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The New Rules of Leadership: 5 Forces Shaping Expectations of CEOs

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It’s common knowledge that CEOs assume a long list of roles and responsibilities.

But in today’s world, more and more people rely on them to go beyond their day-to-day responsibilities and advocate for broader social change. In fact, a number of external forces are changing how leaders are now expected to behave.

How can leaders juggle these evolving expectations while successfully leading their companies into the future?

The New Rules of Leadership

This infographic from bestselling author Vince Molinaro explores five drivers reshaping our world that leaders must pay attention to in order to bring about real change.

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How is the World Being Reshaped?

Leaders need to constantly stay one step ahead of the transformative forces that impact businesses on a broader scale.

Below we outline five key drivers that are changing what it means to be a leader in today’s world:

1. Transformative Technologies

Over the last number of decades, several technologies have emerged that could either accelerate the disruption of companies, or provide them with new opportunities for growth. According to KPMG, 72% of CEOs believe the next three years will be more critical for their industry than the previous 50 years.

For example, artificial intelligence (AI), can now provide companies with insights into what motivates their employees and how they can help them succeed. IBM’s AI predictive attrition program can even predict when employees are about to quit—saving them roughly $300 million in retention costs.

Leaders must accept that the future will be mediated by technology, and how they respond could determine whether or not their organization survives entirely.

2. Geopolitical Instability

Geopolitical risks—such as trade disputes or civil unrest—can have a catastrophic impact on a business’s bottom line, no matter its industry. Although 52% of CEOs believe the geopolitical landscape is having a significant impact on their companies, only a small portion say they have taken active steps to address these risks.

By being more sensitive to the world around them, leaders can anticipate and potentially mitigate these risks. Extensive research into geopolitical trends and leveraging the appropriate experts could support a geopolitical risk strategy, and alleviate some of the potential repercussions.

3. Revolutionizing the Working Environment

As the future of work looms, leaders are being presented with the opportunity to reimagine the inner workings of their company. But right now, they are fighting against a wide spectrum of predictions around what they should expect, with estimations surrounding the automation risk of jobs ranging from 5% to 61% as a prime example.

While physical, repetitive, or basic cognitive tasks carry a higher risk of automation, the critical work that remains will require human interaction, creativity, and judgment.

Leaders should avoid getting caught up in the hype regarding the future of work, and simply focus on helping their employees navigate the next decade.

By creating an inspiring work environment and investing in retraining and reskilling, leaders can nurture employee well-being and create a sense of connectedness and resilience in the workplace.

4. Delivering Diversity

Diversity and inclusion can serve as a path to engaging employees, and leaders are being asked to step up and deliver like never before. A staggering 77% of people feel that CEOs are responsible for leading change on important social issues like racial inequality.

But while delivering diversity, equity, and inclusion seems to be growing in importance, many companies are struggling to understand the weight of this issue.

An example of this is Noah’s Ark Paradox, which describes the belief that hiring “two of every kind” creates a diverse work environment. In reality, this creates a false sense of inclusion because the voices of these people may never actually be heard.

Modern day leaders must create a place of belonging where everyone—regardless of gender, race, sexual orientation, ability, or age—is listened to.

5. Repurposing Corporations

The drivers listed above ladder up to the fact that society is looking to businesses to help solve important issues, and leaders are the ones being held accountable.

With 84% of people expecting CEOs to inform conversations and policy debates on one or more pressing issues, from job automation to the impact of globalization, CEOs have the potential to transform their organization by galvanizing employees on the topics that matter to them.

For a long time, the purpose of corporations was purely to create value for shareholders. Now, leaders are obligated to follow a set of five commitments:

  1. Deliver value to customers
  2. Invest in employees
  3. Deal fairly and ethically with suppliers
  4. Support communities
  5. Generate long-term value for shareholders

Ultimately, these five commitments build currency for trust, which is critical for sustained growth and building a productive and satisfied workforce.

Lead the Future

If leaders understand the context they operate in, they can identify opportunities that could fuel their organization’s growth, or alternatively, help them pivot in the face of impending threats.

But organizations must invest in the development of their leaders so that they can see the bigger picture—and many are failing to do so.

By recognizing the new rules of leadership, CEOs and managers can successfully lead their organizations, and the world, into a new and uncertain future.

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How Total Spend by U.S. Advertisers Has Changed, Over 20 Years

This graphic visualizes the fluctuations in advertising spend in the U.S., along with its brutal decline of 13% as a result of COVID-19.

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Total Spend by U.S. Advertisers, Over 20 Years

With an advertising economy worth $239 billion in 2019, it’s safe to say that the U.S. is home to some of the biggest advertising spenders on the planet.

However, the COVID-19 pandemic has resulted in the major upheaval of advertising spend, and it is unlikely to recover for some time.

The graphic above uses data from Ad Age’s Leading National Advertisers 2020 which measures U.S. advertising spend each year, and ranks 100 national advertisers by their total spend in 2019.

Let’s take a look at the brands with the biggest budgets.

2019’s Biggest Advertising Spenders

Much of the top 10 biggest advertising spenders are in the telecommunications industry, but it is retail giant Amazon that tops the list with an advertising spend of almost $7 billion.

In fact, Amazon spent an eye-watering $21,000 per minute on advertising and promotion in 2019, making them undeniably the largest advertising spender in America.

Explore the 100 biggest advertisers in 2019 below:

RankCompanyTotal U.S. Ad Spend 2019Industry
#1Amazon$6.9BRetail
#2Comcast Corp.$6.1BEntertainment
#3AT&T$5.5BTelecommunications
#4Procter & Gamble$4.3BConsumer Goods
#5Walt Disney$3.1BEntertainment
#6Alphabet$3.1BTechnology
#7Verizon Communications$3.1BTelecommunications
#8Charter Communications$3.0BTelecommunications
#9American Express$3.0BFinancial Services
#10General Motors$3.0BAutomotive
#11JPMorgan Chase$2.8BFinancial Services
#12Walmart$2.7BRetail
#13L’Oréal$2.3BBeauty
#14T-Mobile U.S.$2.3BTelecommunications
#15Berkshire Hathaway$2.3BVarious
#16Nestlé$2.3BFood & Beverages
#17Ford$2.3BAutomotive
#18Expedia Group$2.2BTravel & Hospitality
#19Capital One Financial$2.2BFinancial Services
#20Fiat Chrysler Automobiles$2.0BAutomotive
#21Samsung$2.0BElectronics
#22Pfizer$1.9BPharmaceuticals
#23Progressive$1.8BInsurance
#24PepsiCo$1.7BFood & Beverages
#25Bank of America$1.7BFinancial Services
#26LVMH$1.6BRetail
#27Target$1.6BRetail
#28McDonald’s$1.6BFood & Beverages
#29Booking Holdings$1.6BTravel & Hospitality
#30GlaxoSmithKline$1.5BPharmaceuticals
#31Johnson & Johnson$1.5BPharmaceuticals
#32Anheuser-Busch InBev$1.5BFood & Beverages
#33Toyota$1.5BAutomotive
#34Merck & Co.$1.5BLogistics
#35Nike$1.5BRetail
#36AbbVie$1.4BPharmaceuticals
#37Honda$1.4BAutomotive
#38Unilever$1.4BConsumer Goods
#39ViacomCBS$1.4BEntertainment
#40Macy’s$1.3BRetail
#41State Farm$1.2BInsurance
#42Kohl’s$1.2BRetail
#43Home Depot$1.1BRetail
#44Wells Fargo$1.1BFinancial Services
#45Yum Brands$1.1BFood & Beverages
#46Netflix$1.1BEntertainment
#47U.S. Government$1.0BGovernment
#48Estée Lauder$994MBeauty
#49Nissan$990MAutomotive
#50Wayfair$932MRetail
#51Diageo$918MFood & Beverages
#52Sanofi$889MPharmaceuticals
#53Discover Financial Services$883MFinancial Services
#54Mars$880MFood & Beverages
#55Eli Lilly$864MPharmaceuticals
#56Kroger$854MRetail
#57Allstate$854MInsurance
#58Molson Coors$822MFood & Beverages
#59Apple$818MTechnology
#60Microsoft$816MTechnology
#61Coca-Cola$816MFood & Beverages
#62DISH Network$815MEntertainment
#63Lowe’s$811MRetail
#64Kraft Heinz$782MFood & Beverages
#65Volkswagen$780MAutomotive
#66IAC$775MEntertainment
#67Best Buy$772MRetail
#68Intuit$760MTechnology
#69Uber$756MTechnology
#70Constellation Brands$749MFood & Beverages
#71Sony$746MTechnology
#72Cox Enterprises$715MEntertainment
#73Citigroup$691MFinancial Services
#74Adidas$688MConsumer Goods
#75LendingTree$688MFinancial Services
#76Amgen$685MTechnology
#77Gilead Services$683MPharmaceuticals
#78Facebook$671MTechnology
#79Lions Gate$668MEntertainment
#80Marriott International$667MTravel & Hospitality
#81EssilorLuxottica$665MConsumer Goods
#82J.C. Penney$644MRetail
#83Liberty Mutual$640MInsurance
#84Daimler$640MAutomotive
#85Hyundai$627MAutomotive
#86Walgreens$621MRetail
#87Dell$618MTechnology
#88IBM$606MTechnology
#89Reckitt Benckiser$593MConsumer Goods
#90Keurig Dr Pepper$593MFood & Beverages
#91Restaurant Brands International$589MFood & Beverages
#92Inspire Brands$589MFood & Beverages
#93Clorox$581MConsumer Goods
#94Novartis$579MPharmaceuticals
#95eBay$562MRetail
#96Gap$562MRetail
#97Takeda$541MPharmaceuticals
#98Kia Motors$534MAutomotive
#99Coty$531MBeauty
#100Subarau$532MAutomotive

The report offers several ways of looking at this data—for example, when looking at highest spend by medium, Procter & Gamble comes out on top for traditional media spend like broadcast and cable TV.

On the digital front, Expedia Group is the biggest spender on desktop search, while Amazon tops the list for internet display ads.

The Rise and Fall of Advertising Spend

Interestingly, changes in advertising spend tend to fall closely in step with broader economic growth. In fact, for every 1% increase in U.S. GDP, there is a 4.4% rise of advertising that occurs in tandem.

The same phenomenon can be seen among the biggest advertising spenders in the country. Since 2000, spend has seen both promising growth, and drastic declines. Unsurprisingly, the Great Recession resulted in the largest drop in spend ever recorded, and now it looks as though history may be repeating itself.

Total advertising spend in the U.S. is estimated this year to see a brutal decline of almost 13% and is unlikely to return to previous levels for a number of years.

The COVID-19 Gut Punch

To say that the global COVID-19 pandemic has impacted consumer behavior would be an understatement, and perhaps the most notable change is how they now consume content.

With more people staying safe indoors, there is less need for traditional media formats such as out-of-home advertising. As a result, online media is taking its place, as an increase in spend for this format shows.

But despite marketers trying to optimize their media strategy or stripping back their budget entirely, many governments across the world are ramping up their spend on advertising to promote public health messages—or in the case of the U.S., to canvass.

The Saving Grace?

Even though advertising spend is expected to nosedive by almost 13% in 2020, this figure excludes political advertising. When taking that into account, the decline becomes a slightly more manageable 7.6%

Moreover, according to industry research firm Kantar, advertising spend for the 2020 U.S. election is estimated to reach $7 billion—the same as Amazon’s 2019 spend—making it the most expensive election of all time.

Can political advertising be the key to the advertising industry bouncing back again?

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Technology

Visualized: A Breakdown of Amazon’s Revenue Model

Here’s a look at the different parts of Amazon’s revenue model, and how much money each business segment makes.

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Visualized: A Breakdown of Amazon’s Revenue Model

Amazon has evolved into more than just an online store. While ecommerce makes up a significant portion of the company’s overall sales, its diverse revenue model generates billions through various business segments.

This visualization provides an overview of the different parts that make up Amazon, showing each business unit’s net sales from June 2019 to 2020.

A Diverse Revenue Model

With a market cap of $1.7 trillion, Amazon is currently the most valuable retailer in the world. The company is expected to account for 4.6% of total U.S. retail sales by the end of 2020—but the tech giant is more than just a one-trick pony.

A key factor in the company’s success is its diversification into other areas. Here’s a breakdown of Amazon’s revenue mix:

Business SegmentNet Sales (June 2019 - 2020)
Online stores$163 B
Third-party selling services$63 B
Amazon Web Services$40 B
Subscription services$22 B
Physical stores$17 B
Other$17 B
Total Revenue$322 billion

While Amazon is truly more than an online store, it’s worth noting that online sales account for a significant amount of the company’s overall revenue mix. Over the period of June 2019 to 2020, product sales from Amazon’s website generated $163 billion, which is more than the company’s other business units combined.

A significant day for online sales is Prime Day, which has grown into a major shopping event comparable to Black Friday and Cyber Monday. In 2020, Prime Day is projected to generate almost $10 billion in global revenue.

While ecommerce makes up a large portion of Amazon’s overall sales, there are many other segments that each generate billions in revenue to create immense value for the tech giant. For instance, enabling third-party sellers on the platform is the company’s second-largest unit in terms of net sales, racking up $63 billion over the course of a year.

This segment has shown tremendous growth over the last two decades. In 2018, it accounted for 58% of gross merchandise sales on Amazon, compared to just 3% in 2000. While third-party sellers technically outsold Amazon itself, the company still makes money through commission and shipping fees.

Amazon is Not Alone: Diversification is Common

Amazon isn’t the only major tech company to benefit from diverse revenue streams.

Other tech giants generate revenue through a range of products, services, and applications—for instance, while a healthy portion of Apple’s revenue comes from iPhone sales, the company captures 17% of revenue from a mix of services, ranging from Apple Pay to Apple Music. Microsoft is another example of this, considering it owns a wide range of hardware, cloud services, and platforms.

While there are several reasons to build a diverse business portfolio, a key benefit that comes from diversification is having a buffer against market crashes. This has proven to be particularly important in 2020, given the economic devastation caused by the global pandemic.

The Sum of its Parts

Despite varying levels of sales, each business unit brings unique value to Amazon.

For instance, while Amazon Web Services (AWS) falls behind online sales and third-party sellers in net sales, it’s one of the most profitable segments of the company. In the fourth quarter of 2019, more than half of Amazon’s operating income came from AWS.

In short, when looking at the many segments of Amazon, one thing is clear—the company is truly the sum of its parts.

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