Critical Issues

Navigate the future of growth and
innovation with confidence.

2022 Critical Issues

Each year, Council members vote on the most important issues facing their industry, in their region of the globe. The annual Critical Issues become the key areas of focus for member discussion and Council events throughout the year.

Americas’ Critical Issues

Data Valuation and Monetization

Data Valuation and Monetization

Areas of Focus:

  • Leveraging the internal value of data for more effective decision-making
  • Embedding the value of data in an overall solution
  • Developing a partnership framework for data value extraction
  • Quickly anticipating trends and technology shifts using predictive intelligence
Translating Consumer Trends into Business Opportunities

Translating Consumer Trends into Business Opportunities

Areas of Focus:

  • Pivoting products and services to value-based buying
  • Understanding the significance of pandemic driven shifts in consumer behavior
  • Meeting heightened expectations to achieve improved increase consumer satisfaction
Go-to-Market Strategy

Go-to-Market Strategy

Areas of Focus:

  • Validating value perception and reality
  • Commercializing the value in an optimal way
  • Identifying true value propositions
The War for Talent

The War for Talent

Areas of Focus:

  • Addressing recruitment and retention challenges amidst The Great Resignation
  • Evolving compensation and incentives expectations
  • Attracting talent aligned with company culture
Strategic Planning for 2030 and Beyond

Strategic Planning for 2030 and Beyond

Areas of Focus:

  • Curating the strategic roadmap
  • Pivoting in response to changing external factors
  • Aligning the organization for your top competitive priorities

APAC’s & MEASA’s Critical Issues

Future of Work and Talent

Future of Work and Talent

Area of Focus:
  • Hybrid working will become the new normal
  • Addressing recruitment and retention challenges amidst The Great Resignation
  • Evolving compensation and incentive expectations
  • Identifying different ways of attracting talent that is aligned with company culture
  • Unearth and provide use cases on digitisation of talent management
  • Hybrid working – What are the pros and cons? Remote working challenges
  • How do you sustain a company culture and values with hybrid working
  • Future of digital leadership – its influence on future of work
  • Future of learning and skills
  • New working environment for the industrial / factory environment in this talent war
Business Model Strategy

Business Model Strategy

Area of Focus:
  • Outcomes-based business models – Transition playbook for business model changes
  • Rise of everything-as-a-service and strategies to help build consumption based models
  • Review full range of business models
  • Including data monetization (actual monetization that goes beyond data leverage)
  • Need to look at customer procurement model and buying behavior in the context of new business models
  • Need to understand near term versus long term impact of both emerging technologies and business models
Rationalizing Risk in Innovation

Rationalizing Risk in Innovation

Area of Focus:
  • Tracking/reporting innovation activities – Risk mitigation, readiness, business unit alignment
  • Generative and iterative portfolios – Establishing a process to effectively balance priorities
  • Innovation priorities outside the core
  • Smart risk management and risk transfer
  • Is this incremental or transformative – market requirement
  • Is it in line with the pace of innovation across the industry, readiness of the market to deliver consumer experience
  • Will this drive efficiency, streamline the way to GTM
  • Future proof innovation – technology, product
  • Innovation does not alienate while upgrading, backward and forward compatibility
  • Organic or inorganic approach to innovation, through acquisitions. Risks around data and IP
  • Quality of innovation while catering to the customer
  • Manage risk from product portfolio risk
  • Ventures within organisations – manpower fluidity
  • Regulation on innovation, standardization lacking
Go-to-Market Strategy

Go-to-Market Strategy

Area of Focus:
  • Validating value perception and reality
  • Commercializing the value in an optimal way
  • Identifying true value propositions
  • Outcome based models can really work
  • Digital channels and marketing
  • Subscription model and increasing the value of product over time
  • Battery subscription, for example
  • Inviting investors to any country (Thailand). Digital channel can be an effective format to reach and connect with population
  • Telecommunications  companies can be effective partners to build demand
Translating Consumer Trends into Business Opportunities

Translating Consumer Trends into Business Opportunities

Area of Focus:
  • Building digital trust – Assessing willingness of customers to share Personally Identifiable Information (PII) through digital platforms
  • Effect of economic uncertainty on business purchasing and planning decisions across key consumer groups
  • Identifying and working with the new segment of customers – kids and adolescent population
  • Who is  the real customer and what influences them?  What does the customer really want from a product perspective?
  • How to seamlessly shift to subscription based business models according to changing / shifting customer aspirations ( mega technology company perspective )
  • In the healthcare space, how to take a direct to patient approach like taking the clinical capabilities to the patient
  • Circular economy – what does it mean for industrial customers and their future supply chains
Integrating New Disruptive Technologies into Your Innovation Portfolio

Integrating New Disruptive Technologies into Your Innovation Portfolio

Area of Focus:
  • Explore advancements in HMI (human machine interfaces), computing power and the impact to business
  • Integrating AI-ML/AR-VR/block chain as part of the business strategy (explore use cases within each area and determine ‘best fit’)
  • Impact of technology on environment post-COVID (e.g. clean air, water)
  • Need to evaluate how technologies make the process  better/leading to better solutions for customers
  • Need to leverage technology to enhance customer experience
  • Needs to be more than digitalization –
    • Traditional technologies beyond Digital Transformation
      • For ex: – more focus on electrification for mobility
    • Leverage Top 50 Technologies

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