Cement Energy and Environment

analytics are transforming how they are maintained. A world of customer experiences, data-based services, and asset performance through ,. analytics, mean-while, requires new forms of collaboration, particularly given the speed at which innovation and disruption are taking place.Thus the emergence of global platforms and other new business models, finally, means that talent, culture, and organizational forms will have to be rethought. Figure 7China·s ·one Bell, One Road" proJect The bottom line, however, is the same: business leaders need to understand their changing environment, challenge the assumptions of their operating teams, and relentlessly and continuously innovate. Neither technology nor the disruption that comes with it is an exogenous force over which humans have no control. The choice of a particular disruption is purely in our hands to grasp what is good and shun what is not in common good. All of us are responsible for guiding its evolution, in the decisions we make on a daily basis as citizens, consumers, and investors. We should thus grasp the opportunity and power we have to shape the Fourth Indus-trial Revolution and direct it toward a future that reflects our common objectives and values. Infrastructure Industry on the cusp of great change KPMG has reiterated the trends that have been laid out herein above in its current update and expects the way ahead is of great change. It fine tunes these trends and gives a foresight to what could be in store. The development and interaction of many of these trends could very well transform the way governments, businesses and users interact with and invest in infrastructure. More importantly, if managed properly, they also hold the power to solve many of the biggest challenges facing our industry today. The exercise is to not only highlight major trends but also to give idea of long-term changes that will affect the infra-structure sector. Change is the Only Constant Uncertainty is everywhere. Prudent & innovative thought process is the new mantra to Infrastructure planning and in-vestment. Macro risk environment shifts are the new normal. The emerging and developing markets that are used to uncertainty are adapting to this uncertainty to advantage. A few examples are: • China's 'One Belt, One Road' project (See Figure 7) and the Asian Infra-structure Investment Bank (AI IB) initiative will not only improve prospects for economic growth in the region , they may also enable China to assert greater regional power. • Japan's significant investments into India's manufacturing and infrastructure sectors. • Singapore's championing of the ASEAN community. • Gulf States' continued investment into western assets. All of these give ample clue that uncertainty can be and is being managed and more of change is on the horizon. It also has shown that while no investor likes uncertainty, the right bu ilding of risk into their models is warranted if market has to be captured. Hence, it is expected that investors will focus to innovate the way they assess, manage and price each type of uncertainty. Competing to Invest! As already said Capital is aplenty. Therefore with plenty of equity entering the market, competition for 'investable' infrastructure projects has reached to a feverish pitch, driven also by institutional investors wanting to make their capital 33