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2019 Canadian CEO Outlook Technology Perspective

2019 Canadian CEO Outlook Technology Perspective

At the heart of the storm – the tech sector’s role in Canada’s transformation

Anuj Madan

Partner, Audit & National Industry Leader, Technology, Media & Telecommunications

KPMG in Canada


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Canada's tech industry is eyeing transformation on multiple fronts. Beyond evolving to compete with the world, the sector is being challenged to deliver the tools and innovations that enable other industries to do the same. This duel directive is pressuring tech CEOs to become more agile than ever in their bid to keep the Canadian brand from losing its shine.

KPMG's 2019 Canadian CEO Outlook reveals that three-quarters of all CEOs recognize the need for greater agility, but that number is no doubt higher within tech industry boardroom. In a sector comprised largely of early-stage entrepreneurs and mid-size scale-ups, there is an overwhelming recognition that sustainability is directly linked to one's ability to respond quickly to change. This is especially true because the alternative is to enable larger and more disruptive competitors to beat them to the punch.

Acting with agility is the number one priority for all tech industry segments. From eager start-ups to monolithic multinationals, C-suite leaders are driven to stay current with customer trends, technological breakthroughs, and service models so they can provide the most effective products, services, and platforms to their own clients across a vast range industries (e.g., financial, energy, healthcare, automotive, manufacturing, and beyond). Moving forward, organizations will need to pinpoint their future needs and ask the tough questions:

  • Where are we going?
  • What do we want to be as an organization?
  • What skills do we need to succeed?
  • Can I find these skills among the personnel I have today, or will I need to compete for available talent?

Download the PDF to learn more about the biggest opportunities and barriers to growth impacting the tech industry.

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