El impacto de las redes sociales se encuentra aún en estado embrionario, pero con el tiempo podría llegar a superar los pronósticos de los visionarios más audaces del sector. Las empresas que experimenten activamente para incorporar el enfoque y las capacidades de una red social a sus procesos de negocio transformarán sus relaciones con los clientes y crearán valor de formas que ni siquiera han imaginado.

Esta publicación se enmarca dentro del Programa ESADE PwC de Liderazgo Social que llevan a cabo el Instituto de Innovación Social de Esade y la Fundación de PwC. Se trata de una iniciativa que tiene como objetivo generar y divulgar conocimiento sobre el liderazgo en las ONG y otras entidades no lucrativas, a la vez que crear un espacio de intercambio y reflexión conjunto entre líderes sociales.

This report is intended to stimulate debate in the asset management industry on why agility is becoming an increasingly critical competence in helping asset managers outmanoeuvre and outperform the competition.

Organizational and people capabilities drive performance and enable strategy, but most companies do not know how to measure or take steps to improve them. BCG has identified 14 characteristics common to most high-performance organizations. Organizations that pursue and embody these 14 characteristics outperform their peers and generate a competitive edge.

In every industry, many companies struggle to manage the massive amounts of data they collect, a huge disadvantage in a fast-moving business environment. We take a pragmatic approach to solving data integrity problems, one that focuses on boosting the business value of the data by streamlining data ownership and accountability.

There's much more that employers can do to manage their demographic risks-and not just the capacity risks incurred primarily from employee retirements but also the performance risks that stem from changes in performance as employees age. Companies must master the structured discipline of strategic workforce planning-and put it into action.

A report by Accenture and the Confederation of Indian Industry (CII) entitled "Better Information Leads to Better Internal Security: Driving High Performance in Internal Security" shows that by implementing intelligence-led law enforcement-a proven model of internal security management in which information serves as a guide to operations-security agencies can leverage advanced IT-based information gathering and analysis platforms for integrated knowledge modeling, link analysis and discovery. This innovative investigative capability merges strategy, process and technology to improve the quality and reliability of knowledge discovery.

No longer just a matter of legal compliance or philanthropic generosity, enterprise sustainability today is a strategic business imperative. A myriad of converging environmental and societal issues confront today's nations, cities, communities, businesses, industries, corporate executives and, indeed, each and every individual. In this world of increased instrumentation, interconnectedness and interdependency, there is a conscious and, for many, welcomed move toward the adoption of a more sustainable agenda.

In our experience, most organizations today don't have to dig very deep to find people who are frustrated with planning, budgeting, and forecasting. You might even be one of them. And yet, it's possible to use that frustration to uncover clues about what may not be working. Time-consuming manual processes. Endless budget iterations. Wasted technology. Conflicting goals. Poor decision-making. These are the things you could easily do without. For decades, companies have handled planning, budgeting, and forecasting pretty much the way they always have. Each year brings the hope that things will be different this time. But the result is almost always the same. Some say that's the definition of insanity.

En los últimos años, la reestructuración industrial por la que atraviesa la industria europea se ha venido considerando uno de los principales desarrollos económicos de las últimas décadas. En esta reestructuración, que afecta principalmente a los sectores manufactureros, el fenómeno del offshoring está adquiriendo una gran importancia. Hoy en día, para la mayoría de empresas de países desarrollados, adoptar una estrategia de offshoring puede ser una de las pocas opciones que permitan mantener la ventaja competitiva que poseyeran hasta el momento y que están viendo peligrar debido a las ventajas, exclusivamente en costes productivos, ofrecidas por otros países.

The closely wound relationship between the Chinese corporate world and the Chinese government is unlike anywhere else in the world. Therefore, Chinese corporations must take an approach to globalization that ensures sustainable growth while meeting the government's demands. This report is an introduction to the China-based approach to globalization, and how it has been implemented in the natural resources industry.

La situación económica continúa siendo la principal preocupación de los presidentes y consejeros delegados de las empresas de nuestro país. Y en esto no hay ninguna diferencia respecto a los CEOs del resto del mundo. Sin embargo, la cuarta Encuesta de Alta Dirección constata una vez más la diferente percepción que tienen sobre la situación económica los directivos españoles frente a los del resto del mundo. La confianza de estos últimos en la fuerza de la recuperación económica ha regresado a los niveles registrados en 2008, en la antesala de la crisis financiera global. Los directivos españoles, en cambio, muestran un grado de optimismo sensiblemente inferior, aunque sus opiniones mejoran respecto al año anterior.

This is the final paper in our digital leadership series, during which we have grappled with some of the key challenges facing manager in technology, media and telecommunications (TMT) organisations. In developing this series Deloitte LLP and Spencer Stuart have combined their own expertise with the perspectives derived from interviews with leaders across the TMT sector. In this third paper, we focus on a critical challenge for TMT companies - how to innovate beyond products or deeply ingrained ways of working which have been successful to date but which are now holding back an organisation from its next stage of evolution.