164 Page 5 of 170 EXECUTIVE SUMMARY Europe 2020 The Strategic Initiative for Europe The National Strategy on Digital Agenda for Romania targets directly the ICT sector, aims
%)The lowest share of households with Internet connection is in the North East (45.7%)and South Muntenia (47.2%)The main segments of Internet users opposite to their occupational status are skilled those of/unskilled workers (20%
x x to be elaborated Pilot incubator programme x x x x 1 Elaboration of further pilot projects x x to be elaborated 1-professional supervisor and controller;
the impact of legacy ICT Part Five 31 Figure 10 Lessons from the prescription pricing service Lessons Commentary Senior management ownership of IT risk leads to proactive decisions
The Service Corps of Retired Executives (SCORE consisting of retired business people, offers training as well as free business consultation.
Typical trustmark systems consist of an accreditation mechanism with an independent supervisor for an online trader to meet the trustmark's requirements (including creditworthiness, security mechanisms, price transparency, provision of information, customer service, data protection
Strong community commitment is evident in the design of the Living Lab and the current operations as the glue between all the Executive Summary 7 stakeholders.
According to the survey the top five countries ranked by executives include the USA, Switzerland, Finland, UK and Sweden.
The Executive Board Committee of ENOLL has decided during Open ENOLL 2014 and General assembly in Amsterdam (3-6 september 2014) that Open ENOLL 2015 and General assembly will be organised at the Basaksehir Living Lab between 25-29 august 2015.
Many executives in corporations have lost trust in their own marketing and IT departments that have been unable to realise digital innovation across companies.
and the Executive Committee European Institute of Innovation and Technology daria. tataj@eit. europa. eu 71 Creating Ecosystems for Open Innovation in European Large-scale Research
and the ongoing quest for increased business impact, namely the Executive Industry Board. The role of this Board was to ensure the commitment of the major industrial stakeholders,
The rationale behind such design was to assist the low-skilled workers and to prepare better qualified labor force for the future all over the nation.
As a result, this project provided free insulation for over 2 million homes as well as employment opportunities for predominantly less skilled workers.
and innovative in creating jobs for the seriously affected low skilled workers and at the same time improving educational infrastructure with long lasting effect.
4 measures to place the low-skilled workers in building school infrastructure and energy-efficiency ceiling installation apparently took effect.
Moreover, a recent Accenture survey (2) of senior executives in the US and Europe indicated that 93%of executives surveyed regard their company's long-term success to be dependent on its ability to innovate.
Only 18, %however, believe that their own innovation strategy is delivering a competitive advantage. Open-innovation thinking and extensive academic research consistently uphold the need for new innovation models that can potentially take us beyond the boundaries of the notion of
and the large network of potential labourers'(5). This sits comfortably with Chesbrough's idea that‘firms can
'Two executives came up with the idea for enhancing the company's tax preparation software for tax 132 O P E N I N N O V A t I O N y
and much uncertainty, the executives of both companies shared a common belief, that if their talented people were put together in a tech-related business development project,
3 Executive Summary...4 1 Setting the scene: study background and objectives...8 2 Research concept...
A comprehensive study by the World Economic Forum provides important insights about growth determinants and strategies of young companies, based on 70 executive cases from 22 different countries and surveys
says Accelerace senior management consultant Rebecca Scheel the applying companies need to be at the right development stage
carefully selected independent companies run by internationally proven entrepreneurs and executives.(.The Accelerators are not consultants--they are co-entrepreneurs who invest in the companies they work with to guarantee common goals
the Executive Training Programme to link talented undergraduates from Singapore universities with growth-oriented SMES;
improved support to spin-offs by executives and employees of large enterprises; enabling start-ups at home and expanding the infrastructure for one-person creative enterprises;
and 45 Executive Development Scholarships were awarded. The Business Advisors Programme was created to attach experienced professionals, managers, executives and technicians as business advisors to potential high-growth SMES.
In 2009,93 business advisors were matched with 63 SMES. The Executive Training Programme helps SMES groom the next generation of potential business leaders by linking talented undergraduates from Singapore's universities
with growth-oriented SMES. There were 332 trainees matched to 265 companies in 2009. In mid-2010, close to 30 million Singapore dollars were allocated to the Management Associate Partnership (MAP) Initiative
The CEO, Jayaraman, joined the Asia-Pacific Executive Master of business administration Programme at the National University of Singapore through SPRING's Advanced Management Programme.
Specific items include e g. management change, lack of skilled workers, too low distribution of risk, lack of experience with export markets.
carefully selected independent companies run by internationally proven entrepreneurs and executives. These Accelerators help the best
3 Executive Summary...4 1 Setting the scene: study background and objectives...8 2 Research concept...
A comprehensive study by the World Economic Forum provides important insights about growth determinants and strategies of young companies, based on 70 executive cases from 22 different countries and surveys
says Accelerace senior management consultant Rebecca Scheel the applying companies need to be at the right development stage
carefully selected independent companies run by internationally proven entrepreneurs and executives.(.The Accelerators are not consultants--they are co-entrepreneurs who invest in the companies they work with to guarantee common goals
the Executive Training Programme to link talented undergraduates from Singapore universities with growth-oriented SMES;
improved support to spin-offs by executives and employees of large enterprises; enabling start-ups at home and expanding the infrastructure for one-person creative enterprises;
and 45 Executive Development Scholarships were awarded. The Business Advisors Programme was created to attach experienced professionals, managers, executives and technicians as business advisors to potential high-growth SMES.
In 2009,93 business advisors were matched with 63 SMES. The Executive Training Programme helps SMES groom the next generation of potential business leaders by linking talented undergraduates from Singapore's universities
with growth-oriented SMES. There were 332 trainees matched to 265 companies in 2009. In mid-2010, close to 30 million Singapore dollars were allocated to the Management Associate Partnership (MAP) Initiative
The CEO, Jayaraman, joined the Asia-Pacific Executive Master of business administration Programme at the National University of Singapore through SPRING's Advanced Management Programme.
Specific items include e g. management change, lack of skilled workers, too low distribution of risk, lack of experience with export markets.
carefully selected independent companies run by internationally proven entrepreneurs and executives. These Accelerators help the best
Executive Summary 4 Executive Summary If we take a look on the allocation of relevant RDI subsidies sector by sector,
List of Tables 06 List of Maps 06 Foreword 07 Executive Summary 08 Section 1:
Health Service Executive ICT Information & Communications technology ICZM Integrated Coastal Zone Management IDA Industrial Development Agency INTERREG EU Community Initiative that helps Europe
John Cummins Cathaoirleach July 2010 Regional Planning Guidelines for the Southeast Region 2010-2022 89 Executive Summary Executive Summary The Southeast Regional Authority
This Executive Summary summarises each Section of the Guidelines. Section 1 Section 1 sets out the legislative framework for regional and national policy covering planning and environmental issues.
Regional Planning Guidelines for the Southeast Region 2010-2022 Executive Summary 9 The population targets for each local authority area and for the main settlements in the region are set out in the tables below:
DUNGARVAN 8, 362 10,000 11,600 13,400 Regional Planning Guidelines for the Southeast Region 2010-2022 Executive Summary Specific sections on the Gateway, Hubs, County towns
The Climate Change Strategy will seek to achieve the 40%renewable energy target for 2020 set by Government. 10 11 Regional Planning Guidelines for the Southeast Region 2010-2022 Executive
Guidelines for the Southeast Region 2010-2022 Executive Summary Section 9 The key message of Section 9 is integrated that an approach to river catchment management is essential to manage
or informal institutional structures to coordinate and optimise planning and delivery. 7. 1 Health care The health service in the Southeast is managed by the Health Service Executive,
-Ingegneria dei Sistemi S. p. A Professor Rüdiger Iden, Senior vice president, BASF SE Jan Lamser, Member of Board of directors and Senior Executive Offi cer, CSOB
of Board of directors and Senior Executive Offi cer, CSOB Bank (member of KBC Group) Professor Rüdiger Iden, Senior vice president, BASF SE Dr Anne Stenros, Design
60 Executive summary The Europe 2020 Strategy for smart, sustainable and inclusive growth sets out the targets that the European union is to meet by the year 2020 in the fields of research and innovation, climate change
60 Executive summary The Europe 2020 Strategy for smart, sustainable and inclusive growth sets out the targets that the European union is to meet by the year 2020 in the fields of research and innovation, climate change
86 5 Executive Summary I. The aim of the Europe 2020 Strategy, launched in 2010,
where the West has a comparative advantage in highly skilled workers (proxied those with a tertiary education).
441), and in 2010 was the fourth region number of students enrolled in foreman education (523.
A large proportion of blue collar or low skilled workers commute to the production plant from surrounding areas
and Innovation Executive unit for financing research, development and innovation National institutes for research and development in fields such as:
The Executive Committee manages and controls the administration of Enterprise Ireland's budget, monitors progress against organizational targets,
Lack of skilled workers who can operate mid and high-tech machines limits the growth potential of firms
ruggero@schleicher--tappeser. eu The EU Smart Grids Debate 4 Executive Summary New information and control technologies (ICT) are about to fundamentally transform the electricity sector after having profoundly changed so many other industries.
RESEARCH AND INNOVATION STRATEGY FOR SMART SPECIALISATION (RIS3) OF CASTILLA Y LEON 2014-2020 EXECUTIVE SUMMARY The Research and Innovation S t r a t e g y
SPECIALISATION (RIS3) OF CASTILLA Y LEON 2014-2020 EXECUTIVE SUMMARY INTRODUCTION 1 A MAIN FACTS & FIGURES OF CASTILLA Y LEÓN 3 Territorial framework
this has been accompanied by new relationships between senior management and the‘shop floor'and with members. In addition these new approaches have resulted often in either de jure
148 SMES, Entrepreneurship and Innovation OECD 2010 15 Executive Summary Innovation is one of the most fundamental processes underpinning economic growth, the driver of growth in output per unit of labour
The data also show substantial EXECUTIVE SUMMARY SMES, ENTREPRENEURSHIP AND INNOVATION OECD 2010 17 shares of total activity accounted for by each of the sub-categories of micro,
i e. those where R&d intensity, basic university research and highly-skilled workers are most important. This is associated with important local knowledge spillovers in these sectors.
The key characteristic of social EXECUTIVE SUMMARY SMES, ENTREPRENEURSHIP AND INNOVATION OECD 2010 19 entrepreneurship is that it aims to provide innovative solutions to unsolved social problems through some form of business.
and supporting SMES in EXECUTIVE SUMMARY SMES, ENTREPRENEURSHIP AND INNOVATION OECD 2010 21 their efforts to upgrade their R&d,
and seed funding programmes for individuals in EXECUTIVE SUMMARY SMES, E 22 NTREPRENEURSHIP AND INNOVATION OECD 2010 the early phases of social entrepreneurship projects.
and attraction of overseas skilled workers are three of the main channels through which global knowledge flows can revitalise local innovation systems. 3. KNOWLEDGE FLOWS SMES,
basic university research and highly-skilled workers are most important. For example, in the United states, knowledge-driven industries such as semiconductors, process
The attraction of foreign skilled workers Renowned examples of attractive local economies, such as Silicon valley and Austin in the United states or Dublin in Europe, are witness to the importance of attracting foreign highskilled workers to stimulate entrepreneurship.
For receiving places, the inflow of foreign talent has positive effects on the number of skilled workers
or skilled workers of the foreign affiliate to set out their own business. As to university spin-offs, the gap between technological invention and commercial innovation should be bridged through proof-of-concept support for testing the technical and commercial viability of early-stage innovative ideas,
All firms (apart from those employing apprentices) pay this apprenticeship tax (Stone and Braidford, 2008.
escalating from about 120 000 apprentices in 1995 to over 400 000 by 2003. The numbers in Australian Apprenticeships represent 3. 5%of the working population
People climate Societal factors other than mere economic opportunities able to influence the decision of skilled workers about where to live and work.
In March 2013, the EU executive, spearheaded by the commissioner for the Digital Agenda, Neelie Kroes, launched the Grand Coalition for Digital Jobs
Five policy areas The EU executive has identified five ICT policy themes that need to be addressed by the member organisations and EU officials:
Keeping the momentum A Commission spokesperson told Euractiv that the EU's executive is definitely viewing the Grand Coalition initiative as a success so far.
the ICT sector will be in a desperate need for skilled workers, according to experts. But how big the skills gap will be is impossible to forecast in an ever-changing business environment.
Commission Vice-president Neelie Kroes is in charge of the executive's wide ranging digital agenda, which is held by supporters to be an integral part of Europe's economic recovery.
European commission, DG Research (PROJECT MANAGER) About TEPSIE 3 Executive summary 4 Introduction 8 Defining social innovation 10 TEPSIE's definition of social innovation
AND RESEARCH Executive summary Although the field of social innovation is developing rapidly, at the time TEPSIE started in 2012,
in case of conflict, can be addressed to the European Data protection Supervisor (EDPS) at www. edps. europa. eu. European commission EUR 26224 EN Joint Research Centre Institute for Prospective Technological Studies
i) the Context Executive (CE) Module which interfaces with other entities/context clients,(ii) the Context Processing (CP) Module which implements the core internal operations related to the context processing
and (iv) the Context Flow Controller (CFC) which performs context flow optimization activities (see Fig. 3). Fig. 3. Context Information Service Platform The Context Executive Module
The Context Information Base (CIB) provides flexible storage capabilities, in support of the Context Executive and Context Processor modules.
The Context Flow Controller configures the Context Processing and Context Executive Modules based on the requirements of the Management Application and the general guidelines from the Orchestration Plane.
A so-called Supervisor and Security Module (not shown for clarity reason in Fig. 2) is embedded in each Cognitive Manager supervising the whole Cognitive Manager and,
As family firms are managed often by key family member executives, often only a few are involved in the decisionmaking process.
Academy of Management Executive, 15 (1), 64 80. Brush, CG, & Wanderwerf, PA. 1992). ) A comparison of methods and sources for obtaining estimates of new venture performance.
The Academy of Management Executive, 15,95-108. Pfirrmann, O. & Walter, G. H. 2002. Small Firms and Entrepreneurship in Central and Eastern europe, Springer.
European Policy Context 6 Executive summary of main outcomes of the workshop 9 1. Background to the workshop 10 2. Objectives and methodology 11 3. University
high costs associated with securing funds as senior management's energies are focussed often on obtaining funds rather than managing their organisations;
and labourers who discuss and reflect on their farming practices. In the evening walkers stay in villages and hold meetings with local residents to discuss activities of the Honey Walking to discover innovation at the grassroots.
or between landowners and labourers. Or, spectators might choose to depict a more local problem like the lack of fresh water,
and Mark Makula, the experienced semiconductor executive, who gave the original duo credibility with suppliers
14 Executive Summary...17 1 Reviewing current rankings...23 1. 1 Introduction 23 1. 2 User-driven rankings as an epistemic necessity 23 1. 3 Transparency, quality and accountability in higher education 24
The web-site also includes a 30 page Overview of the major outcomes of the project. 17 Executive Summary Executive Summary Executive Summary Executive Summary Executive Summaryexecutive Summary Executive
from a managerial perspective, aiming to reach a wide spectrum of executives, including those without an IT background.
while providing a useful summary of the state of the art for other non-IT executives. Part III discusses how companies have carried out‘‘innovation in practice,
topics of strategic interest for IT and Marketing executives, in order to enable an effective understanding of today's organizations as well as users behavior and needs.
and interviews to 80 European IT executives from different industries (finance, manufacturing, utilities, service, among others.
and interviews to 80 European IT Executives from different industries (finance, manufacturing, utilities, and service, among others), likewise.
Here, the challenge concerns the fact that executives often argue that they have to make decisions based on information they do not trust
Volume of data Value of information BIG DATA Business Information systems Processes High High Technological perspective Business perspective Management Executives often have to make decisions based on information they do not trust,
Then the Chapter focuses on how IT managers and executives interested in digital innovation of services through mobile can face challenges related to the lifecycle of such initiatives:
However, IT managers and executives interested in digital innovation of services through mobile have to face challenges related to the lifecycle of such initiatives from development and integration with enterprise information system, to a secure supply to the final users, through a constant
dedicated to the employees of a company and/or business partners This type of store aims to deploy applications for specific internal users based on their business role (executives, middle management, sellers, maintainers, retailers,
and executives on the options they have when facing challenges related to the lifecycle of mobile initiatives, from development and integration with enterprise information system, to a secure supply to the final users,
and priorities for IT executives as well as for other Cxos (as also early emphasized in Chap. 1 on Big data).
Bring your own device for contractors Contractor Road warrior The boardroom Executive All star High-end sales High-end salesperson Tech realist Retail sales Retail sales
and family 16.100 5 IT Consumerization 5. 4. 4 The Boardroom Executive decision makers are more and more adopting tablet computers for decision support.
and can enable executives to attend meetings or conference calls with all the supporting documents they need,
Avaya's strategy for mobility within the enterprise is to take advantage of the consumer gadgets that executives
providing insights on how IT executives as well as other Cxos can manage digital business identity initiatives through a focus also on narrower aspects of the inner context,
Topalian A (2003) Executive perspective: 1 The development of corporate identity in the digital era.
top-level executives traditionally relegate important IT related resolutions to the IT professionals in the company,
processes and relational mechanisms in a comprehensible relationship to each other (see Table 8. 2). Structures involve the existence of responsible functions such as IT executives and a diversity of IT committees.
mechanisms Tactics IT executives and accounts Committees and councils Strategic IT decision-making Strategic IT monitoring Stakeholder participation Business/IT partnerships Strategic dialog
However, IT governance activities are becoming established within the organization, with active senior management involvement and support.
and IT contribution and bring it to executives attention 2. Involve and get support of senior management 3. Encourage
and support IT/Business communication and partnership 4. Engage key stakeholders 5. Define and align IT strategies to corporate strategies
Description Senior management commitment and vision The commitment of senior management through continuous support, regular follow-up, provides adequate resources and sustenance for IT governance during conflicts,
if rights and responsibilities are distributed well among the appropriate Table 8. 5 Key minimum baseline of seven IT governance practices Best practice#Best practice description 1. IT steering committee (IT investment evaluation/prioritisation at executive/senior management
and especially from the senior executives. Thus, companies must be able to better understand the complex playing field of their competitive environment as well as to put together a reliable set of governance techniques that are shared simple,
IT governance also requires the commitment and involvement of additional groups such as the board of directors, executives,
Taking the digital trends challenges into account, Fig. 11.1 summarizes the areas for digital management intervention by IT executives
and that high-impact entrepreneurs continue to shape the world for the better. 6 The Bold Ones Executive Summary
With a strong executive team in place Gopro has built rapidly out its infrastructure, increasing headcount from 135 employees to more than 400 within the last year.
REF 160614 In collaboration with A t. Kearney Fostering Innovation-driven Entrepreneurship in Europe 3 Contents Preface 3 Preface 5 Executive Summary 7 Section One:
then Scale up A European Agenda to Foster Innovation-Driven Entrepreneurship 11 22 44 57 1 Innovation Fostering Innovation-driven Entrepreneurship in Europe 5 Executive Summary
and Israel, led by a senior executive with enough credibility in the company to champion collaboration cases.
Second, BT involves senior executives early in the collaboration process, by organizing meetings with selected companies during dedicated off-site sessions.
Running an entire division aimed at providing digital services to UK SMES helps senior executives understand the perspective of smaller companies
the first question for executives will be whether they can understand the direction and forces underlying current shifts.
-YE Europe Alumni Research+Data Insights, a Hill+Knowlton Strategies company David Iannelli, President Amber Ott, Senior Account Supervisor YES Dimitris Tsigos, President
Gavin Patterson, Chief executive officer Jean-Marc Frangos, Managing director, External Innovation, BT Technology, Services and Operations European Institute of technology Daria Golebiowska-Tataj, Executive Board member
, European Investment Fund, Luxembourg Fostering Innovation-driven Entrepreneurship in Europe 61 Jeroen Van der veer, Executive Member of the Governing board, European Institute of Innovation and Technology, Hungary;
Acknowledgements 5 Executive Summary 7 1. Introduction 8 2. City Competitiveness in the Global economy: Megatrends 12 3. City Competitiveness:
and Director, European Centre for International Political economy, Brussels The Competitiveness of Cities 5 Executive Summary Cities have been the engines of productivity and growth throughout history,
there is a shortage of highly skilled workers and a skills mismatch with the evolving needs of the private sector.
which is coupled well with government policies, good infrastructure facilities and other favourable factors like skilled workers.
with a sanitary inspector, two subinspectors and three supervisors, who in turn employed round-the-clock cleaning staff.
Such consultation and meaningful delegation of decision-making powers was empowering to middle management. In addition to improve the experience for citizens,
Professor Klaus Schwab Executive Chairman Professor Xavier Sala-i-Martín Chief Advisor of The Global Competitiveness and Benchmarking Network Espen Barth Eide Managing director
and Cecilia Serin 1. 3 The Executive Opinion Survey: 85 The Voice of the Business community by Ciara Browne, Attilio Di Battista, Thierry Geiger,
Technical and Marketing Director and Analyst Habib Sy, Director Général Mauritius Board of Investment, Mauritius Manaesha Fowdar, Investment Executive, Competitiveness Khoudijah Maudarbocus-Boodoo
Chan, Assistant Managing director, Planning & Policy Cheng Wai San, Director, Research & Statistics Unit Teo Xinyu, Executive, Research & Statistics Unit 2014 World
Hassen, Executive Counsellor Turkey TUSIAD Sabanci University Competitiveness Forum Izak Atiyas, Director Ozan Bakis, Project Consultant Sezen Ugurlu, Project Specialist
The Partner Institutes are instrumental in carrying out the Executive Opinion Survey which provides the foundation data of this Report as well as imparting the results of the Report at the national level.
Furthermore, the GCI uses data from the World Economic Forum's annual Executive Opinion Survey (the Survey) to capture concepts that require a more qualitative assessment or for
Respondents to the Executive Opinion Survey 2014 cited the difficulty of finding qualified workers as the single most problematic factor for doing business in the country.
which introduced additional checks and balances on executive power, Kenya has registered also improvements in the institutions pillar (now at 78th, up from 123rd five years ago).
Indicators that are derived not from the Executive Opinion Survey (the Survey) are identified by an asterisk(*)in the following pages.
Findings from the Executive Opinion Survey (the Survey) show that the stringency of regulations has increased by more than 0. 1 points in the last 10 years,
World Economic Forum, Executive Opinion Survey, multiple years. Note: Full Survey questions are provided here: Stringency of environmental regulations:
STRUCTURE OF THE SUSTAINABILITY PILLARS The computation of the sustainability components is based on an arithmetic mean aggregation of scores from the indicator level. b Variables that are derived not from the Executive Opinion Survey (the Survey) are identified by an asterisk(*)in the following pages.
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report.
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report.
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report.
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report.
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report.
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report.
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2014 World Economic Forum 2014 World Economic Forum The Global Competitiveness Report 2014 2015 85 CHAPTER
1. 3 The Executive Opinion Survey: The Voice of the Business community CIARA BROWNE ATTILIO DI BATTISTA THIERRY GEIGER TANIA GUTKNECHT World Economic Forum Since 1979 and its first report on the competitiveness of European industry
The Executive Opinion Survey (the Survey) is the longest-running and most extensive survey of its kind.
The Executive Opinion Survey 86 The Global Competitiveness Report 2014 2015 Table 1: The 42 languages in which the 2014 Survey was available Albanian Arabic*Armenian Azeri Bosnian Brazilian Portuguese Bulgarian Burmese Chinese*Croatian*Czech*Danish Estonian*English
Descriptive statistics of the Executive Opinion Survey 2014 Source: International monetary fund, World Economic Outlook database, April 2014 edition.
The Executive Opinion Survey this year. The Survey was completed not to minimum requirements in Benin, Brunei Darussalam,
Country/economy coverage of the Executive Opinion Survey n Previous coverage n 2014 additions 2014 World Economic Forum First component*Second component:
The Executive Opinion Survey 88 The Global Competitiveness Report 2014 2015 2014 World Economic Forum Table 2:
The Executive Opinion Survey 2014 World Economic Forum 1. 3: The Executive Opinion Survey 90 The Global Competitiveness Report 2014 2015 administered in a variety of formats,
including face-to-face or telephone interviews with business executives, mailed paper forms, and online surveys. For energy, time,
A brief history of the Executive Opinion Survey and The Global Competitiveness Report The Global Competitiveness Report began as a research project by Professor Klaus Schwab in 1979.
and is today known as the Executive Opinion Survey (the Survey). Over the years, it has undergone a number of revisions and audits,
The Executive Opinion Survey undertaken two audits since 2008 as well as yearly reviews of both the Index and the Survey.
The Executive Opinion Survey 92 The Global Competitiveness Report 2014 2015 Box 3: Insights from the Executive Opinion Survey 2014 The respondents of the Executive Opinion Survey largely reflect the characteristics and diversity of the economic fabric of the countries covered.
They also demonstrate the efforts undertaken by the Partner Institutes to follow the sampling guidelines.
the Survey aims to collect the opinion of executives from those smaller companies (Figure 1a).
they are executives who have taken previously part in the Survey (Figure 1d). This improves the comparability of data across years. 0 20406080100 Sub-saharan africa Middle east, North africa,
The Executive Opinion Survey the standardized score or z-score method, which indicates by how many standard deviations any one individual answer deviates from the mean of the country sample.
The Executive Opinion Survey 94 The Global Competitiveness Report 2014 2015 time. As part of this analysis, we run an inter-quartile range test,
The Executive Opinion Survey measure, we will continue to investigate the situation over the coming months in an effort to improve the reliability of the Survey data in this country.
the Executive Opinion Survey has become the largest poll of its kind, this year collecting the insight of more than 14,000 executives into critical drivers of their respective countries'development.
This scale could not be achieved without the tremendous efforts of the Forum's network of over 160 Partner Institutes in carrying out the Survey at a national level.
The Executive Opinion Survey 96 The Global Competitiveness Report 2014 2015 NOTES 1 The World Economic Forum's Global Competitiveness and Benchmarking Network would like to acknowledge e-Rewards Market research
for carrying out the Executive Opinion Survey 2014 in the United states, following the detailed sampling guidelines.
Data Tables The Global Competitiveness Report 2014 2015 395 EXECUTIVE OPINION SURVEY INDICATORS In the tables, indicators derived from the World Economic Forum's Executive Opinion Survey
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
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components of the following Executive Opinion Survey question: In your country, how common is it for firms to make undocumented extra payments or bribes in connection with (a) imports and exports;(
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
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World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 1 Landlocked 2. 2:
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World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report.
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World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
2. 0 7. 07 Reliance on professional management In your country, who holds senior management positions?
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
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World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
1=not willing at all senior management takes all important decisions; 7=very willing authority is delegated mostly to business unit heads and other lower-level managers 2013 14 weighted average SOURCE:
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
World Economic Forum, Executive Opinion Survey. For more details, refer to Chapter 1. 3 of this Report. 2. 2:
In the case of indicators derived from the Executive Opinion Survey (the Survey), the full question and associated answers are provided.
World Economic Forum, Executive Opinion Survey Technical Notes and Sources 1. 02 Intellectual property protection In your country, how strong is the protection of intellectual property,
World Economic Forum, Executive Opinion Survey 1. 03 Diversion of public funds In your country, how common is diversion of public funds to companies, individuals,
World Economic Forum, Executive Opinion Survey 1. 04 Public trust in politicians In your country, how would you rate the ethical standards of politicians?
World Economic Forum, Executive Opinion Survey 1. 05 Irregular payments and bribes Average score across the five components of the following Executive Opinion Survey question:
World Economic Forum, Executive Opinion Survey 1. 06 Judicial independence In your country, to what extent is the judiciary independent from influences of members of government, citizens, or firms?
World Economic Forum, Executive Opinion Survey 1. 07 Favoritism in decisions of government officials In your country, to what extent do government officials show favoritism to well-connected firms and individuals when deciding upon policies and contracts?
World Economic Forum, Executive Opinion Survey 1. 08 Wastefulness of government spending In your country, how efficiently does the government spend public revenue?
World Economic Forum, Executive Opinion Survey 2014 World Economic Forum Technical Notes and Sources 538 The Global Competitiveness Report 2014 2015 1
World Economic Forum, Executive Opinion Survey 1. 10 Efficiency of legal framework in settling disputes In your country, how efficient is the legal framework for private businesses in settling disputes?
World Economic Forum, Executive Opinion Survey 1. 11 Efficiency of legal framework in challenging regulations In your country, how easy is it for private businesses to challenge government actions
World Economic Forum, Executive Opinion Survey 1. 12 Transparency of government policymaking In your country, how easy is it for businesses to obtain information about changes in government policies
World Economic Forum, Executive Opinion Survey 1. 13 Business costs of terrorism In your country, to what extent does the threat of terrorism impose costs on businesses?
World Economic Forum, Executive Opinion Survey 1. 14 Business costs of crime and violence In your country, to what extent does the incidence of crime
World Economic Forum, Executive Opinion Survey 1. 15 Organized crime In your country, to what extent does oriented organized crime (mafia racketeering,
World Economic Forum, Executive Opinion Survey 1. 16 Reliability of police services In your country, to what extent can police services be relied upon to enforce law and order?
World Economic Forum, Executive Opinion Survey 1. 17 Ethical behavior of firms In your country, how would you rate the corporate ethics of companies (ethical behavior in interactions with public officials
World Economic Forum, Executive Opinion Survey 1. 18 Strength of auditing and reporting standards In your country,
World Economic Forum, Executive Opinion Survey 1. 19 Efficacy of corporate boards In your country, how would you characterize corporate governance by investors and boards of directors?
World Economic Forum, Executive Opinion Survey 1. 20 Protection of minority shareholders'interests In your country, to what extent are the interests of minority shareholders protected by the legal system?
World Economic Forum, Executive Opinion Survey 1. 21 Strength of investor protection Strength of Investor Protection Index on a 0 10 (best) scale 2013 This indicator is a combination
World Economic Forum, Executive Opinion Survey 2. 02 Quality of roads In your country, how would you assess the quality of roads?
World Economic Forum, Executive Opinion Survey 2. 03 Quality of railroad infrastructure In your country, how would you assess the quality of the railroad system?
World Economic Forum, Executive Opinion Survey 2. 04 Quality of port infrastructure In your country, how would you assess the quality of seaports?(
World Economic Forum, Executive Opinion Survey 2014 World Economic Forum Technical Notes and Sources The Global Competitiveness Report 2014 2015 539 2
World Economic Forum, Executive Opinion Survey 2. 06 Available airline seat kilometers Airline seat kilometers (in millions) available on all flights (domestic
World Economic Forum, Executive Opinion Survey 2. 08 Mobile telephone subscriptions Number of mobile telephone subscriptions per 100 population 2013 A mobile telephone subscription refers to a subscription to a public
World Economic Forum, Executive Opinion Survey 4. 03 Tuberculosis incidence Estimated number of tuberculosis cases per 100,000 population 2013 Incidence of tuberculosis is estimated the number
World Economic Forum, Executive Opinion Survey 4. 05 HIV prevalence HIV prevalence as a percentage of adults aged 15 49 years 2013 HIV
World Economic Forum, Executive Opinion Survey 4. 07 Infant mortality Infant (children aged 0 12 months) mortality per 1, 000 live births 2013
World Economic Forum, Executive Opinion Survey 4. 10 Primary education enrollment rate Net primary education enrollment rate 2012 The reported value corresponds to the ratio of children
World Economic Forum, Executive Opinion Survey 5. 04 Quality of math and science education In your country, how would you assess the quality of math and science education?
World Economic Forum, Executive Opinion Survey 5. 05 Quality of management schools In your country, how would you assess the quality of business schools?
World Economic Forum, Executive Opinion Survey 5. 06 Internet access in schools In your country, how widespread is Internet access in schools?
World Economic Forum, Executive Opinion Survey 5. 07 Local availability of specialized research and training services In your country, to what extent are specialized high-quality
World Economic Forum, Executive Opinion Survey 5. 08 Extent of staff training In your country, to what extent do companies invest in training and employee development?
World Economic Forum, Executive Opinion Survey Pillar 6: Goods market efficiency 6. 01 Intensity of local competition In your country, how intense is competition in the local markets?
World Economic Forum, Executive Opinion Survey 6. 02 Extent of market dominance In your country, how would you characterize corporate activity?
World Economic Forum, Executive Opinion Survey 6. 03 Effectiveness of antimonopoly policy In your country, to what extent does antimonopoly policy promote competition?
World Economic Forum, Executive Opinion Survey 6. 04 Effect of taxation on incentives to invest In your country,
World Economic Forum, Executive Opinion Survey 6. 05 Total tax rate This indicator is a combination of profit tax(%of profits),
World Economic Forum, Executive Opinion Survey 6. 09 Prevalence of trade barriers In your country, to what extent do non-tariff barriers (e g.,
World Economic Forum, Executive Opinion Survey 6. 10 Trade tariffs Trade-weighted average tariff rate 2013 An applied tariff is a customs duty that is levied on imports of merchandise
World Economic Forum, Executive Opinion Survey 6. 12 Business impact of rules on FDI In your country, to what extent do rules
World Economic Forum, Executive Opinion Survey 6. 13 Burden of customs procedures In your country, how efficient are the customs procedures (related to the entry and exit of merchandise?
World Economic Forum, Executive Opinion Survey 6. 14 Imports as a percentage of GDP Imports of goods and services as a percentage of gross domestic product 2013 Total imports is the sum
World Economic Forum, Executive Opinion Survey 6. 16 Buyer sophistication In your country, how do buyers make purchasing decisions?
World Economic Forum, Executive Opinion Survey Pillar 7: Labor market efficiency 7. 01 Cooperation in labor-employer relations In your country, how would you characterize labor-employer relations?
World Economic Forum, Executive Opinion Survey 7. 02 Flexibility of wage determination In your country, how are wages generally set?
World Economic Forum, Executive Opinion Survey 7. 03 Hiring and firing practices In your country, how would you characterize the hiring and firing of workers?
World Economic Forum, Executive Opinion Survey 7. 04 Redundancy costs Redundancy costs in weeks of salary 2013 This indicator estimates the cost of advance notice requirements, severance payments,
World Economic Forum, Executive Opinion Survey 7. 06 Pay and productivity In your country, to what extent is pay related to worker productivity?
World Economic Forum, Executive Opinion Survey 7. 07 Reliance on professional management In your country, who holds senior management positions?
World Economic Forum, Executive Opinion Survey 7. 08 Country capacity to retain talent Does your country retain talented people?
World Economic Forum, Executive Opinion Survey For more details, refer to Chapter 1. 3 of this Report 2014 World Economic Forum Technical Notes
World Economic Forum, Executive Opinion Survey 7. 10 Female participation in the labor force Ratio of women to men in the labor force 2012 This measure is the percentage of women aged
World Economic Forum, Executive Opinion Survey 8. 02 Affordability of financial services In your country, to what extent are financial services affordable for businesses?
World Economic Forum, Executive Opinion Survey 8. 03 Financing through local equity market In your country,
World Economic Forum, Executive Opinion Survey 8. 04 Ease of access to loans In your country, how easy is it to obtain a bank loan with only a good business plan and no collateral?
World Economic Forum, Executive Opinion Survey 8. 05 Venture capital availability In your country, how easy is it for entrepreneurs with innovative
World Economic Forum, Executive Opinion Survey 8. 06 Soundness of banks In your country, how would you assess the soundness of banks?
World Economic Forum, Executive Opinion Survey 8. 07 Regulation of securities exchanges In your country, how effective are the regulation and supervision of securities exchanges?
World Economic Forum, Executive Opinion Survey 8. 08 Legal rights index Degree of legal protection of borrowers
World Economic Forum, Executive Opinion Survey 9. 02 Firm-level technology absorption In your country, to what extent do businesses adopt new technology?
World Economic Forum, Executive Opinion Survey 9. 03 FDI and technology transfer To what extent does foreign direct investment (FDI) bring new technology into your country?
World Economic Forum, Executive Opinion Survey 9. 04 Internet users Percentage of individuals using the Internet 2013 Internet users refers to people using the Internet from any device (including mobile phones) during the year under review.
World Economic Forum, Executive Opinion Survey 11.02 Local supplier quality In your country, how would you assess the quality of local suppliers?
World Economic Forum, Executive Opinion Survey 11.03 State of cluster development In your country, how widespread are developed well and deep clusters (geographic concentrations of firms, suppliers, producers of related
World Economic Forum, Executive Opinion Survey 11.04 Nature of competitive advantage What is the competitive advantage of your country's companies in international markets based upon?
World Economic Forum, Executive Opinion Survey 11.05 Value chain breadth In your country, do companies have a narrow or broad presence in the value chain?
World Economic Forum, Executive Opinion Survey 11.06 Control of international distribution To what extent are international distribution
World Economic Forum, Executive Opinion Survey 11.07 Production process sophistication In your country, how sophisticated are production processes?
World Economic Forum, Executive Opinion Survey 11.08 Extent of marketing In your country, to what extent do sophisticated companies use marketing tools and techniques?
World Economic Forum, Executive Opinion Survey 11.09 Willingness to delegate authority In your country, how do you assess the willingness to delegate authority to subordinates?
1=not willing at all senior management takes all important decisions; 7=very willing authority is delegated mostly to business unit heads and other lower-level managers 2013 14 weighted average Source:
World Economic Forum, Executive Opinion Survey Pillar 12: Innovation 12.01 Capacity for innovation In your country, to what extent do companies have the capacity to innovate?
World Economic Forum, Executive Opinion Survey 2014 World Economic Forum Technical Notes and Sources The Global Competitiveness Report 2014 2015 545 12.02
World Economic Forum, Executive Opinion Survey 12.03 Company spending on R&d In your country, to what extent do companies spend on research and development (R&d?
World Economic Forum, Executive Opinion Survey 12.04 University-industry collaboration in R&d In your country, to what extent do business
World Economic Forum, Executive Opinion Survey 12.05 Government procurement of advanced technology products In your country, to what extent do government purchasing decisions foster innovation?
World Economic Forum, Executive Opinion Survey 12.06 Availability of scientists and engineers In your country, to what extent are scientists and engineers available?
World Economic Forum, Executive Opinion Survey 12.07 PCT patent applications Number of applications filed under the Patent Cooperation Treaty (PCT) per million population 2010-2011 average
Ms Browne also oversees the process of implementing the Executive Opinion Survey which is conducted worldwide and completed by around 15,000 business executives.
Her responsibilities include managing the network of Partner Institutes worldwide and driving the Executive Opinion Survey process.
built relationships with C-suite executives of partner companies; and oversaw the operation-management responsibilities of a team of coordinators.
The data used in the Report are obtained from leading international sources as well as from the World Economic Forum's annual Executive Opinion Survey, a unique source that captures the perspectives of more than 14,000 business leaders on topics related to
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