Agenda Magazine - Issue 7

Agenda Magazine - Issue 7


32 pages
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Agenda est le magazine international de KPMG destiné aux décideurs. Il décrypte dans chaque numéro les problématiques d’actualité en matière de croissance, de performance et de gouvernance, intégrant des témoignages du monde entier.
Au sommaire de ce numéro :

* "India has showed the world how to manage an economy"
Infrastructure king GM Rao on why the West gets governance wrong
* M&A
Making deals that deliver value, not headlines
* Growth
Are you selecting the wrong kind of CEOs ?
* Power
Why it’s time to rethink your energy supply
* China
Understanding the world’s first economic superpower



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Publié le 01 juin 2011
Nombre de lectures 152
Langue English
Poids de l'ouvrage 2 Mo
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Issue 7 / April/May 2011 Agenda Insights into growth, performance and governance “I ndia has showed the world how to manage an economy’’ Infrastructure king GM Rao on why the West gets governance wrong p8 M&A p17 Growth p26 Power p22 China Making deals Are you Why it’s time Understanding that deliver selecting the to rethink the world’s value, not wrong kind your energy first economic headlines of CEOs? supply superpower © 2011 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. Business is complex. Our goal is to help you cut through that. By cutting through complexity, we believe we can help you preserve and create value for your investors in the long run. What do we mean by this? We certainly don’t mean simplifying things. Robust businesses have a clear, coherent strategy. But that strategy must be validated by your experience of the real world. That experience can take many forms: sales data, market analysis or gut instinct. But especially in times of uncertainty, even good companies can make piecemeal changes and lose sight of the big picture. The CEO or CFO of a global company headquartered in North America or Europe may be less optimistic than their counterpart with a head office in Delhi or Shanghai. If you can see past the famous twin impostors – triumph and disaster – and keep the bigger picture in mind, you will be better placed to take advantage of the upswing. The most startling global economic shift is the growth of China and India – an issue explored in detail in this edition of Agenda. China is already the world’s second-largest economy. In the next year, it will again become the world’s largest manufacturer – a position it last held in 1830. So to refer to China and India as “emerging markets” is nonsensical. They have emerged. We are too quick, today, to hail every trend as revolutionary, but this Alan Bucklemagnitude of change is experienced once in a lifetime. Our aim Global Head of Advisory, KPMGin this issue is to help you understand the implications for your business today and in the future. Alan Buckle Global Head of Advisory, KPMG 2 © 2011 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. Agenda April/May 2011 Contents 26 Unclear power With the future so uncertain, CEOs 12 who don’t rethink their energy strategy may find their business model becomes obsolete Inside 04 F oresight Why location-based technology could revolutionize finance 06 Ones to watch18 Their records are impeccable – but these five leaders face challenges 08 Best practice You’ve spotted the synergies, so R edefining capital why does M&A often fail to deliver? The Dark Ages decimated the 12 K eys to successglobal banking system. Will Basel III GM Rao on powering India’s growth have a similar effect on the way – and his recipe for the futuremultinationals raise money? 16 Acumen The wind power giant conquering China one turbine at a time 17 L earning curve Why it’s time to look beyond 22 finance for your next CEO 18 The great debate Where will capital come from in future? Three specialists explain Business in China 21 Competitive edge Forget the stereotypes about The Japanese retail maverick quality – Chinese companies have inspired by JFK and James Cagney their sights set on being more than 22 T en issuesjust the world’s assembly line What you don’t understand about Chinese business 26 T he big issue Why every business must review Cover photos: Atul Loke, Prisma Bildagentur/Alamy. This page: Bloomberg/Getty Images, The Bridgeman Art Library its energy costs, use and supplies 30 Left fieldAgenda: Insights into growth, performance and governance is published by Haymarket Network, Teddington Studios, Broom Road, Teddington, Middlesex TW11 9BE, UK on behalf of KPMG International. Editor Paul Simpson How Trotsky’s winter of discontent Managing Editor Robert Jeffery Production Editor Sarah Dyson Art Editor Jo Jennings Senior Designer Paul Frost Sub Editors Ben Beasley-Murray, Peter Bradley Staff Writer Katie Jacobs Picture Editors Dominique Campbell, can help you manage changeJenny Quiggin Group Production Manager Jane Grist Production Manager Hannah Pettifor Senior Account Manager Caroline Watson Group Art Director Martin Tullett Editorial Director Simon Kanter Managing Director, Haymarket Network Andrew Taplin Reproduction Haymarket Prepress. No part of this publication may be copied 31 AOB or reproduced without the prior permission of KPMG International and the publisher. Every care has been taken in the preparation of this magazine but Haymarket Network cannot be held responsible for the accuracy of the Forensic: bringing CSI skills into information herein or any consequence arising from it. Views expressed by contributors may not reflect the views of Haymarket Network or KPMG International or KPMG member firms. the boardroom 3 © 2011 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated. Agenda April/May 2011 Foresight Dialling up a new global currency For digitally savvy businesses, using technology to track customers is just the start… hey may not have built it on customer relationships based on real-time Smart companies can use rock ’n’ roll, but most people interaction. ShopKick’s hard-wiring of business intelligence to consider their city or neck venues – so far, partners include Macy’s, target high-yield customers T of the woods to be theirs – Best Buy and shopping malls in US a place they know. But what if the precisely and at little cost capitals – has put it in the forefront. reverse were true? What if people lived This new world won’t just favor in a place that knows them? retail giants. Suresh Sood, a social media We’re careering towards intelligent expert at the University of Technology, urban ecosystems that sense our Sydney, says the splintering of business- movement, detect our passage and will technology. When a user of Foursquare consumer communication according to the recognize patterns of movement, even arrives at a particular location such as device being used (smartphone or tablet, predicting where we’re going. A skin a restaurant and launches the app, the for example) will create a ‘splinternet’. of sensors laid over a city will inform phone’s GPS locates them. The user checks Any smart company can use rich business itself wirelessly, collecting metrics that in to see if friends are around, to read tips intelligence to target high-yield customers profile people’s behavior through their and comments left by others, and discover precisely and at little cost. smartphones. Researchers such as if the venue has any special offers. Location is the holy grail of targeted Sense Networks are harbingers of a An app called ShopKick aligns these advertising.