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Human Resources
43
44
47
Market Insights
48
51
52
54
56
59
60
Consensus Marketing
62
30
51
10
59
12
65
14
16
19 Finance
20
22
24
27
Information Technology
28
65 Communications
30
66
32
Harnessing Business-Led IT
69
70
72
75
About CEB
35
36
38
40
5%
Profit
Growth
11%
Revenue
Growth
selfserve.
Millennials
command
1.68
trillion
in consumer
spending.
5.4 people
are involved
in the average
B2B buying
process.
Introduction
put to use the huge and varied array of information at their fingertips.
managing their functions. Most executives will likely face more than one
As deal complexity has risen, so too has customers risk aversion and
the number of stakeholders dedicated to a given sales purchase. CEB
research shows that 5.4 people are involved in the average B2B buying
process. The consensus that these groups require for decision making
slows down the purchase and adds dysfunction to the buying process,
From consumers to executives, people see more options now than they
had in the past. They have access to more information to aid them in the
decision-making process, and yet they struggle more to make decisions
and often fail. Further, our research shows that the cost of poor decision
making can be upward of $375 million. Leaders in the organization need
to make information helpful, not harmful, to decision making.
$375
million.
Human Resources
The nature of work is changing. Our management approaches,
however, havent kept up. To drive breakthrough performance, the
best HR teams operate with a singular focus: to drive an employees
individual performance as well as his or her ability to work with and
through others.
The Performance
Transformation
Strategies to Build a
Workforce of Enterprise
Contributors
Situation
The new work environment is full of performance
challenges, yet performance must improve by 27%
to meet business goals over the next 12 months.
Insight
The best companies attract, develop, engage, and
enable a new kind of performer who is effective at
his or her individual tasks as well as at working with
David Carson
General Manager,
Human Resources
Potential
on financial outcomes.
Network Performance
An employees effectiveness at
improving others performance
and using others contributions
to improve his or her own
performance
Enterprise Contribution
An employees effectiveness at his
or her individual tasks, contribution
to others performance, and use of
others contributions to improve his
or her own performance
Business Unit
Outcomes
Profit
Revenue
Human Resources
business objectives.
John Qudeen
Vice President,
Global Recruiting
Situation
Applicant volume has risen by 33% in the past three years, but
applicant quality remains low.
Insight
The best companies move away from creating the
most appealing image of the employer for a mass
audienceor branding for appealto branding for
influence.
Potential
A branding for influence approach entails providing
trusted guidance to help applicants make better
decisions about whether to apply, and it yields
greater returns.
More Skepticism
Compared to three years ago,
I am more skeptical of what
employers say about themselves.
Less Confidence
If I wanted to leave my current
employer, I know which other
employers I would consider
applying to.
61%
Agree or
31%
Agree or
Strongly
Agree
n = 4,663.
Strongly
Agree
n = 5,412.
Human Resources
10
11
Building a Productive
Learning Culture
Situation
L&D leaders understand that to improve the quality and longterm effects of learning throughout the organization, they must
extend the L&D functions influence by building a culture of
learning.
Insight
De-emphasize participation in learning, and focus
instead on learning relevance, learning capability,
and learner networks.
Potential
A productive learning culture boosts employees
performance and overall learning capabilities.
However, in most cases, extra learning does not mean higherquality or sustained learning. Nearly three in four line leaders
report that employees with high learning participation lack the
necessary skills to achieve business goals.
n = 23,764.
Source: CEB 2014 Learning Culture Survey.
Human Resources
12
13
Situation
Less than one-fifth of line leaders rates HR as an
effective strategic partner to the line.
Insight
HRBPs filter out the noise and cut through the clutter
of data to do that.
Ian OKeefe
Head of HR Analytics
(HRBPs).
Potential
Organizations that improve HRBP competencies
and minimize or remove organizational barriers can
nearly double their number of effective HRBPs.
1. Application Barrier
Lack of clarity on how to apply competencies in day-today work
2. Partnership Barrier
Being tasked to provide transactional support rather than
strategic insight
3. Functional Barrier
Tensions among functional groups that inhibit collaboration
within HR
4. Enterprise Barrier
Lack of coordination with functional partners outside of HR
64%
Neutral or
Disagree
n = 886.
Source: CEB 2013 HR Business
Partner Survey.
36%
Agree
Human Resources
14
15
Rethinking the
Workforce Survey
On Culture
Culture is the foundation for any successful enterprise,
and ours inspires our people to improve every day. It is
Situation
More Coordination
60% of employees coordinate with at least 10
people to complete their day-to-day work. Thirty
percent are working with 20 or more colleagues
on a daily basis.
Insight
CEB research reveals that 60% of highly engaged
employees do not believe their work is aligned with
company goals.
Potential
The ClearAdvantage approach assesses
More Global
57% of employees say they are working more
with employees in another location than they
were three years ago.
Human Resources
16
17
Situation
Insight
Only one in seven high performers is actually
a HiPo. Candidates are being nominated for
subjective reasons and not scientific reasons.
Potential
Assessing the ability, aspiration, and engagement
of your HiPos makes your odds of success much
greater. By looking at these three components,
you have a structured, scalable, and practical
framework for your selection process.
Engagement
HIPO
Human Resources
18
19
Finance
The nature of work is changing, and many finance teams are turning
to transformation to manage this challengeunfortunately, 70% fail.
Leading companies successfully approach change by creating more
effective finance operating models, improving overhead productivity,
and developing the right nontechnical staff skillsall to help the
business make better decisions and enable and support growth.
20
21
CFO
Financial Services Company
Situation
Finance teams are being asked to do more today
than ever beforedriving organizations to launch
massive transformation projects in an attempt to
decrease cost and add value.
Insight
The best finance teams view the function as a profit
centermeasuring cost, value, and finance service
levels in tandem, all while hiring and developing the
finance competencies that matter most in delivering
value to the business.
Potential
Through this approach, finance teams can determine
which services are most profitable and stop
providing those that are not. In essence, instead of
3. Neglect to Define
Talent Development
and Retention Strategy
35%
8%
28%
30%
2. Focus on Process
Improvement
(the How)
Finance
22
23
Situation
CEOs and CFOs are being heavily pressured by
investors to maintain cost discipline and improve
marginsparticularly on overhead costs.
Insight
Cost manage ad hoc and project-based (i.e.,
judgment-based) work, not just transactional
spend, to ensure G&A functions stay efficient.
Potential
The costs associated with judgment-based work
amount to more than 2% of sales for the average
company, which exceeds spend on transactional
work.
CFO
Consumer Products Company
IT
n = 41.
Finance
n = 19.
Legal
n = 13.
HR
n = 26.
Source: CEB Finance Overhead Cost Management Assessment 2014; CEB Finance Pulse Poll.
Procurement
n = 24.
Highly Predictable
Historicals-based budgeting
Complexity-Driver-Based
Budgeting
Line-item-based measurement
Traditional revenue-industry
benchmarks
Less Predictable
Technology-driven automation
25%
Transactional
Work
Accounts
Payable, Payroll,
IT Helpdesk, etc.
24%
Calender-Centric
Work
Budgeting,
Workforce
Planning, etc.
Rules-Based Work:
Activity that is routine and
follows a well-defined process
n = 86.
Source: CEB 2013 G&A Cost Management Survey.
a
Based on classifying function-by-function expenses
by nature of work and a G&A to sales ratio of 5.61%.
29%
22%
Ad Hoc Work
Analytics,
Judgment-Based
Reporting, etc.
Initiative-Based
Work
Systems Integration,
New Product
Feasability Study, etc.
Judgment-Based Work
Activity that is more ambiguous
and knowledge intensive
Finance
24
25
Balancing Governance
and Guidance
Situation
The finance function is evolving toward a more
advisory-based service model. But all too
often, finance teams lack the requisite skills to
evolve from a controlling or reporting role into a
consultative partner role.
Insight
Although technical skills remain a critical
requirement for finance employees, leading
companies also allocate resources to building
judgment- and relationship-based skills that
underpin the most valuable aspects of Finances
Bhavesh Shah
VP Finance
business partnership.
Governance and Guidance Roles Call for Different
Competencies and Talent Strategies
Potential
Finance teams that invest in the key, nontechnical
competencies are three times more likely to make
Governance
Policy
Enforcers
Service
Providers
Guidance
Business
Partners
Decision-Support
Partners
competencies
that
drive
best talent.
Judgment-Based Competencies
Rules-Based Competencies
Finance
26
27
Information
Technology
The nature of work is changing, and technology has become the
most integral business driver. As a result, IT organizations are under
greater strain as business leaders become more ambitious with
their technology initiatives. To succeed in this environment, IT must
make changes to the way it approaches IT strategy, operations, and
workforce.
28
29
Overcoming the
Insight Deficit
Big Judgment in an
Era of Big Data
Situation
Insight
Potential
Functions with the highest Insight IQthe ability to
find and analyze relevant information to make better
decisionsperform, on average, 24% better than
their peers across a wide range of metrics.
high
Informed Skeptic
38% of Employees
Average Insight IQ1 = 60
Applies judgment to
analysis
Listens to others and is
comfortable with dissent
Reliance on Intuition
low
Unquestioning Empiricist
43% of Employees
Average Insight IQ1 = 48
Trusts analysis over
judgment
Values consensus
Reliance on Analysis
high
n = 4,941 employees.
Source: CEB 2011 Insight IQ Diagnostic.
1
Insight IQ is measured on a 0100 scale, with higher values indicating higher levels of analytic maturity.
Information Technology
30
31
The Looming IT
Crisis That Might
Surprise You
Why Talent Matters
Situation
Insight
The highest performing CIOs spend more time on
talent development than on any other activity.
development,
and
retention
are
managed
Potential
By getting talent decisions right, IT organizations
in revenue.
High-Performing CIOs
Other CIOs
Actual
Ideal
Actual
Ideal
1. D
ay-to-Day Operational
Management
1. S
trategic Planning
and Info Gathering
2. S
trategic Planning
and Info Gathering
3. S
trategic Planning
and Info Gathering
3. C
EO/Senior Executive
Partnership
3. S
trategic Planning
and Info Gathering
3. C
EO/Senior Executive
Partnership
4. C
EO/Senior Executive
Partnership
5. D
ay-to-Day Operational
Management
5. D
ay-to-Day Operational
Management
5. C
EO/Senior Executive
Partnership
5. D
ay-to-Day Operational
Management
in revenue.
Information Technology
32
33
Harnessing
Business-Led IT
Rebalancing Roles
and Capabilities
in IT Strategy and
Spending
Situation
Nearly two-thirds of business leaders feel that
Corporate IT is not effective at providing capabilities
for the collaboration, analysis, and mobility needed
to improve productivity and achieve objectives.
Insight
Organizations can become more responsive by
helping business leaders and employees become
more proficient at leading their own technology
projects, rather than trying to further increase ITs
not HRs.
BU General Manager
Fortune 500 Company
0.4x
responsiveness.
Potential
25%
Marketing
1x
23%
Sales
20%
R&D
Breakdown by Function
8%
HR
IT
Budget
Business-Led
Technology
Spending
8%
Finance
16%
Other
Companies that fail to do this will see waste, risk, and lost
opportunities from business-led IT. But done well, these actions
will allow companies to exploit technology for competitive
advantage like never before.
n = 165 organizations.
Source: CEB analysis.
Information Technology
34
35
Innovation
& Strategy
Pressure for growth has renewed or increased many companies
focus on innovation, while organizations themselves have become
more complex. Launching a product or strategy today requires
employees to navigate new matrices and layers of internal business
partners. To help employees work better individually and together,
leading companies are concentrating on the skills and initiatives
that help employees collaborate across functions and drive change
when needed.
36
37
Situation
Most strategists cite the inability to bridge the strategy-toexecution gap as the primary reason for failure of new growth
initiatives. As companies renew their focus on non-incremental
growth within a rebounding economy, strategists must resolve
or correct their execution issues or else risk losing ground to
the competition.
Insight
The best companies improve execution by spending
less time generating organizational buy-in for the
strategy and more time unlocking the organizational
capacity required to implement it.
43%
Adequately Funding/
Prioritizing Projects
Strategy Formulation
Potential
61%
34%
n = 587
Source: Bloomberg; Why Good Strategies Fail: Lessons for the C-Suite, The Economist Intelligence Unit,
2013, http://www.pmi.org/~/media/PDF/Publications/WhyGoodStrategiesFail_Report_EIU_PMI.ashx; CEB
2013 Aggregate Analyst Projections Report.
20%
Managers Understood
(Minds)
Managers Bought In
(Hearts)
Although strategists
focus on buy-in and
understanding...
17%
Managers Allocated
Capacity (Arms and Legs)
31%
n = 65.
38
39
Innovation Potential
Staffs contribution to:
Identifying big problems and high-quality ideas
Creating differentiated solutions
Building internal momentum for ideas
Situation
Insight
Five behavioral markers can predict R&D staffs
innovation potential, and the best companies use
those markers to assess and develop their staff to
build more effective R&D teams.
Potential
Companies with high-innovation potential R&D
workforces have new product sales performance
that is 77% better than other companies, on
average. For a $10 billion company, thats $1.4
billion in additional new product sales.
Influencer
Customer Emphathizer
Idea Integrator
Markers of
Innovation
Potential
Results Seeker
Other Companies
18.1%
77%
32.1%
n = 52 companies.
Source: CEB analysis.
a
High innovation potential refers to companies in the top quartile of the innovation potential index.
40
41
Situation
Quality leaders are in a new era of risk, in which
productivity demands make errors more likely to
happen, and social media and increased regulatory
oversight make those errors more likely to be
noticed.
Insight
The best companies embed quality values into the
underlying culture so that employees take more
independent ownership of quality in their work.
This approach both reduces the risk for errors and
creates new value.
Potential
For every 5,000 employees in a company, building
a strong culture of quality can result in savings
of up to $67 million in the form of recaptured
employee productivity.
Overall Number of
Mistakes Addressed
Hear
Others Talk
About Quality
7.20
3.90
Transfer
Quality
to Peers
See
Others
Take
Quality-Focused
Actions
Feel
Quality All
Around
= 46%
Cultural Carriers
A core group of employees
who visibly prioritize quality
helps transfer and reinforce
the cultural environment.
Bottom Quintile
1.57
= 75%
Number of Significant
Mistakes Addressed
1.04
0.40
= 75%
0.26
Top Quintile
1. Leadership EmphasisPartner with leaders to increase selfawareness of their quality behaviors and drive improvements
when behavioral gaps exist.
42
43
Procurement
& Operations
As cost and productivity expectations persist, many functions are
rethinking the way their work gets done to remain both efficient
and innovative. But not all business partners may welcome these
kinds of transformations. To stay progressive, the best companies
enable employees to exercise greater influence over internal clients
and alter the entrenched views their function.
44
45
Achieve More
Consistent
Procurement
Influence
Situation
Insight
To increase influence, leading CPOs are shifting their
focus not only to developing influence skills but also
to making it easier for staff to apply those skills.
Potential
Procurement organizations in which staff can
influence business partners realize 4.4x greater
savings and execute a higher proportion of
40%
Skill
Possession
function does.
60%
Skill
Application
Skill possession was measured using senior procurement executive classification of staff performance as high.
Skill application was measured using procurement staff responses to the question, In the past 12 months,
approximately how many projects did you choose to not present to your internal business partners because
you felt they would be unlikely to consider it in their decision process?
Staff skill can explain approximately 9% of a business partners overall likelihood of adopting procurement
proposals. Analysis was done using relative weight analysis, which captures the percentage each independent
variable contributes to the overall R-squared explained by the two variables combined.
= 4.4x
440
100
Low Likelihood Business
Partners Will Consider
Procurement Proposals
46
47
Market Insights
In todays information-saturated environment, business partners
make poor decisions 50% of the time. Market Insights can help, but
current efforts are falling short. Leading functions assist business
partners with multiple sources of data in a way that is more scalable
and better suited to meet their needs.
48
49
The Future of
Corporate Insights
Situation
Information Overload
Boosting Impact
Insight
Market insights functions can deliver more business
impact through multisource synthesis and greater
political navigation.
Potential
Better enable decision makers to act on a
consistent, insightful understanding of customers
and the marketplace.
22
Decision Importancea
Number of Functions
Involved in Decision
n = 279.
(13)
17
15
DM Confidence
Before New
Informationa
(14)
DM Years
inRole
(16)
Decision
Urgencya
Objective
Action
Explore opportunities to
leverage big data sources
(e.g., analytics, social media,
POS data).
Assessed on 1 to 7 scale.
Influence
Communications
Synthesis
Learn More About This Insight
Market Insights
50
51
B2C Marketing
& Service
Consumer preferences and trends are evolving rapidly. Many
brands are struggling to keep up and are losing ground as
consumers demand higher levels of service through a more digital
experience. Making matters worse, these changes are driven by a
massive generation that is notoriously difficult to engage. Winning
consumers over today requires building new capabilities that make
brands more agile and provides deeper, more intimate knowledge
of buyers.
52
53
Customer Baggage
A customers past experiences, perceptions, or facts
that occurred before the interaction
Situation
Insight
By focusing solely on the live interaction itself,
service organizations are missing more than 50%
of what drives positive customer outcomes. The
best companies also examine and address what
happened prior to the customers call.
83%
81%
Customer Satisfaction
n = 120, 121, 117.
Potential
Companies whose service reps effectively surface
79%
2010
2011
2.5
2012
2.7
The good news for contact center leaders is that many service
reps already demonstrate baggage handling behaviors,
whether they realize it or not, and say it is relatively easy and
rewarding to do so.
Customer Effort
n = 55, 53, 49.
48%
1.0x
Baggage Handled
1.48x
n = 1,202.
Source: CEB 20102012 Customer Contact Center Cost, Productivity, and Quality Benchmarking Survey.
54
55
A Different World
New Rules
Potential
Brands are able to succeed in a fast-paced,
networked world while still retaining the ability
While nimble,
upstart competitors
are tracking with
consumers as they
change...
...while incumbent
brands legacy
marketing systems
are at best able
to track with
consumers in short
bursts.
Uncertainty Management
Contingent Decision Making
Resource Mobility
A Fresh Approach
Consumers are
far outstripping
marketers in
adopting digital.
to scale.
Co-Creative Posture
Ability to combine
scarce skill sets to
create differentiated,
relevant executions
Shared Vision
Brand Shared Values
Common Waypoints
(e.g., narrative arcs, tech
roadmaps)
Group Mental Models
Free Leverage
Consumer or Third-Party
Mobilization
Automation
Ability to launch
executions quickly, then
react and optimize
Focus
Insight
Open Creation
Scale
that of consumers.
Benefit
Relevance
Situation
56
57
Inside the
Millennial Mind
Situation
Insight
Age:
1936
in 2014
Potential
Standing 80 million strong and just entering their
years of peak purchasing power, millennials are
either the lifeblood of a successful brand or will be
very soon.
Market Size:
80
million
Ext. spending
power:
$1.6
trillion
Ext. discretionary
nonessential spending
$430
billion
Values that
determine
millennial-ness
Values driven by
being a millennial
Embrace Specificity
Adventure
Diversity
Power
Affluencea
Expertise
Purpose
Ambition
Happiness
Romance
Challenge
Image
Sexuality
Change
Nonconformity
58
59
60
61
Consensus Marketing
Identity Value
Situation
A Complex World
Insight
In large groups, desired purchases often fail
because no one takes on the personal risk or effort
of driving purchase consensus.
0.737
0.570
0.560
0.248
Company Value
0.157
Performance Value
Identity Value
Belonging to a
community
Optimism/happiness
about work
0.393
Career advancement
n = 1,047.
Potential
B2B value.
Pride in my work
62
63
Creating Customer
Consensus
Collective Learning
Tremendous impact on winning highquality deals
Guiding Diverse
Stakeholders to
Recognize Greater
Common Value
Situation
Building Consensus
Insight
Dysfunctionnot diversityis the real problem
plaguing todays B2B purchases.
Potential
Reps who mitigate group dysfunction and facilitate
collective learning are seeing a tremendous impact
on winning high-quality deals.
10%
Mental Model
12%
Collection of Yeses
Mental Model
Mental Model
No Change
Smaller
78%
Bigger
n = 51.
Source: CEB 2013 Member Poll.
Collective Yes
n = 3,000.
64
65
Communications
Influencing
stakeholder
perceptions
has
never
been
more
66
67
Changing Critical
Perceptions
Vice President,
Corporate Communications
Pharmaceuticals Company
Situation
Engaging Stakeholders
Insight
Focus on listening and understanding stakeholders
motivations and information context to provide
targeted content.
Potential
Effectively change perceptions and meaningfully
Challenge
Mental Model
38%
Change
Mental
Model
21%
Minimize
Cognitive
Burden
48%
n = 56.
Source: CEB 2014 PR Campaign Analysis.
a
Campaign scored 3 and above on a 15 scale.
Perception
Change
Using attention-getting
data and stories
Motivate
Cognitive
Effort
48%
Changing Perceptions
Message is consumed,
understood, and
remembered.
Filter
Communications
68
69
70
71
Strengthening Assurance
Over Information Security
Risk
Situation
A Rising Issue
Insight
A large proportion of root causes that define
information security failures can be linked to poor
governance, insecure behaviors, and insufficient
risk sensing across the organization.
Potential
Leading audit executives increasingly focus on
identifying the root causes of uncoordinated
Whats at Stake
Information security budgets of large companies
have allocated 21% to technology spending, yet only
2% to end-user awareness and training.
64%
70%
42%/
30%
48%
42%
24%
8%
4%
IT Security Controls
Governance
Secure Behaviors
Threat Sensing
Technology Problems
Oversight Problems
Behavioral Problems
Risk Intelligence
Problems
42% report limited or
infrequent assessment of
threats and vulnerabilities
as a root cause.
72
73
Advance Identification
and Prevention of
Compliance Risks
Building Predictive
Compliance Monitoring
Program
Situation
Constant changes in business operations and
growth strategies profoundly impact risk
management and heighten the need for effective
compliance monitoring.
Insight
The cost of noncompliance rises rapidly over
time, making early detection through effective
monitoring critical to a companys bottom line and
overall reputation.
Potential
Leading compliance executives replace traditional
activity-focused metrics with forward-looking key
risk indicators (KRIs) to monitor the root causes
of operational and behavioral noncompliance,
62%
20%
Business Impact
Companies with the best compliance monitoring
programs reduce employee observations of misconduct
by 9% and increase employee reporting by 41%.
Corporate culture,
for
Successful
Leading compliance executives replace traditional activityfocused metrics with forward-looking KRIs to monitor the root
causes of operational and behavioral noncompliance. They also
use an early warning system to enhance real-time visibility, enable
mid-course corrections, and support confident risk reporting.
74
75
About CEB
CEB, the leading member-based advisory company, equips more than
10,000 organizations around the globe with insights, tools, and actionable
solutions to transform enterprise performance. By combining advanced
research and analytics with best practices from member companies,
CEB helps leaders realize outsized returns by more effectively managing
talent, information, customers, and risk. Member companies include
approximately 90% of the Fortune 500, more than 75% of the Dow Jones
Asian Titans, and 85% of the FTSE 100. More at cebglobal.com.
16,000+
Senior Executives
More than
75%
110+
Countries
10,000+
Organizations
300,000+
Business Professionals
85%
90%
76
77
Leadership Councils
Leadership Councils are for innovative leaders who want to optimize the
performance of their functionand business.
They provide on-demand access to best practices, easy-to-use analytic
and implementation tools, and tailored advisory supportat a fraction of
the cost of other professional advice sources. Our Leadership Councils
help functional leadership teams benchmark their performance and
execute effectively by applying insights from peer companies.
Unlike other resources, our insights and tools are intelligently sourced
from a world-class member network, selected without bias, and proven
effective through intensive quantitative analysis.
Features of Membership
Research and Insight:Our more than 200 unique studies published
annually help business leaders evaluate new issues and challenges.
Proven Best Practices:Our more than 300,000 tested approaches to
solving business challenges are derived from our network of more than
5,300 leading companies.
Advisory Support:
Experts in more than 220 disciplines provide
personalized guidance and project support for executives and their teams
for pending decisions, new tactics, internal presentations, and other needs.
Decision
78
Talent Management
CEB knows talent drives corporate performance. Our stall points research
showed that nearly all preventable performance stalls are caused by
underlying talent-related factors. And as our new work environment
research makes clear, the nature of business performance has changed
dramatically, with work becoming more distributed, more diverse, and
more interdependent. These factors converge to amplify the level of
precision required for talent management decisions. Yet companies
often manage this vital resource throughat bestintuition and local
manager preference andat worsthabit.
CEB aims to change that. We now offer a uniquely comprehensive
and differentiated suite of insights, services, and technology solutions
designed to help companies more effectively plan, recruit, assess,
develop, empower, and engage employees.
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related resources at cebglobal.com/topinsights.
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