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Agile or irrelevant Canadian CEOs weigh in

Agile or irrelevant

The unprecedented level of technological disruption and geopolitical uncertainty in the world today demands more from leaders.

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Grant J. McDonald

Global Sector Leader, Aerospace & Defence; Lead Partner Government of Canada; Office Managing Partner - Ottawa

KPMG in Canada

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This is not a time for complacency: A confluence of geopolitical shifts, trade spats, tariffs, digital transformation, new technologies, the intense competition for skilled workers, and the omnipresent threat of cyberattacks is creating as much opportunity as it is 'freak turbulence.' The unprecedented level of technological disruption and geopolitical uncertainty in the world today demands more from leaders. It requires them to be agile, open to new ideas and collaboration, and to be sharper in execution and implementation.

All this is reflected in KPMG's 2019 Global CEO Outlook, where the company talked to some 1,300 CEOs around the world and found that they are increasingly making agility their top priority. As many as 73% of Canadian CEOs feel there's a higher need to 'act with agility' – an increase of 14 per cent over 2018 and noticeably more than the 67 per cent of global CEOs who share the same opinion.

Almost two-thirds of Canadian CEOs plan to increase investment in disruption detection and innovative processes. This is a trend already well underway in the A&D sector. Aerospace manufacturing is six times more research and development intensive than the manufacturing average. And, in the defence industry, R&D intensity is 4.5 times higher than that of the Canadian manufacturing average.

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