PwC’s 2015 Global Operations Survey – Reimagining operations
Friday, 04 December 2015
PwC recently surveyed more than 1,200 COOs and operations executives on how they are changing the face of operations. Most don’t think of operations functions as mere utilities. Instead, they see new opportunities to become drivers of company strategy.
It’s true in the developed market countries, and we’re finding it’s equally true in the growth markets. Today’s operations teams[i] need reimagining. They need more people who are adept at creating the enterprise ‘fabric’ (social, process, technological) to deliver what customers truly value.
In our latest Global Operations Survey 61% of operations leaders said that cross-functional collaboration has the greatest potential for helping the company reach its strategic goals.
In the growth markets, most expect changes in customer behaviour to become a disruptive factor for their industry in the next five years (67%). Nearly the same number (64%) say that understanding what customers value is already a challenge for their own company operations. Yet just a third (32%) feel very confident that their operations are designed to give their customers value and a distinctive experience, now or even three years from now.
Operations leaders in growth markets should pay special attention to having a seat at the table in strategy and project funding decisions so that operations isn't just a utility, but truly central to delivering customer value and fulfilling the strategy.
This can help leaders continually strengthen and reinforce what makes the company unique. When you do this, it will be hard for anyone else to copy your customers’ experience.
You can read more about the findings here.
Base: Growth markets = 430; Developed markets = 832. Growth markets include Brazil, China, Hong Kong, India, Mexico, Qatar, Saudi Arabia, South Africa and UAE. Developed markets include Austria, Australia, Belgium, Canada, France, Germany, Japan, Netherlands, Singapore, UK, and the US.
[i] When we talk about operations we mean both core and support. Core operations typically include: product, services and technology development, marketing and sales, customer services and support, sourcing/procurement, supply chain, manufacturing, and production. Support operations typically include: governance, human resources, information technology, legal, finance, and data analytics.