The World Economic Forum measures countries' application of information and communication technologies (ICT), which power productivity gains and social development. The 2015 rankings were determined through a network-readiness index comprising 10 political, economic, environmental and social metrics.
In just a few decades, Singapore has emerged as a leader in ICT. It stands out in three areas in particular.
The country's market and regulatory framework (1-7, 7 being the best)
New Zealand: 5.7
Hong Kong: 5.5
Economic and social impacts that stem from ICT
South Korea; U.S.: 5.6
Current and projected use of ICT by individuals, government and business
Norway, Denmark, U.S.: 5.7
Switzerland, U.K., U.A.E.: 5.6
of information technology decision-makers (ITDM) believe big data will give them a competitive advantage.
But the cost of analyzing big data can be exorbitant.
The portion of decision-makers expressing surprise at costs:
of ITDMs who don't use big data and don't intend to say cost is the prohibitive factor.
The Internet and digital technologies have redefined the global business landscape—but their benefits have yet to reach billions of people.
of the world's population has never gone online.
people can't access a mobile network.
97% of global energy and utility executives expect a medium or high amount of disruption in their home market by 2020.
expect their home market to be transformed by 2030.
In health care:
70% of global health care organizations will invest in consumer-facing apps and wearable tech by 2018.
of U.S. health care transactions will be made via a mobile device by 2018.
In the workforce:
More people are now leaving the Organisation for Economic Co-operation and Development-member workforce than joining it... yet 44% of companies have done nothing yet to address the issue.
Companies identify these challenges in managing the aging workforce:
Understanding employee intentions
Multiple stakeholders to manage
Higher priority items
A true reinvention calls for engagement at all levels of an organization—but it too often falters in middle man- agement, which is perpetually frustrated by a lack of mobility and decision rights.
Only 3% of middle managers are motivated to deliver results by the prospect of climbing the ladder—possibly because of a perceived lack of opportunity or a disconnect between hard work and promotions.
48% say they might get promoted in the next three years.
37% think they will not get promoted.
15% think they will be promoted.
Would not be satisfied at their current level for the next five years.
find it very important to move up.
find it somewhat important.
Though middle managers are not overwhelmingly confident in their ability to move up, they aspire to higher-level work at the following organizational levels:
Middle managers rank the following as their primary causes for frustration at work:
Inspiration is one of the primary ways a leader can produce results. But to inspire managers, executives need to interact with them directly.
Source: PwC Global Power & Utilities Survey 2015; IDC Health Insights
Source: World Economic Forum, 2015 Global Information Technology Report; VansonBourne, Big Data Technology Market Research