Government/Business evolution
{"Image DocumentName": "Government/Business evolution", "Image ImageDescription": "Coca-Cola Company invest millions in an alliance between USAID and local bottling facilities in Africa, Asia and South America to conserve water resources. Starbucks Corporation work with Verde Ventures, Calvert Foundation, EcoLogic Finance, Conservation International and USAID to finance more than  12m in loans for rural entrepreneurs in Latin & Central America. MTV provide technological resources to a  13m alliance between USAID and MTV Europe Foundation to increase awareness and prevent trafficking of women and children for forced labour and sexual abuse. The CEO Survey, based on contact with more than 1150 company leaders and government officials from 50 countries, shows collaboration at work in everything from the pursuit of talent and technological innovation to organizational dynamics and regulatory harmonization. The mitigation of global risks requires extensive collaborative innovation between the public and private sectors. The need to tackle climate change is identified as a global concern that demands a collaborative approach. A growing number of CEOs are willing to commit to government-led action. 82% of CEOs agree or agree strongly that governments should lead the effort to address environment. Asian CEOs - 90% - are particularly convinced that governments should take the initiative. 73% agree or agree strongly that business needs to collaborate more with industry peers and business partners in mitigating climate change. The survey was conducted before the financial turbulence of recent weeks, but the global risk that CEOs had already singled out as their greatest concern was economic downturn. Despite this, or because of this, they put value on increased collaboration. They go in with their eyes open. Competition is not vanishing. The key to getting the most out of collaboration is deciding how to balance it with competition and how to infuse collaboration with traditional management discipline. Samuel A. DiPiazza, Chief Executive Officer, PwC International, says, More than ever, executives are being challenged to evaluate whether their companies are fully exploiting the power of their global networks. (PwC, 2008, p.i ). More than half of all CEOs (57%) believe that collaborative networks will play a major role in the way that companies will operate in the future - only 17% agree or agree strongly that the costs and risks of networks currently outweighs the benefits. Asia Pacific CEOs are particularly convinced about their value - Indian CEOs (83%) are particularly open to the idea that collaborative networks will be a defining organizational principle of business . Chinese CEOs are less convinced, but are close to the global average, indicating that a history of central planning does not preclude willingness to collaborate. Stone Soup: more than stones? The evidence highlights challenges: networks are mainly used to accomplish soft goals such as the advancement of learning and sharing best practice, rather than to enhance products and services - 37% still regard the establishment of networks as a secondary activity, suggesting that they have yet to exploit the full potential of collaboration. Although many CEOs recognise the value of collaboration, they haven\u2019t embraced the concept in practice, particularly when it directly affects the bottom-line. Most companies are still using collaborative networks on an opportunistic basis. Although CEOs report that is relatively easy to recruit people who can collaborate, they also say that lack of collaboration across functions is a major organizational barrier to managing change. Interviewed for the survey, Richard Wakeford, Director General, Environment, Scottish Government, says, Public-private collaborative ventures can founder on a lack of understanding of each other\u2019s respective objectives. They depend on respect by the private sector of legitimate public goods, and sensitivity by regulators to the needs of business. But the PwC survey concludes that a more strategic approach will emerge, and that tomorrow\u2019s networks will increasingly be initiated at the top, rather than developed on an ad hoc basis to take care of a company\u2019s immediate needs. CEOs are more enthusiastic about soft networks. Networks for creating and sharing knowledge are seen as a quite or very effective by 75% of CEOs- and networks for sharing best practice are seen in the same light (70%). Even though on the whole CEOs see development of networks as a secondary activity, the research also shows that in the technology and media sectors, companies are already collaborating with multiple stakeholders to develop or refine business models. As experience with networks grows, their use in all industries is likely to increase. The reasons behind these investments are straightforward: self-interest. Companies that rely on the natural resources and human capital of emerging markets are investing and instituting sustainable development practices and education initiatives in partnership with the U.S. government because both government foreign assistance programs and companies alike are dependent on the global economy. Because of this reliance, both the public and private sector are motivated to act. James Thompson, US State Department.", "Image XResolution": "37", "Image YResolution": "37", "Image ResolutionUnit": "Pixels/Centimeter", "Image Software": "SlidePlayer", "Image YCbCrPositioning": "Centered"}