingmodels.Stress

managementanddepolarizationeffortsremainconcernsaswell.OneCEOnoted,“Educatingemployeesandclientstobeabletomanagetherealitiesofeitheroutcomefromdayone.”

Copyright?2024DeloitteDevelopmentLLC.Allrightsreserved.

CEOsexpecttheUSelectiontohavethemostimpactontaxes,regulation,andtariffs

ToprepareforNovember,CEOsareprimarilyengaginginscenarioplanningactivities,conductingoperational/strategyreviews,andfocusingoncommunications

WhichofthefollowingareasofyourbusinessdoyouexpecttheUS

electioncouldhavethemostimpact?

Taxes

Regulation

InternationaltradeandtariffsGeopoliticalstability

ConsumerconfidenceImmigration

Laborandemployment/workforceAccesstocapital

Climateandsustainability LocaleconomyTechnology/AIpolicyHealthcare

46%

46%

45%

41% 34%

27%

23%

20% 16% 14% 14% 10%

Note:CEOswereaskedtoselecttheirtop3.

Copyright?2024DeloitteDevelopmentLLC.Allrightsreserved.

Whatmeasuresareyoutaking,ifany,toprepareyourcompanyforthepotentialoutcomesoftheUSelectioncycle?

Diversifyingclients

CrisisplanningParandsupplychains

Contingency\RestructuringReviewoperating

clientsBudgetStrategy/

adjustmentsReturnto

planswithImplementoperationsmodel

Scenario\BusinessOperations&sis

planningRiskStrategyAdjustmentsIndifferent

Countering

misinformation

Focusingoncustomerengagement

Stressmanagementandexternalcomms

Noneyet/

tooearly

Political&Nospecificactions

Management&NOACTIVITYN/A

Contingency

Monitoringpoliticaldevelopments

PlanningRegulatory

Usingunifying

advertisingapproaches

Buildingbridgesanddepolarizationefforts

Communication&Engagement一

PublicRelations

Analyzingcandidates'platformsforimpact

Increasing

non-partisanadvocacy

EMPLOYEEFOCUS&CORPORATECULTURE

Geopolitical&MarketAdjustments

Ensuringno

crucialUStech

inChina

Focusedoncontrollingwhatwecan

Predictiveanalysisontariff/immigrationoutcomes

WorkingonbipartisansupportinWashington

Exploringtax

efficientprocesses

Staying

neutralasa

company

Encouragingemployeestovote/education

Geo

Engagingonbothsidesoftheaisle

bifurcation

MovingsupplychainoutofChina

14

Note:Thesecategoriesweredevelopedbasedonresponsestoopen-endedtextquestions.WhilewehaveattemptedtodisplayCEOs’verbatimcommentswhereverpossible,wehaveabbreviatedsomecommentsintheinterestofspaceandparticipantconfidentiality.

15

Diversity,Equity,

andInclusion

CEOsappearcommittedtoprioritizingdiversity,equityandinclusionoverthenext12months,butcompetingprioritiesandexpectationsarebarrierstosuccess.

FortypercentofCEOsreporttheyarebuildingDEIintotheirstrategicpriorities/goalsasCEO.AssharedbyoneCEO,thismaydemonstrate

awarenessthat"DEIisnotseparateorisolatedfromotheractivities".OtherfocusareasforCEOsincludesettingmeasurabletargetswiththeirexecutiveteam(31%)andprovidingregularupdatestotheirboardonDEIprogress

(30%).WhenaskedaboutbarrierstoadvancingDEIefforts,33%noted

competingpriorities,followedbytalentacquisition/retentionandemployeeengagement(30%).OneCEOdescribedtheirtopbarrieras“differing

expectationsofwhatadvancingDEImeans.”Publicsentiment/reputational

risksandlegalrisksareloweronthelistoftopbarriersforCEOs(14%and

13%,respectively).Despitethesechallenges,severalCEOssharedlarger

aspirationsfortheirefforts,onestating“rebrand(ing)oureffortsasInclusionandBelonging…Wearecommittedtoadiverseworkforce,leadershipteam

andBoard...”Interestingly,noneoftheCEOsreportedthatDEIis“toobigofaproblemforustotackle”whenaskedaboutthe“topthree”barriers.

Copyright?2024DeloitteDevelopmentLLC.Allrightsreserved.

CEOsarefocusingondiversity,equity,andinclusionthroughstrategicpriorities

TopbarrierstoadvancingDEIeffortsarecompetingpriorities,talentacquisition/retention,andmeasurement

WhatwouldyouidentifyasthetopthreebarrierstoadvancingDEIeffortsatyourorganization?

Whichareasrelatedtodiversity,equity,andinclusion(DEI)isyourorganizationprioritizingthemostoverthenext12months?

33%

30%

BuildingDEIintomystrategicpriorities/goalsasCEO

SettingmeasurabletargetswithmyexecutiveteamforprogresstowardsourDEIgoals

Competingpriorities

Talentacquisition/retentionandemployeeengagement

40%

24%

31%

ProvidingregularupdatestomyboardonDEIprogress

ComplexitiesinmeasuringDEIoutcomes

Other

GapsinDEIlearninganddevelopmentPublicbacklash/reputationalrisk

LegalriskFinancialorbudgetaryconstraintsOrganizationalculture

FearofnotgettingitrightLackofbuy-inacrossorganizationSustainability

Toobigofaproblemforustotackle

19%

18% 14% 13%

12% 11% 11%

5% 5%0%

30%

Establishingemployeeresourcegroupsfordifferentidentities

Establishingprogrammingandactivitiestoencourageallyship

EstablishingDEIleadershiptraining(e.g.,inclusivebehaviortraining)

Sample“Other”responses:

?Differing

expectationsonwhatadvancingDEImeans

?Generalpublicsentimentshift

?Lowemployeeturnover

30%

29%

29%

27% 20%

IncorporatingDEIintoourcorporatestrategy,notjusttalentstrategy

DisclosingDEImetricstoouremployees

Sample“Other”responses:

?Helpingcompaniesnavigatethe

politicizationofDEI

?Rebrandingeffortsto“Inclusionand

Belonging”

?Continuingtoworkonhightrustculture

behaviors

Other

DisclosingDEImetricstothepublic

LinkingleadershipDEIgoalstoindividualleaderperformanceandpay

Ensuringatleasthalfofmyboardmembersrepresentmarginalizedidentities

14%

13%

10%

6%

Note:CEOswereaskedtoselecttheirtop3.

16

Copyright?2024DeloitteDevelopmentLLC.Allrightsreserved.

17

CEOroleand

reflections

Copyright?2024DeloitteDevelopmentLLC.Allrightsreserved.

GeopoliticalrisksremainsthetopchallengeforCEOs

Talentandmanaginggrowthemergeasothertopchallengesforleadership

ThebiggestchallengeIfaceasaCEOtodayis:

OvercominginflationarypressuresintheUS,whileinvestinginlongtermgrowth

Managingmultipleinterrelatedgeopoliticalandmacroeconomicrisks

Maintainingtherightbalancefor

theorganizationbetweenfocusontoday'sexigencieswhilebuildingforthefuture

Talent,engagement,cultureis

numberone,maintainingthat

greatculturewithsomanyissuessurroundingus

Theuncertaintygloballyandgeographically,whichmakesbusinesshardtopredict

Juniorstaffmanagementonfullyremoteteams

Note:Topicsinthewordcloudareeditedforclarity.

Copyright?2024DeloitteDevelopmentLLC.Allrightsreserved.