家族辦公室熱潮:東西方差異對比
《家族辦公室熱潮:東西方差異對比》由星展私人銀行委託經濟學人智庫撰寫。
家族辦公室指專為超高淨值資產人士 (UHNWI) 提供個人投資服務的公司,在全球金融市場中的影響力日漸增強。管理顧問安永 (EY) 的調查數據顯示,自2008 年以來,家族辦公室的數量增加了10 倍,目前已達到約10,000 間。
隨着全球億萬富翁人數持續增加,與他們相關的家族辦公室數目、資產及影響力也隨之增加。家族辦公室源自西方富有的英美商人,但過去連續 5 年,卻由亞洲榮膺全球最富裕地區。
本報告以東方(泛指亞洲地區)及西方(歐洲及北美)的家族辦公室為研究對象,對比各自的運作模式,並探討文化、家族及財富創造在其結構和管理方面所擔當的角色。
這項研究建基於廣泛的案例研究,以及以家族辦公室擁有者、經理及顧問作為對象的訪談。我們感謝以下受訪者撥冗參與:
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家族办公室热潮:东西方对比
《家族办公室热潮:东西方对比》研究报告由星展私人银行委托经济学人智库撰写。
家族办公室是指为超高净值人士 (UHNWI) 服务的私人投资公司,在全球金融市场中日益壮大。咨询公司安永 (EY) 的数据显示,家族办公室的数量自2008 年以来增加了 10 倍,目前约有 10,000 家。
随着全球亿万富豪越来越多,家族办公室的数量、资产以及影响力也会不断扩大。家族办公室的传统始于西方,由富有的英美商人开启。然而,亚洲在过去五年蝉联全球最富裕地区。
本报告旨在研究东方(亚洲地区)和西方(欧洲和北美)家族办公室行事的差异,探讨文化、家族和财富创造如何影响家族办公室的结构和管理。
研究的基础包括广泛的案头调研,以及对家族办公室的所有者、经理和顾问进行深入访谈。我们感谢以下受访者的宝贵时间和见解:
陈恩怡,香港 RS 集团主席 Stacy Choong,新加坡卫达仕凯德律师事务所 (Withers KhattarWong) 私人客户和税务业务合伙人 Joseph Falanga,美国优华扬咨询公司 (UHY Advisors) 董事总经理 James Fleming,英国沙艾尔 (Sandaire) 首席执行官 高皓,清华大学五道口金融学院全球家族企业研究中心主任,战略合作与发展办公室主任 James Grubman,美国家族财富咨询 (Family Wealth Consulting) 所有者 Chompan Kulnides,泰国迈奴控股公司 (Minor Holdings) 投资部副总裁 Chris Merry,英国斯通海格 (Stonehage Fleming) 集团首席执行官 Anthony Ritossa 爵士,迪拜里托萨家族办公室(Ritossa Family Office) 主席 Kirby Rosplock,美国塔马林德合伙人 (Tamarind Partners) 创始人 于洪儒教授,中国博泽家族办公室创始人本报告由 Dewi John 撰写,由 Georgia McCafferty 和 Jason Wincuinas 编辑。
Video | The family office boom: Contrasts between East and West
This report examines the different approaches of family offices in the East (the Asia region generally) and West (Europe and North America) and explores the role culture, family and wealth generation play in terms of their structure and management.
家族办公室热潮:东西方对比
《家族办公室热潮:东西方对比》研究报告由星展私人银行委托经济学人智库撰写。
家族办公室是指为超高净值人士 (UHNWI) 服务的私人投资公司,在全球金融市场中日益壮大。咨询公司安永 (EY) 的数据显示,家族办公室的数量自2008 年以来增加了 10 倍,目前约有 10,000 家。
随着全球亿万富豪越来越多,家族办公室的数量、资产以及影响力也会不断扩大。家族办公室的传统始于西方,由富有的英美商人开启。然而,亚洲在过去五年蝉联全球最富裕地区。
本报告旨在研究东方(亚洲地区)和西方(欧洲和北美)家族办公室行事的差异,探讨文化、家族和财富创造如何影响家族办公室的结构和管理。
研究的基础包括广泛的案头调研,以及对家族办公室的所有者、经理和顾问进行深入访谈。我们感谢以下受访者的宝贵时间和见解:
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Video | The family office boom: Contrasts between East and West
This report examines the different approaches of family offices in the East (the Asia region generally) and West (Europe and North America) and explores the role culture, family and wealth generation play in terms of their structure and management.
Video | The family office boom: Key findings
Key findings of the report "The family office boom: Contrasts between East and West"
薪火相传:弥合中国香港、中国内地和新加坡高净值家庭对财富传承的代际思维差异
亚洲高净值人士的数量以及所持有的财富都在增长,不同代际的人有着不同的需求和兴趣。为了分析财富传承规划如何演变,经济学人智库对中国香港、中国内地和新加坡的两个群体——“全球公民”和“企业传承者”进行了研究,并带出以下重点:
- 年轻的高净值人士越来越全球化,他们因为教育、职业或生活方式等原因在国外居住,但他们在不同国家或地区所居住的时间,以及他们是否在不同的司法管辖区拥有居住权和投资,都给财富传承计划增加了复杂性。
- 年轻一代往往希望将家族企业引向新的方向,创建新的部门或建立慈善机构。
- 家族企业不一定要交由家族成员经营才能存续,但制定继任计划却是必需的。
- 随着每一代人的成长,特别是在结婚和离异改变着家庭结构的情况下,大家族如何(或者是否)参与家族企业的经营变得越来越复杂。
- 高净值人士通常希望实现资产多元化;年轻一代则倾向于在财富传承规划中寻求增值,而不仅仅是财富保值。
我们在此感谢以下人士(按照姓氏首字母排序)的宝贵时间和洞见:
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Passing the torch: Bridging mindset gaps between high-net-worth generations...
The population of high-net-worth individuals (HNWIs) in Asia is growing, in terms of numbers and wealth held; it is also evolving as generations today have different needs and interests. To gauge how legacy planning may also be evolving, The Economist Intelligence Unit studied two groups in particular across Hong Kong, mainland China and Singapore—“global citizens” and “business successors”. Research highlighted the following key findings:
Younger HNWIs are increasingly global, living outside home countries for educational, professional or lifestyle reasons, but how much time they spend in different countries, and whether they hold residency and investments in different jurisdictions, has implications that add complexity to legacy planning. Younger generations often wish to take family businesses in new directions, starting new divisions or building philanthropic arms. Family businesses do not need a family member running them in order to survive but they do need a succession plan. How, or even if, extended family are involved in a family business becomes more complicated with each generation, especially as marriages and divorces alter family structures. HNWIs typically look to diversify assets; younger generations tend to seek growth in their legacy planning rather than wealth preservation alone.Our thanks are due to the following individuals (listed alphabetically by surname) for providing their time and insight:
Download the full report to find out more about high-net-worth individuals' perspectives on legacy planning.
The shifting landscape of global wealth: Future-proofing prosperity in a ti...
In some instances the impact of this shift will be shaped by local factors, such as demographic changes. In other instances this shift will reflect shared characteristics, as demonstrated by the greater popularity of overseas investing among younger high-net-worth individuals (HNWIs) brought up in an era of globalisation. Whatever the drivers, the landscape of wealth is changing—from local to global, and from one focused on returns to one founded on personal values.
Despite rising economic concerns and a tradition of investor home bias in large parts of the world, the new landscape of wealth appears less interested in borders. According to a survey commissioned by RBC Wealth Management and conducted by The Economist Intelligence Unit (EIU), younger HNWIs are substantially more enthusiastic about foreign investing. The U.S. is a particularly high-profile example of a country where a long-standing preference for investments in local markets appears set to be transformed.
Click the thumbnail below to download the global executive summary.
Read additional articles from The EIU with detail on the shifting landscape of global wealth in Asia, Canada, the U.S. and UK on RBC's website.
Fintech in ASEAN
To better understand the opportunities and challenges in developing a fintech business in seven ASEAN markets, The Economist Intelligence Unit conducted wide-ranging desk research supplemented by seven in-depth interviews with executives in Australia and ASEAN.
Download report and watch video interview to learn more.
Passing the torch: Bridging mindset gaps between high-net-worth generations in Hong Kong, mainland China and Singapore
The population of high-net-worth individuals (HNWIs) in Asia is growing, in terms of numbers and wealth held; it is also evolving as generations today have different needs and interests. To gauge how legacy planning may also be evolving, The Economist Intelligence Unit studied two groups in particular across Hong Kong, mainland China and Singapore—“global citizens” and “business successors”. Research highlighted the following key findings:
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薪火相传:弥合中国香港、中国内地和新加坡高净值家庭对财富传承的代际思维差异
亚洲高净值人士的数量以及所持有的财富都在增长,不同代际的人有着不同的需求和兴趣。为了分析财富传承规划如何演变,经济学人智库对中国香港、中国内地和新加坡的两个群体——“全球公民”和“企业传承者”进行了研究,并带出以下重点:
年轻的高净值人士越来越全球化,他们因为教育、职业或生活方式等原因在国外居住,但他们在不同国家或地区所居住的时间,以及他们是否在不同的司法管辖区拥有居住权和投资,都给财富传承计划增加了复杂性。 年轻一代往往希望将家族企业引向新的方向,创建新的部门或建立慈善机构。 家族企业不一定要交由家族成员经营才能存续,但制定继任计划却是必需的。 随着每一代人的成长,特别是在结婚和离异改变着家庭结构的情况下,大家族如何(或者是否)参与家族企业的经营变得越来越复杂。 高净值人士通常希望实现资产多元化;年轻一代则倾向于在财富传承规划中寻求增值,而不仅仅是财富保值。我们在此感谢以下人士(按照姓氏首字母排序)的宝贵时间和洞见:
下载完整报告,了解更多高净值人士对财富传承的见解。
The shifting landscape of global wealth: Future-proofing prosperity in a ti...
In some instances the impact of this shift will be shaped by local factors, such as demographic changes. In other instances this shift will reflect shared characteristics, as demonstrated by the greater popularity of overseas investing among younger high-net-worth individuals (HNWIs) brought up in an era of globalisation. Whatever the drivers, the landscape of wealth is changing—from local to global, and from one focused on returns to one founded on personal values.
Despite rising economic concerns and a tradition of investor home bias in large parts of the world, the new landscape of wealth appears less interested in borders. According to a survey commissioned by RBC Wealth Management and conducted by The Economist Intelligence Unit (EIU), younger HNWIs are substantially more enthusiastic about foreign investing. The U.S. is a particularly high-profile example of a country where a long-standing preference for investments in local markets appears set to be transformed.
Click the thumbnail below to download the global executive summary.
Read additional articles from The EIU with detail on the shifting landscape of global wealth in Asia, Canada, the U.S. and UK on RBC's website.
Fintech in ASEAN
To better understand the opportunities and challenges in developing a fintech business in seven ASEAN markets, The Economist Intelligence Unit conducted wide-ranging desk research supplemented by seven in-depth interviews with executives in Australia and ASEAN.
Download report and watch video interview to learn more.
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Steering through collaboration: CFOs driving new priorities for the future
It is well established that the modern CFO has a more strategic role to play in a business, but a clear action plan to achieve this is lacking. A key element of this is helping the business to deal with change. Some changes are planned: launching a new product or service, setting up operations in a new region or acquiring a competitor. Others may be unexpected: a major disruption to supply-chain operations, the emergence of new regulation and legal reporting requirements or the unpredictable impacts of global economic uncertainty.
Either way, when asked about the biggest challenges they face in executing their day-to-day activities, change is a recurring theme, according to a new survey of 800 CFOs and senior finance executives, conducted by The Economist Intelligence Unit. Managing unexpected changes to financial forecasts and adapting finance processes to rapidly evolving business models are top of mind.
Managing unexpected changes to financial forecasts and adapting finance processes to rapidly evolving business models are top challenges finance executives face in executing their day to-day activities.
Finance executives are also concerned with identifying how to align strategic, financial and operational plans towards common objectives and meaningfully analysing data across business units and regions. “All functions are working to meet these challenges and, as a finance head, we have to have visibility across all functions, how they are progressing [towards meeting goals] and ensuring that their direction is in line with overall strategic goals,” says Lalit Malik, CFO of Dabur, an Indian consumer goods manufacturer. It is incumbent upon CFOs therefore to be prepared not only to help their own function navigate uncharted territory, but the rest of the business too. That means breaking down the silos that commonly exist in organisations, in order to collaborate closely across functions, sharing information and data in the pursuit of common objectives.
All functions are working to meet these challenges and, as a finance head, we have to have visibility across all functions, how they are progressing [towards meeting goals] and ensuring that their direction is in line with overall strategic goals - Lalit Malik, CFO of Dabur, an Indian consumer goods manufacturer.
The clear custodian of collaboration
There are a number of reasons why the role of leading cross-company collaboration around steering should fall to the CFO and their team. First, through the activities of budgeting, the finance function is the custodian of the clear, quantitative expression of management expectations and determines how resources such as cash and people will be allocated in order to achieve them. In our survey, 90% of respondents say that finance should facilitate collaborative enterprise planning to ensure that operational plans are aligned with financial and strategic plans.
Second, through performance management, the finance function is the gatekeeper for critical data that illustrate how well—or otherwise—the company is rising to the challenge of change. That includes data relating to sales, supply chain and delivery, which need to be reported back to the business in ways that help drive improved decisionmaking. Our survey reveals that companies in which finance executives feel empowered to drive strategic decisions across business functions are more likely to report a higher financial performance in fiscal year 2016/17 and 2017/18 and anticipate higher growth rates for 2019/20.
Download Complete Executive Summary PDF
Transforming data into action
As businesses generate and manage vast amounts of data, companies have more opportunities to gather data, incorporate insights into business strategy and continuously expand access to data across the organisation. Doing so effectively—leveraging data for strategic objectives—is often easier said than done, however. This report, Transforming data into action: the business outlook for data governance, explores the business contributions of data governance at organisations globally and across industries, the challenges faced in creating useful data governance policies and the opportunities to improve such programmes. Learn more by downloading our whitepaper below.
Rethinking professional services in an age of disruption
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Steering through collaboration: CFOs driving new priorities for the future
It is well established that the modern CFO has a more strategic role to play in a business, but a clear action plan to achieve this is lacking. A key element of this is helping the business to deal with change. Some changes are planned: launching a new product or service, setting up operations in a new region or acquiring a competitor. Others may be unexpected: a major disruption to supply-chain operations, the emergence of new regulation and legal reporting requirements or the unpredictable impacts of global economic uncertainty.
Either way, when asked about the biggest challenges they face in executing their day-to-day activities, change is a recurring theme, according to a new survey of 800 CFOs and senior finance executives, conducted by The Economist Intelligence Unit. Managing unexpected changes to financial forecasts and adapting finance processes to rapidly evolving business models are top of mind.
Managing unexpected changes to financial forecasts and adapting finance processes to rapidly evolving business models are top challenges finance executives face in executing their day to-day activities.
Finance executives are also concerned with identifying how to align strategic, financial and operational plans towards common objectives and meaningfully analysing data across business units and regions. “All functions are working to meet these challenges and, as a finance head, we have to have visibility across all functions, how they are progressing [towards meeting goals] and ensuring that their direction is in line with overall strategic goals,” says Lalit Malik, CFO of Dabur, an Indian consumer goods manufacturer. It is incumbent upon CFOs therefore to be prepared not only to help their own function navigate uncharted territory, but the rest of the business too. That means breaking down the silos that commonly exist in organisations, in order to collaborate closely across functions, sharing information and data in the pursuit of common objectives.
All functions are working to meet these challenges and, as a finance head, we have to have visibility across all functions, how they are progressing [towards meeting goals] and ensuring that their direction is in line with overall strategic goals - Lalit Malik, CFO of Dabur, an Indian consumer goods manufacturer.
The clear custodian of collaboration
There are a number of reasons why the role of leading cross-company collaboration around steering should fall to the CFO and their team. First, through the activities of budgeting, the finance function is the custodian of the clear, quantitative expression of management expectations and determines how resources such as cash and people will be allocated in order to achieve them. In our survey, 90% of respondents say that finance should facilitate collaborative enterprise planning to ensure that operational plans are aligned with financial and strategic plans.
Second, through performance management, the finance function is the gatekeeper for critical data that illustrate how well—or otherwise—the company is rising to the challenge of change. That includes data relating to sales, supply chain and delivery, which need to be reported back to the business in ways that help drive improved decisionmaking. Our survey reveals that companies in which finance executives feel empowered to drive strategic decisions across business functions are more likely to report a higher financial performance in fiscal year 2016/17 and 2017/18 and anticipate higher growth rates for 2019/20.
Download Complete Executive Summary PDF
Transforming data into action
As businesses generate and manage vast amounts of data, companies have more opportunities to gather data, incorporate insights into business strategy and continuously expand access to data across the organisation. Doing so effectively—leveraging data for strategic objectives—is often easier said than done, however. This report, Transforming data into action: the business outlook for data governance, explores the business contributions of data governance at organisations globally and across industries, the challenges faced in creating useful data governance policies and the opportunities to improve such programmes. Learn more by downloading our whitepaper below.
Rethinking professional services in an age of disruption
Reality check-ups: Knowledge gaps in health, wealth, and quality of life - Japanese
「リアリティ・チェック:健康・経済プラン・QOL が映し出す未来像と現実のギャップ」 は、メットライフ生命による協力の下でザ・エコノミスト・インテリジェンス・ユニット(EIU)が作成した報告書である。本報告書の作成にあたっては、8カ国・地域の合計1600 名を対象としたアンケート調査を実施して分析を行った(オーストラリア・中国・香港・インド・日本・マレーシア・韓国・米国)。アンケート調査では、健康、経済プラン、クオリティ・オブ・ライフ(QOL)という3 分野の将来的見通しについて10 項目の質問を準備し、回答者の答えを入手可能なデータや指数ランキング、予測分析と比較した。
今回の調査目的の1 つは、上記3 分野について回答者の基本知識のレベルをテストし、定年後の人生にどの程度備えているのかを評価することだ。調査結果からは、より効果的な健康管理や資産設計のために必要な知識が不足している現状が明らかになった。アンケート全体として見ると、現時点でのデータや予測値に最も近い回答を選択した調査対象者はわずか37%にとどまっている。健康管理・資産設計に関する質問で、最も高い理解レベルを示したのは日本(47%)と韓国(44%)だった。両国は共に人口の急速な高齢化に直面しており、国民がこうした問題に対して高い意識を持っていることがその背景として考えられる。
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Steering through collaboration: CFOs driving new priorities for the future
It is well established that the modern CFO has a more strategic role to play in a business, but a clear action plan to achieve this is lacking. A key element of this is helping the business to deal with change. Some changes are planned: launching a new product or service, setting up operations in a new region or acquiring a competitor. Others may be unexpected: a major disruption to supply-chain operations, the emergence of new regulation and legal reporting requirements or the unpredictable impacts of global economic uncertainty.
Either way, when asked about the biggest challenges they face in executing their day-to-day activities, change is a recurring theme, according to a new survey of 800 CFOs and senior finance executives, conducted by The Economist Intelligence Unit. Managing unexpected changes to financial forecasts and adapting finance processes to rapidly evolving business models are top of mind.
Managing unexpected changes to financial forecasts and adapting finance processes to rapidly evolving business models are top challenges finance executives face in executing their day to-day activities.
Finance executives are also concerned with identifying how to align strategic, financial and operational plans towards common objectives and meaningfully analysing data across business units and regions. “All functions are working to meet these challenges and, as a finance head, we have to have visibility across all functions, how they are progressing [towards meeting goals] and ensuring that their direction is in line with overall strategic goals,” says Lalit Malik, CFO of Dabur, an Indian consumer goods manufacturer. It is incumbent upon CFOs therefore to be prepared not only to help their own function navigate uncharted territory, but the rest of the business too. That means breaking down the silos that commonly exist in organisations, in order to collaborate closely across functions, sharing information and data in the pursuit of common objectives.
All functions are working to meet these challenges and, as a finance head, we have to have visibility across all functions, how they are progressing [towards meeting goals] and ensuring that their direction is in line with overall strategic goals - Lalit Malik, CFO of Dabur, an Indian consumer goods manufacturer.
The clear custodian of collaboration
There are a number of reasons why the role of leading cross-company collaboration around steering should fall to the CFO and their team. First, through the activities of budgeting, the finance function is the custodian of the clear, quantitative expression of management expectations and determines how resources such as cash and people will be allocated in order to achieve them. In our survey, 90% of respondents say that finance should facilitate collaborative enterprise planning to ensure that operational plans are aligned with financial and strategic plans.
Second, through performance management, the finance function is the gatekeeper for critical data that illustrate how well—or otherwise—the company is rising to the challenge of change. That includes data relating to sales, supply chain and delivery, which need to be reported back to the business in ways that help drive improved decisionmaking. Our survey reveals that companies in which finance executives feel empowered to drive strategic decisions across business functions are more likely to report a higher financial performance in fiscal year 2016/17 and 2017/18 and anticipate higher growth rates for 2019/20.
Download Complete Executive Summary PDF
Transforming data into action
As businesses generate and manage vast amounts of data, companies have more opportunities to gather data, incorporate insights into business strategy and continuously expand access to data across the organisation. Doing so effectively—leveraging data for strategic objectives—is often easier said than done, however. This report, Transforming data into action: the business outlook for data governance, explores the business contributions of data governance at organisations globally and across industries, the challenges faced in creating useful data governance policies and the opportunities to improve such programmes. Learn more by downloading our whitepaper below.
Rethinking professional services in an age of disruption
Reality check-ups: Knowledge gaps in health, wealth, and quality of life
Safeguarding one’s wealth and health in today’s modern world is becoming increasingly complicated. Citizens in developed economies continue to face new challenges, such as life-altering financial decisions and retirement, that used to be largely the responsibility of governments and employers. Those living in rapidly-growing economies, where social and economic circumstances are undergoing significant transformations must now similarly deal with unfamiliar financial products such as pensions, investments for retirement, and insurance.
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Steering through collaboration: CFOs driving new priorities for the future
It is well established that the modern CFO has a more strategic role to play in a business, but a clear action plan to achieve this is lacking. A key element of this is helping the business to deal with change. Some changes are planned: launching a new product or service, setting up operations in a new region or acquiring a competitor. Others may be unexpected: a major disruption to supply-chain operations, the emergence of new regulation and legal reporting requirements or the unpredictable impacts of global economic uncertainty.
Either way, when asked about the biggest challenges they face in executing their day-to-day activities, change is a recurring theme, according to a new survey of 800 CFOs and senior finance executives, conducted by The Economist Intelligence Unit. Managing unexpected changes to financial forecasts and adapting finance processes to rapidly evolving business models are top of mind.
Managing unexpected changes to financial forecasts and adapting finance processes to rapidly evolving business models are top challenges finance executives face in executing their day to-day activities.
Finance executives are also concerned with identifying how to align strategic, financial and operational plans towards common objectives and meaningfully analysing data across business units and regions. “All functions are working to meet these challenges and, as a finance head, we have to have visibility across all functions, how they are progressing [towards meeting goals] and ensuring that their direction is in line with overall strategic goals,” says Lalit Malik, CFO of Dabur, an Indian consumer goods manufacturer. It is incumbent upon CFOs therefore to be prepared not only to help their own function navigate uncharted territory, but the rest of the business too. That means breaking down the silos that commonly exist in organisations, in order to collaborate closely across functions, sharing information and data in the pursuit of common objectives.
All functions are working to meet these challenges and, as a finance head, we have to have visibility across all functions, how they are progressing [towards meeting goals] and ensuring that their direction is in line with overall strategic goals - Lalit Malik, CFO of Dabur, an Indian consumer goods manufacturer.
The clear custodian of collaboration
There are a number of reasons why the role of leading cross-company collaboration around steering should fall to the CFO and their team. First, through the activities of budgeting, the finance function is the custodian of the clear, quantitative expression of management expectations and determines how resources such as cash and people will be allocated in order to achieve them. In our survey, 90% of respondents say that finance should facilitate collaborative enterprise planning to ensure that operational plans are aligned with financial and strategic plans.
Second, through performance management, the finance function is the gatekeeper for critical data that illustrate how well—or otherwise—the company is rising to the challenge of change. That includes data relating to sales, supply chain and delivery, which need to be reported back to the business in ways that help drive improved decisionmaking. Our survey reveals that companies in which finance executives feel empowered to drive strategic decisions across business functions are more likely to report a higher financial performance in fiscal year 2016/17 and 2017/18 and anticipate higher growth rates for 2019/20.
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Transforming data into action
As businesses generate and manage vast amounts of data, companies have more opportunities to gather data, incorporate insights into business strategy and continuously expand access to data across the organisation. Doing so effectively—leveraging data for strategic objectives—is often easier said than done, however. This report, Transforming data into action: the business outlook for data governance, explores the business contributions of data governance at organisations globally and across industries, the challenges faced in creating useful data governance policies and the opportunities to improve such programmes. Learn more by downloading our whitepaper below.
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Reality check-ups: Knowledge gaps in health, wealth, and quality of life is an Economist Intelligence Unit (EIU) report supported by MetLife Japan that analyses the results of a survey of 1,600 respondents across eight economies: Australia, China, Hong Kong, India, Japan, Malaysia, South Korea and the United States. The survey asked respondents ten questions on their expectations for their future health, wealth, and quality of life. Their answers were compared against available data, rankings and forecasts.
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