28 | PwC’s 21st CEO Survey 10 and with stakeholders. The data and insights Third, educate for the future. Our relying on their employer. Together, they erode a vital commodity: trust. In an educational systems need to equip and companies and their employees can meet the age of enhanced transparency and heightened provided along with other views of the future empower a global workforce with the right future well prepared. accountability, a loss of trust has profound and its possible paths of evolution leave all skills to succeed, and the support of private consequences. Perhaps the most important of us with a lot of things to consider – some enterprise is vital to that effort. Governments, Finally, commit to a purpose. These trends job CEOs – and the broader business worrisome, some challenging, some possibly businesses, and communities can work all highlight the heightened expectations community – can do to contribute divisive. But more importantly, much to be together to match talent with opportunity of the societies and communities in which meaningfully to social progress, as well excited about – we can choose to focus on by pioneering new approaches to educating businesses operate. That’s why every business as business results, is to commit to a the opportunities in front of us, to rise to students and training workers in the fields needs a clear purpose – one that goes beyond common purpose, a shared set of values and meet our own high expectations, and to work that will matter in a technology-enabled financial goals to incorporate a broader set of behaviours, and drive them through our together towards the betterment of ourselves, job market. shared values and behavioural expectations. organisations. Beyond articulating the words, our organisations, and the world in which we Purpose defines ‘who’ a business is and why it each of us must live them in our own actions live. Like the CEOs in our report, we at PwC, The good news is that most CEOs in our exists; values and behaviours define a culture. and behaviours and measure how others in choose to be optimists, anxious or not. survey recognise this ongoing reskilling These act as vital guideposts and benchmarks our companies do the same. responsibility. And even more heartening for every important decision. From is the finding from PwC’s Workplace of environmental footprints to social impacts We hope the insights from PwC’s 21st CEO the Future study that three-quarters of to investor demands, businesses are Survey and the approaches outlined above respondents are willing to take the initiative scrutinised by an ever-wider array of provide you with insights and ideas for further in updating their own skills rather than stakeholders. If they fall short in any respect, consideration within your own organisations