Showing Pathways for query: 'enable business'
Searched: in actions.
||In collaboration with McKinsey & Company Global Lighthouse Network: Four Durable Shifts for a Great Reset in Manufacturing W H I T E P A P E R S E P T E M B E R 2 0 2 0 Contents Foreword Executive Summary 1 How the Global Lighthouse Network Is Leading the Way for Industrials 1.1 Growing and accelerating technology adoption 1.2 Showing what is possible and what is required to succeed 1.3 Global economic challenges: mandating a Great Reset among industrial 2 Forefront Industrials Are Leading the G||McKinsey||, production of new product , reset among many industrials , shift on a global , shifts for a great , global lighthouse network , fourth industrial revolution , global lighthouse network organizations , great reset , lighthouse network , global lighthouse , great reset in manufacturing , fourth indu||31-Jan-2021||auto-generated|
||COVID-19: The future mobility delusion A shock to the system Beyond the panic and denial surrounding the initial stages of the coronavirus disease 2019 (COVID-19) pandemic, the world s short-term response naturally emphasised the health aspect of the pandemic, which was then followed by the mid-term realisation that one needs to get through this in an economically viable manner that can ensure the solvency of the world economy. Only then is the economy able to refocus on the global long-term per||IHS Markit||, shock to the system , short-term response naturally emphasised , vehicle , pandemic , mobility , panic and denial surrounding , short-term response naturally , response naturally emphasised , naturally emphasised the health , ihs markit , world , future mobility , sector , vmt , maas , denial surr||31-Jan-2021||auto-generated|
||In collaboration with PwC 5G Outlook Series: Enabling Inclusive Long-term Opportunities J A N U A R Y 2 0 2 1 3 4 5 6 7 13 14 15 Contents Foreword Executive summary 1 Leadership perspective on 5G 2 5G is set to play a key role in post-COVID world 3 Nine opportunities for 5G to enable transformation in the long term Conclusion Contributors Endnotes 2021 World Economic Forum. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, including ph||WEF||, pandemic and the economic , role this new communications , enabling inclusive long-term opportunities , chief executive officer , inclusive long-term opportunities , enabling inclusive long-term , global chief executive officers , president and chief executive , chief executive , executive officer||1-Feb-2021||auto-generated|
||Building a Common Language for Skills at Work A Global Taxonomy January 2021 2 Preface The combination of the ongoing COVID-19-related global recession and increased automation in the future of work has led to a large-scale disruption of the jobs and skills landscape. While previous generations of talent could expect linear career progression and engagement in formal learning that decreases over time, the workforce of the future will be required to rapidly learn and relearn new skills as reskill||WEF||, framework for a global , development of new models , data and ai job , jobs for all report , forum s new economy , skills within the data , skills at various levels , skills as the skills , languages around the world , global taxonomya common language , source world economic forum , common languag||1-Feb-2021||auto-generated|
||Industry Agenda Industry Agenda Charting the Course: From the Margins to How Mainstream Investors can the Mainstream Design Visionary and Pragmatic Assessment of the Impact Impact Investing Strategies Investment Sector and Opportunities to Engage Mainstream Investors A report by the World Economic Forum Investors Industries A report by the World Economic Forum Investors Industries Prepared in collaboration with Deloitte Touche Tohmatsu Prepared in collaboration with Deloitte Touche Tohmatsu Sept||WEF||, investors as a challenge , section looks at growth , strategy with the potential , risk in the forum , investors for the risks , management in the united , million for their social , market and the sector , opportunities of the business , management is a private , report is to provide , opportunit||1-Feb-2021||auto-generated|
||Annual Report 2018 2019 www.weforum.org Contents World Economic Forum 2019, All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying and recording, or by any information storage and retrieval system. 70 72 74 76 India and South Asia Japan Latin America The Middle East and North Africa 78 North America 80 International Organizations and Informal Gathering of Global Leaders 82 Our Foundations 84 Community of Global Shaper||WEF||, agenda of the industry , work with all stakeholders , agreements with six international , governance of new technologies , founder of the foundation , technology as the region , building their own impact , transformation with the media , summit in new york , investments in and support , dialogue w||1-Feb-2021||auto-generated|
||White Paper HR4.0: Shaping People Strategies in the Fourth Industrial Revolution In collaboration with Saudi Aramco, Unilever, and Willis Towers Watson December 2019 World Economic Forum 91-93 route de la Capite CH-1223 Cologny/Geneva Switzerland Tel.: +41 (0)22 869 1212 Fax: +41 (0)22 786 2744 Email: firstname.lastname@example.org www.weforum.org World Economic Forum 2019 All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying a||WEF||, impact to our people , impact of its work , reskilling for a role , role of the chro , experience with the agile , insight on what skills , strategies and the role , metrics for the future , watson for this paper , platforms for the organization , culture and overall purpose , automation in a worl||1-Feb-2021||auto-generated|
||In Collaboration with ScaleUpNation Circular Trailblazers: Scale-Ups Leading the Way Towards a More Circular Economy W H I T E P A P E R J A N U A R Y 2 0 2 1 Contents Executive summary 1 Introducing circular trailblazers 1.1 The need for impact-oriented scale-ups 1.2 From impact start-up to scale-up 1.3 The need for more circular trailblazers 2 Tactics for trailblazing 2.1 Storytelling for impact 2.2 Setting a higher standard 2.3 Sharing insights 2.4 Initiating collaboration 2.5 Influencing pub||WEF||, impact from own market , trailblazers also use storytelling , products through the circular , world became less circular , impact on the circular , scale-ups that are trailblazers , trailblazers in the circular , scale-ups to become circular , circular economy circular trailblazers , circular econ||5-May-2021||auto-generated|