The outlook for business transformation in 2025 – why change has never been so critical

 

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We recently interviewed over 100 UK C-suite professionals from FTSE350 companies to explore how they perceive the challenges, opportunities and barriers that come with change and transformation. Our findings, set out in this report, provide valuable insights into how leaders are feeling towards the transformation that lies ahead of them, how well-equipped they feel their organisation is, and the key areas they need to address to bridge the gap.

The report provides a compelling snapshot of the business landscape at a time when tech is moving at a faster pace than ever and organisations are under huge pressure to accelerate business transformation.

The rise of AI in particular has had a powerful and disruptive impact across a whole spectrum of sectors, providing a significant competitive advantage to those harnessing it effectively and daunting those that lag behind. Yet, for many organisations, several barriers sit between them and the change they want to achieve, with cost concerns, skills shortages, and indeed, their own business plans, coming up time and again.

We found:

  • Half of respondents think their current business model is unlikely to survive the next 10 years, while a third believe it won’t be viable in the next five years
  • Just half are fully confident in their business’ preparedness for transformation
  • Leaders rank themselves as the least ready for transformation compared to other groups in their organisation
  • ‘The cost of change’ and ‘regulatory and governance constraints’ were identified as the biggest barriers to digital transformation
  • The impact of AI was identified as the top challenge organisations need to adapt to in the coming years, yet 41% are worried about the ethics, and 38% claim they don’t have enough skilled AI professionals

Download the report to access the full set of findings and insights from the professionals leading their organisation’s change and transformation journeys.

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