ceo challenge 2004 - agility consulting and trainingagilityconsulting.com/resources/strategic...

executive summary R-1353-04-ES

CEO Challenge 2004Top 10 Challenges

http://www.conference-board.org

Executive SummaryThis Executive Summary by Conference Board research director Linda Barrington, with Board

statistician Henry Silvert, provides an overview of the “Top 10 Challenges” cited by 539 CEO

respondents to this year’s CEO Challenge 2004 Survey, with attention to points of conver-

gence and departure across region, industry, and company size.

All findings and data in this Summary register the collective experience of survey participants

and reflect the overall results of the study, not necessarily the views of individual companies

or CEOs, unless otherwise specifically indicated.

Research ReportThe Conference Board also conducted in-depth interviews with 11 CEOs from multinational

companies, representing diverse industries, about the headlines that dominated the year’s

business press. Each of these CEOs’ companies earns revenues in excess of US$1 billion

and has operations outside its country of origin. Detailed results of the interviews, along with

additional survey data and further analysis of survey respondents’ top priorities, are presented

in the forthcoming Research Report, CEO Challenge 2004: Perspectives and Analysis.

CEO Challenge 2004

Perspectives and Analysis

by Esther V. Rudis

Table of contents

• Top Challenges and Top Priorities

• The Outsourcing and Offshoring Phenomenon

• Flexibility and Learning in an Outsourced/Offshored Universe

• The Spiraling Cost of Healthcare and Benefits

• The State of Executive Compensation and Succession

• Boards and CEOs Adjust to New Realities

• Survey respondent profile

To get the Research Report…members of The Conference Board. For an electronic version of

CEO Challenge 2004: Perspectives and Analysis, go to our

Members Only Web site, www.conference-board.org/challenge.htm

Printed copies of CEO Challenge 2004: Perspectives and Analysis

can also be obtained by contacting Customer Service at 212 339 0345 or

via e-mail at [email protected].

non-members. To purchase an electronic version or printed copy of

CEO Challenge 2004: Perspectives and Analysis, go to our public Web site at

www.conference-board.org Or call customer service at 212 339 0345.

www.conference-board.orgOnline

the conference board creates and disseminates knowledge

about management and the marketplace

to help businesses strengthen their

performance and better serve society.

Working as a global, independent

membership organization in the

public interest, we conduct research,

convene conferences, make forecasts,

assess trends, publish information and

analysis, and bring executives together

to learn from one another.

The Conference Board is a not-

for-profit organization and holds

501 (c) (3) tax-exempt status in

the United States.

acknowledgmentsThe Conference Board gratefully

acknowledges Heidrick & Struggles and

PeopleSoft for their generous support of

this research. The authors thank

Conference Board Publishing staff John

Lumea, Peter Drubin, and Chuck Mitchell

for their valuable creativity and guidance;

we are grateful to Megan Lam and Wennie

Lee for providing research assistance.

sponsors

John Lumea editor

Peter Drubin design

Pam Seenaraine production

http://www.conference-board.org/challenge.htm


CEO Challenge 2004

Top 10 ChallengesThe global economy is no longer experiencing the drag of a sluggish U.S. recovery,

and this is reflected in the results of this year’s CEO Challenge Survey. Asked to indicate

their level of concern about 62 different challenges, 52 percent of the 539 participating CEOs

from around the world indicate that sustained and steady top-line growth is “of greatest

concern”—the highest Challenge category. This is the highest share of responding CEOs

that singled out any one challenge as being of such high concern to them.

Concern with Top-Line Growthis High Among Companies ofDifferent Sizes…The high concern with growth holds regardless of company size, with the most CEOs from each of four revenue categories marking top-line growth as being “of greatest concern”:

• less than $100 million

• $100 million to less than $1 billion

• $1 billion to less than $5 billion

• $5 billion and over

There is also strong agreement across revenue categoriesabout the “next two” most important challenges. CEOsfrom companies in all of these categories place speed, flexibility, adaptability to change and customer loyalty /retention as either second or third in their “top 10” list of challenges that are “of greatest concern” to them.

Within the United States, where the number of respondentsallows for more detailed analysis by size, two challenges—succession planning and vigilance on ethics issues—regis-ter very differently. CEOs of the largest U.S. companies(revenues of $5 billion and over) rate these two challengesas 2nd and 6th, respectively, on their “greatest concern”list. The same challenges rate 13th and 26th, respectively,among CEOs of the smallest U.S. companies (revenuesunder $100 million).

Employee loyalty / commitment / job satisfaction rated 5th

among CEOs of the smallest U.S. companies, but droppedto 16th among CEOs of U.S. companies $5 billion and over.

Top 10 Challenges OverallCite challenge as

Relative being “of greatestranking concern”

1 Sustained and steady top-line growth 52%

2 Speed, flexibility, adaptability to change 42

3 Customer loyalty / retention 41

4 Stimulating innovation / creativity / enabling entrepreneurship 31

5 Cost / ability to innovate 29

6 Availability of talented managers / executives 26

7 Tight cost control 25

8 Succession planning 25

9 Seizing opportunities for expansion / growth in Asia 23

10 Transferring knowledge / ideas / practices within the company 23

CEOs were asked to rate each of 62 challenges

on a scale from 1 to 5, defined as follows:

1 of greatest concern

2 among my chief concerns

3 important, but not a priority

4 not important

5 not relevant to my business

Respondents were allowed to name multiple challenges

as being “of greatest concern.” The “Top 10 Challenges”

are those that received the highest percent of CEOs

marking the challenge as being “of greatest concern.”

CEO Cha l lenge 2004: Top 10 Cha l lenges Execut ive Summar y The Conference Board 3

Less than $100 millionGlobal sales FY03 in US$

Cite challenge as Relative being “of greatestranking Top 10 challenges concern”




4 Stimulating innovation / creativity /

enabling entrepreneurship 37


6 Employee loyalty / commitment /

job satisfaction 28

7 Commercialization of new products 26

8 Transferring knowledge / ideas /

practices within the company 26

9 Availability of talented managers /

executives 25

10 Speed to market 22

$100 million to less than $1 billionGlobal sales FY03 in US$








executives 24




9 Seizing opportunities for expansion /

growth in Asia 22

10 Realizing gains from mergers /

acquisitions / alliances 21

$1 billion to less than $5 billionGlobal sales FY03 in US$











executives 27




growth in Asia 25

$5 billion and overGlobal sales FY03 in US$










executives 33



growth in Asia 30

10 Making investment / capital

allocation decisions 27

4 CEO Cha l lenge 2004: Top 10 Cha l lenges Execut ive Summar y The Conference Board

United States

56%Other*

8

Europe

27

Asia

9

RegionN = 539

* Includes Canada (6%) and Other (2%)

About the survey participantsThe Conference Board mailed and faxed the 3-

page CEO Challenge 2004 Survey to 3000 CEOs

in April 2004. On a scale of 1 (“of greatest

concern”) to 5 (“not relevant to my business”),

CEOs were asked to register their degree of con-

cern with each of 62 challenges. With 539 CEOs

responding, the response rate was 18 percent.

Primary industry

REGION

United Asia Europe States

Manufacturing 29% 39% 39%

Financial services 35 33 12

Other services 35 28 49

(Company size, cont’d)


…Regions…Looking across regions, CEOs in Europe and the UnitedStates most often cite top-line growth as being “of great-est concern.” In Asia, interestingly, growth is edged outby both speed / flexibility / adaptability to change andstimulating innovation / creativity / enabling entrepre-neurship. Among CEO respondents in Asia, 60 percentrate speed / flexibility / adaptability as being “of greatestconcern,” while half rate top-line growth that highly.

Asia


1 Speed, flexibility, adaptability to change 60%



3 Sustained and steady top-line growth 50


executives 47





growth in Asia 36



job satisfaction 32

Europe






5 Stimulating innovation / creativity/



executives 32



growth in Asia 30



10 Making investment / capital

allocation decisions 25

United States









7 Vigilance on ethics issues 23


job satisfaction 22


executives 22



Global sales FY03 in US$

REGION

United Asia Europe States Other Total

< $100 million 18% 15% 24% 2% 19%

$100 million to < $1 billion 42 18 36 29 31

$1 to < $5 billion 20 36 24 43 28

$5 billion and over 20 31 16 26 21

Yes

50%No

50

Is your stockpublicly traded?N = 527

Other Total

40% 38%

38 22

21 40


Manufacturing





growth in Asia 35







9 Lack of pricing power 26


executives 24

Other services









executives 26


job satisfaction 26




10 Short-term performance pressure 22

1 As measured by percent of workforce 55 years or older.

Financial services


1 Speed, flexibility, adaptability to change 46%

2 Sustained and steady top-line growth 45


4 Regulatory compliance 38



executives 31






10 Aligning IT with business goals 25

…and IndustriesComparing different industries, top-line growth is mostoften a top-of-mind issue for CEOs of manufacturing andservices companies. Among CEOs of financial servicescompanies, growth essentially ties for first with speed /flexibility / adaptability and customer loyalty / retention as being “of greatest concern.”

Across Industries, 6 Challenges Are in Everybody’s Top 10While their relative rankings shift around from industry to industry, the same six challenges appear on the top 10 list of all three major industry groups:

sustained and steady top-line growth

speed, flexibility, adaptability to change

stimulating innovation / creativity / enabling entrepreneurship

customer loyalty / retention

cost / ability to innovate

availability of talented managers / executives

While CEOs of both manufacturing and other services companies place succession planning among their top 10 concerns, succession planning does not make the top 10 cut among financial services CEOs. The financial servic-es industry tends to have a younger workforce,1 so thedemographic impact of the eventual exit of the baby boomerworkforce is likely less daunting there and may explain comparatively lower CEO concern over succession planning.

Among manufacturing CEOs, seizing opportunities forexpansion / growth in Asia and lack of pricing power are“of greatest concern” frequently enough to appear amongthe top 10 challenges. These two challenges do not registeramong the top 10 “vote getters” among CEOs of financialor other services companies. Among the challenges manu-facturing CEOs mark as being “of greatest concern,” seiz-ing opportunities in Asia is third only to top-line growthand speed / flexibility / adaptability. For CEOs of financialservices and other services companies, seizing opportuni-ties in Asia ranks 32nd and 16th, respectively, on that meas-ure. (Lack of pricing power ranks 9th on the “greatestconcern” scale among manufacturing CEOs but 39th and25th, respectively, among CEOs of financial and otherservice companies.)

Globalization continues to pressure manufacturers in allregions to reduce costs in lieu of raising prices, and exam-ining Asia for beneficial opportunities is at top of mind forCEOs of manufacturing operations around the globe.2

Are Industry CEOs Different in Different Regions?Comparing the responses of industry CEOs across regionsreveals different levels of concern over challenges relatingto human resources. Although CEOs’ tendency to citelabor relations / satisfying workers’ expectations as being“of greatest concern” varies between regions, the differ-ences between industries—manufacturing (10 percent),financial services (10 percent), other services (13 per-cent)—are very small. But digging deeper into the industrydata reveals that Asia manufacturing CEOs (29 percent)are well over three times more likely than their industrypeers in the United States (8 percent) and Europe (7 per-cent) to indicate the highest level of concern about thatchallenge. Indeed, manufacturing CEOs in Asia registerthe “greatest concern” about labor relations twice as oftenas any industry CEOs by region.

Asian CEOs also express higher concern about the avail-ability of talented managers / executives and transferringknowledge / ideas / practices within the company than dotheir industry peers elsewhere across the globe. Asia isdeveloping rapidly, and top Asian talent is increasinglysought after both by companies located within Asia and by those elsewhere around the world. 2 See Robert H. McGuckin and Matthew Spiegelman (with Xu Jianyi, Liu

Yaodong, and Jiang Yuan), China’s Experience with Productivity and Jobs:

Benefits and Costs of Change, Research Report 1352, The Conference

Board, 2004.

Manu- facturingOther

services

Although industries

are in broad agreement

about the importance

of labor relations / satisfying workers' expectations…

…Asia manufacturing CEOs are

two times more likely than CEOs

in any industry by region to see the

issue as being “of greatest concern”

29%7%

8%

13

Manufacturing

Financial services

Other services

98

125

15

Asia Europe United States Manufacturing N=14 N=56 N=117

Financial services N=17 N=47 N=36

Other services N=17 N=40 N=143

Financial services

Human Resources: The big picture

Relative Cite challenge as overall being “of greatestranking The set of HR challenges in the survey concern”


enabling entrepreneurship 31%


executives 27




job satisfaction 22

24 Managing cross-cultural interactions

(employee / supplier / customer) 15

32 Availability of skilled labor 12

33 Labor relations / satisfying workers’

expectations 11



Are More Successful Companies Different?For a subset of 132 companies, we were able to classify each as more or less successful, based their average return on assets.3 Analysis of these companies with respect tohuman resources challenges reveals an interesting difference.

With the exception of stimulating innovation / creativity /enabling entrepreneurship, CEOs of more successful companies more frequently register each of the humanresources challenges as being “of greatest concern” than do CEOs of less successful companies.

For example, employee loyalty / commitment / job satisfac-tion registers as a top priority—either “of greatest con-cern” or “among my chief concerns”—with two-thirds ofCEOs of both more successful and less successful compa-nies. But CEOs of more successful companies are 50 per-cent more likely to give employee loyalty / commitment /job satisfaction the “greatest concern” rating, while CEOsof less successful companies are 25 percent more likely torate it the lower of the top two choices. Likewise, roughlythe same percent of CEOs of both more successful andless successful companies rate availability of talentedmanagers / executives as a top concern—79 and 76 per-cent, respectively—but CEOs of more successful compa-nies are more than twice as likely to give availability oftop talent the “greatest concern” rating.

What’s Changed in 5 Years?We conducted in-depth interviews about the survey chal-lenges with 11 CEOs around the world.4 The benefit ofsuch conversations is that they surface “whys and where-fores” that enrich the results of the mass-response survey.

In discussing cross-border labor markets and offshoring,these corporate leaders emphasized again and again thateconomic forces will continue to encourage global sourc-ing and that staying competitive is the only option. Buttheir comments make it clear that, while cost-control isnecessary to stay competitive, it is not sufficient. Learning,flexibility, capabilities, new ideas, change—these are allpart of the new competitive equation.

Looking back at our first CEO Challenge, five years ago, confirms this new reality—what CEOs regard as their greatest challenges has undergone a dramatic shift(see table opposite). While the specific wording of man-agement challenges posed in the 1999 survey may havechanged, enough consistency exists to reveal that capabili-ties such as speed, innovation, talent, and knowledge havegained importance.5

CEOs of more successful companies are twice as likely to cite availability of talented managers / executive as being “of greatest concern”

What CEOs say:

of greatest concern

among my chief concerns

important, but not a priority

not important

Note: “More successful companies” are those from a subset of 132 companies (for which

data are available) whose average return on assets over the 2000 - 2003 period was

above the median; “less successful companies” are those that had a below-median return.

More successful

companies (N=58)

Less successful

companies (N=58)

26%

64

19

5 12%

53

21

No executive responded that this challenge is “not relevant to my business.”

3 Responding companies were cross-listed with the S&P database Research

Insight. For the 132 companies for which return on assets information was

available, we computed the average return over the 2000–2003 period.

Those in the top half we label “more successful,” those in the bottom half

we label “less successful.” Most of these are U.S. companies listed on U.S.

stock exchanges.

4 For the detailed results of these interviews, see Esther V. Rudis,

CEO Challenge 2004: Perspectives and Analysis, Research Report 1353,

The Conference Board, 2004.

5 Related Conference Board research supports the notion that companies

are placing a higher priority on innovation and change. Sixty percent of

companies responding to The Conference Board’s 2003 survey on innova-

tion reported that innovation is part of their mission or vision statement;

55 percent reported having expanded their definition of innovation to include

business models, strategies, or processes. Consistent with Challenge CEOs

registering high “concern” around innovation is a further result of that inno-

vation study—56 percent of respondents reported that their companies are

only “moderately” successful in meeting their self-imposed innovation goals.

See Kathryn L. Troy, Making Innovation Work: From Strategy to Practice,

Research Report 1348, The Conference Board, 2004.


Cha

ngin

g Pr

iori

ties

,199

9—20

04

Cite

d as

C

ited

chal

leng

e as

Re

lativ

e 19

99C

EO C

halle

nge

one

ofto

p 3

Rela

tive

2004

CEO

Cha

lleng

e be

ing

“ofg

reat

est

rank

ing

Mar

ketp

lace

cha

lleng

esch

alle

nges

*ra

nkin

gC

halle

nges

cor

resp

ondi

ng to

the

1999

surv

ey

conc

ern”

**

1D

ow

nw

ard

pre

ssu

re o

n p

rice

s4

8%

1L

ack

of

pri

cin

g p

ow

er

17

%

2C

ha

nge

s i

n t

yp

e /

le

ve

l o

fco

mp

eti

tio

n4

32

Regu

lato

ry c

ompl

ianc

e16

3In

du

str

y c

on

so

lid

ati

on

41

3In

du

str

y c

on

so

lid

ati

on

14

4C

ha

ng

ing

te

ch

no

log

y2

54

Ke

ep

ing

up

wit

h n

ew

te

ch

no

log

y12

5S

ho

rta

ge

s o

fke

y s

kills

23

4A

va

ila

bilit

y o

fsk

ille

d l

ab

or

12

6C

ha

nge

s i

n s

up

ply

/ d

istr

ibu

tio

n s

yste

ms

22

6E

ntr

y o

fn

on

-tra

dit

ion

al

co

mp

eti

tors

10

6Ex

chan

ge r

ate

vola

tilit

y1

0

7A

cce

ss t

o /

co

st

of

ca

pit

al

17

7C

ost

of

ca

pit

al

8

8Re

gula

tory

issu

es (

labo

r,m

arke

tac

cess

,etc

.)1

58

Ad

va

ncin

g s

up

ply

ch

ain

au

tom

ati

on

7

8Tr

an

sn

ati

on

al

reg

ula

tory

/ f

air

tra

de

issu

es

7

8Im

pa

ct

of

the

In

tern

et

15

10

Su

pp

ly c

ha

in d

isru

pti

on

s /

co

nti

nge

ncie

s5

8In

sta

bilit

y i

n e

me

rgin

g m

ark

ets

15

10

Insta

bilit

y i

n e

me

rgin

g m

ark

ets

5

11C

urre

ncy

issu

es5

12

Co

mp

eti

tors

' In

tern

et

ca

pa

bilit

ies

4

Man

agem

entc

halle

nges

Cha

lleng

es c

orre

spon

ding

to th

e 19

99su

rvey

1C

usto

me

rlo

ya

lty /

re

ten

tio

n4

0%

1Sp

eed,

flexi

bilit

y,ad

apta

bilit

y to

cha

nge

42

%

2C

usto

me

rlo

ya

lty/

rete

nti

on

41

2M

an

ag

ing

me

rge

rs /

acq

uis

itio

ns /

allia

nce

s3

03

Stim

ulat

ing

inno

vatio

n /

crea

tivity

/ e

nabl

ing

entr

epre

neur

ship

31

3R

ed

ucin

g c

osts

30

4C

ost

/ ab

ility

to

inno

vate

29

4E

ng

ag

ing

em

plo

ye

es i

n t

he

co

mp

an

y's

vis

ion

/ v

alu

es

29

5Av

aila

bilit

y of

tale

nted

man

ager

s /

exec

utiv

es2

6

5In

crea

sing

fle

xibi

lity/

spee

d2

66

Tig

ht

co

st

co

ntr

ol

25

6In

crea

sing

inno

vati

on2

47

Tran

sfer

ring

know

ledg

e /

idea

s /

prac

tices

with

in t

he c

ompa

ny2

3

8E

mp

loye

e l

oya

lty /

co

mm

itm

en

t /

sa

tisfa

cti

on

21

7C

ompe

ting

for

tale

nt2

39

Re

alizi

ng

ga

ins f

rom

me

rge

rs /

acq

uis

itio

ns /

allia

nce

s2

0

8M

ak

ing

in

ve

stm

en

t /

ca

pit

al

allo

ca

tio

n d

ecis

ion

s17

9M

ak

ing

in

ve

stm

en

t /

ca

pit

al

allo

ca

tio

n d

ecis

ion

s2

0

9To

p m

an

age

me

nt

an

d /

or

bo

ard

su

cce

ssio

n9

11M

an

age

me

nt

/ s

ucce

ssio

n17

10

Tran

sfer

ring

kno

wle

dge,

idea

s an

d pr

acti

ces

912

Ma

na

gin

g c

ross-c

ult

ura

l in

tera

cti

on

s

(em

plo

ye

es /

su

pp

lie

r/

cu

sto

me

r)1

5

11C

om

mu

nic

ati

ng

acro

ss c

ult

ure

s6

12

Le

ve

rag

ing

div

ers

ity (

inclu

din

g c

ult

ura

l d

ive

rsit

y)

2

*C

EO

s w

ere

aske

d t

o c

ho

ose

th

e t

op

th

ree

fro

m a

mo

ng

th

e l

ists

in

ea

ch

se

cti

on

.*

*C

EO

Sw

ere

aske

d t

o r

eg

iste

re

ach

ch

alle

nge

on

a s

ca

le o

f1

-5

:

1=

of

gre

ate

st

co

nce

rn

2=

am

on

g m

y c

hie

fco

nce

rns

3 =

im

po

rta

nt,

bu

t n

ot

a p

rio

rity

4=

no

t im

po

rta

nt

5=

no

t re

leva

nt

to m

y b

usin

ess


Com

pari

ng t

he T

op 1

0 C

halle

nges

of

2004

By r

an

k

REG

ION

IND

UST

RYG

LOBA

LSA

LES

FY03

Ove

rall

Uni

ted

Fina

ncia

lO

ther

< $1

00

$100

mill

ion

to$1

billi

on to

$5bi

llion

Cha

lleng

es “

ofgr

eate

stco

ncer

n”ra

nkin

gAs

iaEu

rope

Stat

esM

anuf

actu

ring

serv

ices

serv

ices

mill

ion

< $1

billi

on<

$5bi

llion

and

over

Su

sta

ine

d a

nd

ste

ad

y t

op

-lin

e g

row

th1

31

11

21

11

11

Sp

ee

d,fl

exib

ilit

y,a

da

pta

bilit

y t

o c

ha

nge

21

23

21

33

32

2

Cu

sto

me

rlo

ya

lty /

re

ten

tio

n3

53

25

32

22

33

Sti

mu

lati

ng

in

no

va

tio

n /

cre

ati

vit

y /

en

ab

lin

g e

ntr

ep

ren

eu

rsh

ip4

25

54

84

47

44

Co

st

/ a

bilit

y t

o i

nn

ova

te5

77

47

75

54

55

Ava

ila

bilit

y o

fta

len

ted

ma

na

ge

rs /

exe

cu

tive

s6

46

91

06

69

68

7

Tig

ht

co

st

co

ntr

ol

79

46

58

66

Su

cce

ssio

n p

lan

nin

g8

66

88

57

8

Se

izin

g o

pp

ort

un

itie

s f

or

exp

an

sio

n /

gro

wth

in

Asia

98

83

91

09

Tra

nsfe

rrin

g k

no

wle

dge

/ i

de

as /

pra

cti

ce

s

wit

hin

th

e c

om

pa

ny

10

99

89

Em

plo

ye

e l

oya

lty /

co

mm

itm

en

t /

jo

b s

ati

sfa

cti

on

111

08

76

Sp

ee

d t

o m

ark

et

12

10

Re

alizi

ng

ga

ins f

rom

me

rge

rs /

acq

uis

itio

ns /

allia

nce

s1

31

09

10

Ma

kin

g i

nve

stm

en

t /

ca

pit

al

allo

ca

tio

n d

ecis

ion

s14

10

10

Vig

ila

nce

on

eth

ics i

ssu

es

15

7

Co

mm

erc

ializa

tio

n o

fn

ew

pro

du

cts

16

7

Sh

ort

-te

rm p

erf

orm

an

ce

pre

ssu

re17

10

Alig

nin

g I

Tw

ith

bu

sin

ess g

oa

ls1

81

0

La

ck

of

pri

cin

g p

ow

er

19

9

Re

gu

lato

ry c

om

plia

nce

21

4

©2004 by The Conference Board, Inc.

All rights reserved. Printed in the U.S.A.

ISBN No. 0-8237-0831-4

The Conference Board and the torch logo are

registered trademarks of The Conference Board, Inc.

The Conference Board, Inc.

845 Third Avenue

New York, NY 10022-6679

United States

Tel 212 759 0900

Fax 212 980 7014

www.conference-board.org

The Conference Board Europe

Chaussée de La Hulpe 130, box 11

B-1000 Brussels

Belgium

Tel 32 2 675 5405

Fax 32 2 675 0395

www.conference-board.org/europe.htm

The Conference Board Asia-Pacific

2502C Admiralty Centre, Tower 1

18 Harcourt Road

Hong Kong SAR

Tel 011 852 2804 1000

Fax 011 852 2869 1403

The Conference Board of Canada

255 Smyth Road

Ottawa, Ontario K1H-8M7

Canada

Tel 613 526 3280

Fax 613 526 4857

www.conferenceboard.ca

This document is printed on recycled paper.

Related Conference Board PublicationsChina’s Experience with Productivity and Jobs: Benefits and Costs of ChangeResearch Report 1352, 2004

Making Innovation Work: From Strategy to PracticeResearch Report and Executive Summary 1348, 2004

Top Executive Compensation in 2002Research Report and Executive Summary 1340, 2003

The Conference Board Commission on Public Trust andPrivate Enterprise: Findings and RecommendationsSpecial Report and Executive Summary, 2003

about the sponsorsis the world leader in senior-level

executive search and a provider of leadership development services,

including executive assessment and professional development. For

over 50 years, Heidrick & Struggles has been dedicated to building

strong companies and effective leaders. Heidrick & Struggles operates

from principal business centers in North America, Latin America,

Europe, and Asia-Pacific.

provides enterprise application software to

12,200 customers in more than 25 industries and 150 countries.

PeopleSoft’s HCM (human capital management) suite is aimed at

helping companies to improve workforce performance, reduce

administrative HR costs, and streamline employee access to key

corporate services and self-service personnel data.


http://www.conference-board.org/europe.htm

http://www.conferenceboard.ca

ceo challenge 2004 - agility consulting and trainingagilityconsulting.com/resources/strategic...

Documents