2019 Worldcom PR Group Confidence Index South America Latam 191223140623

The Worldcom
Confidence
Index
2019 South American including
Latin America & the Caribbean
Report
Summary and Comparisons
with the Global Results
THIS DOCUMENT SHOULD BE READ AS A COMPANION

DOCUMENT TO THE GLOBAL STUDY REPORT.
IT DRAWS OUT DIFFERENCES TO THE GLOBAL RESULTS
AND HIGHLIGHTS KEY TRENDS FROM THE SOUTH
AMERICAN (INCLUDING LATIN AMERICA & THE CARIBBEAN
PERSPECTIVE.
Artificial Intelligence provides unrivalled view of trending
topics and leaders’ confidence and concern in addressing them
In 2018 we created the first Worldcom Confidence Index – an invaluable
benchmark for the confidence levels of business leaders. The report captured
feedback from 540 business leaders in seven of the world’s largest economies
and across three regions – Asia, Europe and America.
In this year’s report, we adopted a new and breakthrough way of
understanding the issues that concern leaders. We commissioned Advanced
Symbolics Inc. (ASI), a research company that uses artificial intelligence (AI)
to create a fully representative understanding of the issues that concern
leaders – and their confidence levels in addressing them. By using ASI’s AI tool,
and patented methodology, we have produced a truly global perspective
of 58,374 business leaders from seven regions and 15 countries, on the
Angélica Consiglio,
issues of the moment and where they rank in terms of leadership attention.
Chair of Worldcom South America
including Latin America & the
We’ve also calculated the confidence levels for every topic and audience and
Caribbean identify how these change around the world. This report shows the South
America & the Caribbean summary and comparisons with the global result.
It draws out differences to the global results and highlights key trends from
the region’s perspective and should be read in companion with the 2019
Global Worldcom Confidence Index.
2
THE WORLDCOM CONFIDENCE INDEX 2019 | GLOBAL REPORT - SOUTH AMERICA AND LATIN AMERICA & CARIBBEAN SUMMARY
PART 1
The
SOUTH AMERICAN
Confidence 6 | 2019
2.4 times +93% +38%

More confident about More confident about dealing More South American
upskilling and reskilling with employees than globally leaders focus on influencers
than North America than globally
South American topic engagement 2019
In the 2019 report we have identified the topics with the highest levels of engagement across 328 leaders from South America. We’ve focused on the top 19. Chart
1 shows which topics were discussed most by leaders across the region. The most frequently discussed topic was Cybercrime. This was discussed by four and a
half times more leaders than the global average. Upskilling and reskilling, which was the #1 topic globally only appears at #7 in South America.
CHART 1
South American Leaders’ engagement level for topics

Cybercrime 18.68%
Impact and role of media 15.99%
Retaining talent 11.66%
Employee engagement to improve productivity 7.92%
Employment benefits influence on success 7.47%
Economic migration 7.47%
Upskilling and reskilling 6.88%
Attracting talent 4.78%
Family mentorship influences success 3.74%
Financial /economic influences on success 3.14%
Corporate image and brand reputation 3.14%
Customer satisfaction 2.69%
Impact on business of the way political leaders communicate on social media 1.64%
Good leaders influence success 1.64%
Competition influences success 1.05%
Global warming and extreme weather events 1.05%
Sexual harassment and other bad behaviour 1.05%
Data privacy and protection 0.00%
Global instability and the threat of war 0.00%
0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20%

4
Confidence by topics
Each of these topics has a Confidence Index (CI) score which identifies the average level of confidence or concern in that topic across the entire sample of topics and
demographics. Chart 2 ranks these topics by the level of confidence the leaders have in the topic. The scores below the Global CI average indicate levels of concern.
South American leaders only have four topics where they display confidence. The highest level of confidence is in upskilling and reskilling. Although cybercrime is
the most discussed topic, it has the lowest CI score of just above zero (0.55).
CHART 2
2019 South American Confidence Index by topics

Upskilling and reskilling 36.15
Retaining talent 23.49
Customer satisfaction 23.27
Economic migration 20.80
Global CI average 19.92
Attracting talent 18.24
Employee engagement to improve productivity 17.86
Employment benefits influence on success 17.82
Competition influences success 17.53
Financial /economic influences on success 16.07
Data privacy and protection 16.02
Good leaders influence success 15.73
Impact and role of media 15.30
Corporate image and brand reputation 15.05
Family mentorship influences success 14.79
Global instability and the threat of war 12.71
Global warming and extreme weather events 12.69
Sexual harassment and other bad behaviour 11.16
Impact on business of the way political leaders communicate on social media 10.60
Global trade agreements tariffs 10.58
Cybercrime 0.55
0 5 10 15 20 25 30 35 40
5
Engagement by audience
In addition to the 19 topics, we have identified the six audiences demanding the most attention from leaders. For each audience we have identified the level of
leader engagement and provided a CI score. Chart 3 ranks these audiences, with influencers getting the most attention and suppliers the least. One in three South
American leaders plan to give attention to influencers – 38% more than the global figure.
CHART 3
Leaders’ engagement level for audiences – South America v Global

26.35%
Influencers need the most attention
36.44%
23.35%
Customers need the most attention
28.46%
18.72%
Employees need the most attention
16.09%
13.59%
Shareholders need the most attention
9.04%
13.90%
Government and legislators need the most attention
8.51%
4.09%
Suppliers need the most attention
1.46%
0% 5% 10% 15% 20% 25% 30% 35% 40%
SOUTH AMERICA GLOBAL

6
Confidence or Concern by Audience
Chart 4 ranks these audiences by the level of confidence or concern South American leaders have in handling the audience. The scores below the average indicate
levels of concern. Four of the audiences have an above average CI score – customers, government and legislators, influencers and employees. Leaders are most
confident about employees with a CI score almost double the global average. Suppliers is the only audience where leaders show concern.
CHART 4
2019 Worldcom Confidence Index by audiences – South America v Global
17.75
34.31
19.88
32.64
18.34
32.60
19.71
31.94
17.91
27.63
Global CI Average 19.92
19.21
18.59
0 5 10 15 20 25 30 35 40

7
South America’s confidence is the second lowest of all regions
The CI score in South America is below the Global CI average score of 19.92, and is the second lowest out of all regions featured in the report. North America has
seen it’s CI score fall by a massive 44 per cent. Asia’s score improved slightly by 2.7 per cent.
CHART 5
Confidence Index by Region

Australasia 20.00
20.00
Europe
21.89
20.00
Asia
19.11
19.92
Average
25.31
19.90
Africa
19.68
North America
34.90
19.67
South America
19.10
Latin America and Caribbean
0 5 10 15 20 25 30 35 40
CONFIDENCE 2018 CONFIDENCE 2019 CONFIDENCE 2018 CONFIDENCE 2019

8
Four of the top five topics in South America have a CI score above global values
CHART 6
Top 5 Topics of confidence South America v Global Average

Four of the top five topics discussed by South
American leaders have higher CI scores than the
equivalent global score. Four of South America’s 19.55
Upskilling and reskilling
top five have scores that are also higher than 36.15
the global CI average of 19.92.
21.36
Retaining talent
The highest CI score for a topic in South America 23.49
is for Upskilling and Reskilling. This is 85 per cent
higher than the global average. However, South 21.83
Customer satisfaction
American leaders are concerned about their 23.27
ability to attract talent. The score for this topic is
19.67
10 per cent lower than the global figure. Economic migration
20.80
21.31
Attracting talent
18.24
0 5 10 15 20 25 30 35 40
9
Influencers become top audience for leader attention
CHART 7
Influencers need the most attention – Engagement by Region

South America ranks the highest amongst all
other regions when it comes to paying attention
South America 36.44% to influencers. Forty-six per cent more South
American leaders are giving influencers more
North America 26.66% attention than Australasia – the lowest ranked
regions for influencers.
Europe 26.62%
South America has the third highest CI score for
Global 26.35%
confidence in dealing with influencers (27.63).
Europe, the lowest ranked region for this topic,
Asia has a CI score almost 60 per cent lower at 12.09.
26.34%
Latin America and Carribean 25.30%
Africa 25.06%
Australasia 24.92%
0% 5% 10% 15% 20% 25% 30% 35% 40%
10
Employee-related topics dominate leaders’ agenda
• Upskilling and reskilling discussed half as much in South America as globally
• Employee-related topics take six out of top eight topics
• Employees have the highest CI score of all audiences
CHART 8
Six of the top eight topics in South America are employee-related. Employee-related topics dominate leader discussions
Four employee related topics are discussed less in South America 4.15%
Cybercrime
than they are globally – upskilling and reskilling, employment 18.68%
benefits, economic migration and attracting talent. Retaining Impact and role of media 10.51%
15.99%
talent and employee engagement are discussed more than globally. 11.10%
Retaining talent
11.66%
Leaders have developed a three-pronged strategy to attract and
Employee engagement 6.50%
retain the best talent: to improve productivity 7.92%
• Invest in employee engagement – the #4 topic. Economic migration 8.37%
7.47%
• Invest in employee benefits – the #5 topic
Employment benefits 9.22%
• Invest in upskilling and reskilling current employees – the #7 topic influence on success 7.47%

6.88%
This is a trend confirmed by Matt Manners, CEO of the Employee Attracting talent 5.15%
4.78%
Engagement Awards: ”In the last five years we have seen the
Family mentorship 3.35%
area of employee engagement become more strategic, with influences success 3.74%
much greater support from business leaders. The entries to our Corporate image and 3.62%
brand reputation 3.14%
most recent North American awards clearly demonstrate the
business value delivered by making employee engagement 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20%
part of the DNA of a business.”
SOUTH AMERICA GLOBAL SOUTH AMERICA GLOBAL
11
Employees has the highest CI score for audiences
Leaders in South America are more confident in their ability to connect with employees. This is as highlighted by a high CI score of 34.31. This is 72 per cent higher
than the Global CI average score.
CHART 9
CI score for audiences – South America
Employees need the most attention 34.31
Shareholders need the most attention 32.64
Government and legislators need the most attention 32.60
Customers need the most attention 31.94
Influencers need the most attention 27.63
Global CI Average 19.92

18.59
0 5 10 15 20 25 30 35 40
12
South America has lowest engagement of all regions for upskilling and reskilling
CHART 10
Engagement levels by region for upskilling and reskilling

Upskilling and reskilling is the #7 topic for
South American leaders (see Chart #8). But
North America 16.00% South America is ranked last when it comes to
engagement with this topic.
Australasia 15.89% More than double the number of North
American leaders engaged with this topic than
Europe 15.81% their peers in South America.
Global 15.23%
Asia 14.27%
Africa 13.52%
Latin America and Caribbean 12.26%
South America 6.88%
0% 2% 4% 6% 8% 10% 12% 14% 16% 18%
13
South American leaders are the most confident globally in their ability to upskill and reskill
CHART 11
Confidence about upskilling and reskilling by region

South American leaders are the most
confident globally about their ability to upskill
and reskill. The South American score of 36.15
South America 36.15
is significantly higher than the global score. It is
the highest of all regions and 25 per cent more
Africa 28.80
confident than the second most confident
region, Africa.
Latin America and Carribean 26.18
South America’s CI score is 2.4X more confident
than Australasia which is ranked the least Asia 23.66
confident region. It is also more than double
the North American score. Global 19.55
North America 16.17
Europe 15.95
Australasia 14.91
0 5 10 15 20 25 30 35 40
14
Retaining talent is a source of confidence for South American leaders
CHART 12
Confidence about retaining talent by region South American leaders are confident about
their ability to retain talent. South America’s
CI score is above the global value and is the
Asia 24.36 second highest score of the seven regions. It
is 53 per cent higher than North America – the
South America 23.49 lowest scoring region for this topic.
Africa 22.24
Global 21.36
Europe 20.94
Latin America and Caribbean 16.80
Australasia 15.47
North America 15.31
0 5 10 15 20 25 30
15
South American leaders concerned about their ability to get employment benefits right
CHART 13
Confidence about employment benefits influence on success by region

Employment benefits are #8 in the South
American CI table (Chart #2). But South
America is second to last out of all regions for
Europe 22.51
confidence about this issue. This shows that
leaders are concerned about using benefits
Australasia 22.08
correctly in the battle for talent.
The CI score is 15 per cent lower than the Global 21.00

global value for this topic and is the second
lowest of all regions. North America 20.87
Asia 19.78
South America 17.82
Africa 16.45
0 5 10 15 20 25
16
Economic migration is a source of confidence for South American leaders
CHART 14
Confidence about economic migration by region

Economic migration has the fifth highest
topic engagement for South American leaders
(Chart #1) and the fourth highest CI score for
Africa 24.82 topics in the region – at 20.80 (Chart #2).
Asia 20.91
This is slightly higher than the global score for
the topic and 16 per cent lower than the score
South America of the #1 region, Africa.
20.80
Global 19.67
Europe 18.92
North America 18.16
Australasia 17.79
0 5 10 15 20 25
17
South American leaders concerned about using employee engagement to improve productivity
South American leaders are concerned about using employee engagement to improve productivity. This ranked #7 in the region’s CI league table (Chart #2) but is
significantly below the global score for this topic. The score is 22 per cent lower than the highest ranked region – Australasia, demonstrating this needs increased focus.
CHART 15
The benefits of doing so are now clear Confidence in employee engagement to improve productivity by region
according to Ruth Dance, managing director
of the Employee Engagement Alliance the Australasia 23.09
membership organisation for engagement
professionals around the world. She believes Africa 23.01
there is a fundamental shift taking place.
Europe 21.79
Global 21.56
Organisations are proving that
focusing on the employee experience for
Asia 21.52
each individual is having an incredibly
beneficial impact. Always on, continuous
North America 20.52
listening, consistent feedback and
purpose-driven teams, are rapidly replacing South America 17.86
traditional ways of working.
0 5 10 15 20 25
18
South American leaders more concerned than many of their global peers about attracting talent
CHART 16
Confidence about attracting talent by region

Attracting talent, which has the eighth highest
engagement level in South America (see Chart
#1), has a below global CI average score of 18.24.
Asia 22.07 Only one region is more concerned about this
topic –Latin America and the Caribbean.
Australasia 21.75
Europe 21.56
Global 21.31
North America 20.25
Africa 18.39
South America 18.24
0 5 10 15 20 25
19
Leaders have almost zero confidence about cybercrime
CHART 17
Confidence in cybercrime by region

South American leaders are very concerned
about cybercrime. This topic has the highest
engagement levels in South America but
the lowest CI score (see Chart #2). At 0.55 it is Australasia 23.09
significantly below the Global CI average and
every other region. Asia 22.19
Confidence in the ability to deal with cybercrime Europe 21.21

is 19 times lower than confidence in global trade
agreement tariffs – the topic with the second North America 21.02
lowest confidence score.
Global 20.93
Africa 18.42
South America 0.55
0 5 10 15 20 25
20
Cybercrime most discussed topic by leaders
CHART 18
Engagement Levels in cybercrime by region

As well as being the topic of least confidence
for South American leaders, Cybercrime is
the most discussed topic amongst leaders
South America 18.68% and is 4.56 times more discussed than the
global average.
Engagement levels are three times more
Europe 4.29% than Latin America which is ranked second.
Cybercrime is 5X more discussed in South
Africa
America than in Asia - the region with least
4.26%
discussions on this topic.
Global 4.14%
North America 3.92%
Australasia 3.67%
Asia 3.51%
0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20%
21
The media matters but confidence in dealing with them
is the lowest of all regions
CHART 19
Confidence about the impact and role of media by region

While the impact and role of the media was
the #2 topic discussed among South American
leaders, it’s also an area of concern, producing
the lowest CI score of all regions at 15.30. This Africa 23.52
is below the Global CI average score and the
North America 20.00
global score for this topic.
South America’s score is 35 per cent below the Asia 19.21
score (23.52) for the #1 region Africa.

Global 18.83
Australasia 18.48
Europe 18.23
South America 15.30
0 5 10 15 20 25
22
South America the least confident about issues around global warming
and extreme weather
CHART 20
Confidence about global warming and extreme weather events by region Europe has the highest confidence score for this
topic at 21.49. This is almost double the score
for South America (12.69). This may be because
Europe 21.49 many European countries are seen to be leading
the way on reducing CO2 emissions. In fact, of
Australasia 20.64 the 18 countries featured in this article on CO2
reduction, 17 are in Europe.
North America 20.56
Within Europe, the UK has the highest confidence
Global 20.20
score. In fact, the UK is the most confident of all
countries (22.38). Italy has the second highest
Asia
score at 21.74.
20.14
Africa 16.50
South America 12.69
0 5 10 15 20 25
23
PART 2
The Anatomy
of Confidence
and Concern in
South America
+34%
Male leaders 34 per cent more
4x
Millennials are almost
confident than females – double 4x more confident
the global gap than Gen Z
CEOs more confident than CMOs
CHART 21
Confidence levels of CEOs and CMOs

South American CEOs are more confident than
CMOs. Both scores are lower than the Global CI
Average of 19.92.

in South America
CI Score for CEOs CI Score for CMOs
19.68 18.72
25
CEOs more confident than CMOs for their top five topics
CHART 22
Top 5 topics of confidence for CEOs and CMOs

South America’s CEOs and CMOs share four of
the same topics and differ on one. CEOs are
more confident than CMOs for all of their top
Upskilling and reskilling 35.13 five topics, similarly to global results. Employee
Retaining talent
related topics show four times in the CEOs’ and
23.81
CMO’s top five CI scores.
CEO
Both CEOs and CMOs have higher
confidence than their global counterparts
about topics like upskilling and reskilling
and economic migration.
CMO
0 5 10 15 20 25 30 35 40
26
Unlike other regions, medium and very large businesses
are most confident in South America
CHART 23
Confidence by size of organisation

Confidence levels differ from other regions
where confidence grows with size. Very
19.43
Large businesses in South America are the 20 18.66
most confident. Large businesses are the 17.64
least confident. 18 16.60
16
14
12
10
0
Small Medium Large Very Large
27
Generation Z leaders much less confident than their millennial peers
CHART 24
Confidence by Age
The score for under 25s is significantly below
average. It is also much lower than their
25 ‘millennial’ peers and who are four times more
confident. In fact, millennial leaders are the
19.61 most confident in the region.
20 18.87
Under 25s have low confidence for issues such
as retaining talent.
15 13.59
10.76
9.04
10
4.93
5
0
<25 25-34 35-44 45-54 55-64 >65
28
Male leaders 34 per cent more confident than females – double the global gap
CHART 25
Confidence by Gender
Male leaders are 34 per cent more confident
than female leaders in South America. This
is more than double the gap in confidence
between genders than the global result of 16
per cent.
Males are more confident than
Females in South America
CI Score for Males CI Score for Females
19.67 14.65
29
South American leaders have the second lowest
CI score – just behind North America
CHART 26
Confidence by region
South American leaders have the second
lowest CI score at 19.67. This is below the
Latin America and Caribbean 19.10 global average of 19.92 and just behind
North America.
South America 19.67
34.90
North America
19.68
Africa 19.90
25.31
Average
19.92
21.89
Europe
20.00
19.11
Asia
20.00
Australasia 20.00
0 5 10 15 20 25 30 35 40

30
The Worldcom
Confidence
Index
2019 Latin America

and Caribbean
Report
Summary and Comparisons
with the Global Results
THIS DOCUMENT SHOULD BE READ AS A COMPANION

DOCUMENT TO THE GLOBAL STUDY REPORT.
IT DRAWS OUT DIFFERENCES TO THE GLOBAL RESULTS
AND HIGHLIGHTS KEY TRENDS FROM THE LATIN
AMERICA AND CARIBBEAN PERSPECTIVE.
PART 1
The LATIN AMERICAN

AND CARIBBEAN
Confidence 8 | 2019
+90% #1 -35%
Confidence about Leaders most Latin America and Caribbean
Influencers is 90% higher confident about has the lowest score of all
in Latin America and upskilling and regions for attracting talent
Caribbean than globally reskilling which is 35 per cent lower than
the top scoring region – Asia
Latin American and Caribbean topic engagement - 2019
In the 2019 report we have identified the topics with the highest levels of engagement across 74 leaders from Latin America and Caribbean. We’ve focused on the
top 17. Chart 1 shows which topics were discussed most by leaders across the region. The most frequently discussed topic was retaining talent. This was discussed
by 28% more leaders than the global average. The next two topics were upskilling and reskilling and the impact and role of the media.
CHART 1
Latin American and Caribbean Leaders’ engagement level for topics
Retaining talent 14.18%

Impact and role of media 12.26%
Economic migration 8.89%
Employment benefits influence on success 7.69%
Cybercrime 5.77%
Financial /economic influences on success 5.05%
Corporate image and brand reputation 3.13%
Family mentorship influences success 1.92%
Competition influences success 1.92%
Global warming and extreme weather events 1.92%
Global instability and the threat of war 1.20%
Sexual harassment and other bad behaviour 1.20%
Impact on business of the way political leaders communicate on social media 0.00%
0% 2% 4% 6% 8% 10% 12% 14% 16%

33
Confidence by topics
Each of these topics has a Confidence Index (CI) score which identifies the average level of confidence or concern in that topic across the entire sample of topics and
demographics. Chart 2 ranks these topics by the level of confidence the leaders have in the topic. The scores below the Global CI average indicate levels of concern.
The topic with most confidence was upskilling and reskilling. The topic of most concern was bad behaviour such as sexual harassment.
CHART 2
2019 Latin American and Caribbean Confidence Index by topics

Employment benefits influence on success 18.33
Family mentorship influences success 18.33
Competition influences success 18.17
Impact and role of media 16.36
Corporate image and brand reputation 16.22
Cybercrime 14.79
Impact on business of the way political leaders communicate on social media 14.27
Global instability and the threat of war 14.22
Global warming and extreme weather events 13.82
Sexual harassment and other bad behaviour 13.34
0 5 10 15 20 25 30
34
Engagement by audience
In addition to the 17 topics, we have identified the six audiences demanding the most attention from leaders. For each audience we have identified the level of
leader engagement and provided a CI score. Chart 3 ranks these audiences, with influencers getting the most attention and suppliers the least. One in four Latin
American and Caribbean leaders plan to give attention to influencers – slightly lower than the global average. Suppliers are getting the least attention.
CHART 3
Leaders’ engagement level for audiences – Latin American and Caribbean v Global
26.35%
25.30%
23.35%
22.63%
18.72%
18.73%
13.59%
16.30%
13.90%
12.41%
4.09%
4.62%
0% 5% 10% 15% 20% 25% 30%
LATIN AMERICA & CARIBBEAN GLOBAL

35
Confidence or Concern by Audience
Chart 4 ranks these audiences by the level of confidence or concern Latin American and Caribbean leaders have in handling the audience. The scores below
the Global CI average indicate levels of concern. All the audiences except suppliers have an above global CI average score. Leaders are most confident about
influencers with a CI score 90 per cent above the global average. The CI score for suppliers is the lowest of all audiences and the only score that is below the
global score for the audience and the Global CI average.
CHART 4
2019 Worldcom Confidence Index by audiences – Latin American and Caribbean v Global
17.91
34.02
19.71
32.58
17.75
26.49
18.34
25.61
19.88
20.73
19.21
16.01
0 5 10 15 20 25 30 35 40

36
Latin America and Caribbean has lowest confidence level of all regions
The CI score in Latin America and the Caribbean is below the Global CI average score of 19.92, and is the lowest out of all regions featured in the report. North
America has seen it’s CI score fall by a massive 44 per cent. Asia’s score improved slightly by 4.7 per cent.
CHART 5
Confidence Index by Region

Australasia 20.00
20.00
Europe
21.36
20.00
Asia
19.48
19.92
Global CI Average
25.31
19.90
Africa
19.68
North America
35.17
19.67
South America
19.10
0 5 10 15 20 25 30 35 40

37
Only one of the top five topics in Latin America and Caribbean has a CI score above global values
CHART 6
Top 5 Topics of confidence Latin American and Caribbean v Global Average Upskilling and reskilling is the only topic in
the top five for Latin America that as a higher
score than the global value.
19.55
26.18
21.83
Customer satisfaction
18.55
21.00
Employment benefits influence on success
18.33
20.49
Family mentorship influences success
18.33
20.31
Competition influences success
18.17
0 5 10 15 20 25 30
38
Influencers become top audience for leader attention
CHART 7
Influencers need the most attention – CI scores by Region

Latin America and Caribbean has the second
highest CI score for confidence in dealing with
influencers (34.02) – second only to Africa. Africa 36.04
Europe, the lowest ranked region for this topic,
has a CI score almost three times lower at 12.09. Latin America and Caribbean 34.02
The Latin American and Caribbean score is South America 27.63

90 per cent higher than the Global score for
the topic. Asia 19.94
Global 17.91
North America 16.99
Australasia 15.27
Europe 12.09
0 5 10 15 20 25 30 35 40
39
Employee-related topics dominate leaders’ agenda
• Upskilling and reskilling the second most discussed topic and has the highest CI score
• Employee-related topics take four out of top five topics
• Employees have the third highest CI score of all audiences
CHART 8
Employee-related topics dominate leader discussions Four employee related topics are discussed more in Latin
America and the Caribbean than they are globally –
Retaining talent 11.06% retaining talent, economic migration, employee
14.18%
15.23%
engagement and attracting talent. Leaders have
12.26% developed a three-pronged strategy to attract and retain
10.47%
Impact and role of media
12.26% the best talent:
Economic migration 8.34% • Invest in upskilling and reskilling current employees –
8.89%
the #2 topic
8.41% • Invest in employee engagement – the #5 topic.
Employment benefits influence on success
7.69%
9.19% • Invest in employee benefits – the #6 topic
7.69%
This is a trend confirmed by Matt Manners, CEO of
6.49% the Employee Engagement Awards: “In the last five
Cybercrime 4.14% years we have seen the area of employee engagement
5.77%
3.91%
become more strategic, with much greater support
Financial /economic influences on success
5.05% from business leaders. The entries to our most
0% 2% 4% 6% 8% 10% 12% 14% 16% recent North American awards clearly demonstrate
the business value delivered by making employee
LATIN AMERICA & CARIBBEAN GLOBAL LATIN AMERICA & CARIBBEAN GLOBAL
engagement part of the DNA of a business.”
40
Employees has the third highest CI score for audiences
Leaders in Latin America and Caribbean are confident about their ability to connect with employees. This is as highlighted by a high CI score of 26.49. This is 33 per
cent higher than the Global CI average score.
CHART 9
CI score for audiences – Latin American and Caribbean
Influencers need the most attention 34.02
Customers need the most attention 32.58
Employees need the most attention 26.49
Government and legislators need the most attention 25.61
Shareholders need the most attention 20.73
Suppliers need the most attention 16.01
0 5 10 15 20 25 30 35 40
41
Upskilling and reskilling important to leaders agenda in Latin America and Caribbean
but less so than five other regions
CHART 10
Engagement levels by region for upskilling and reskilling

Upskilling and reskilling is the #2 topic for Latin
American and Caribbean leaders (see Chart #8).
However, Latin America and Caribbean is ranked North America 16.00%
second lowest when it comes to engagement
with this topic. Australasia 15.89%
Over 23% fewer Latin American and Caribbean

Europe 15.81%
leaders engaged with this topic than their peers
in North America.
Global 15.23%
Asia 14.27%
Africa 13.52%
South America 6.88%
0% 2% 4% 6% 8% 10% 12% 14% 16% 18%
42
Latin American and Caribbean leaders are confident about their ability to upskill and reskill
Latin American and Caribbean leaders are confident about their ability to upskill and reskill. The Latin American and Caribbean score of 26.18 is significantly
higher than the global score. It is also the only topic in the region that has an above global CI average score. It is the third highest of all regions and almost
double the CI score for Australasia, the lowest scoring region. It is also the highest scoring topic in Latin America.
CHART 11
Confidence about upskilling and reskilling by region
South America 36.15
Africa 28.80
Latin America and Carribean 26.18
Asia 23.66
Global 19.55
North America 16.17
Europe 15.95
Australasia 14.91
0 5 10 15 20 25 30 35 40
43
Retaining talent is a cause for concern for Latin American and Caribbean leaders
CHART 12
Confidence about retaining talent by region Latin American and Caribbean leaders are
concerned about their ability to retain talent.
The Latin American and Caribbean CI score is
Asia 24.36 below the global value and is the third lowest
score of the seven regions.
South America 23.49
Asia has the highest CI score for this topic - 45 per
Africa cent higher than Latin America and Caribbean.
22.24
Global 21.36
Europe 20.94
Australasia 15.47
North America 15.31
0 5 10 15 20 25 30
44
Latin American and Caribbean leaders concerned about their ability to get employment benefits right
CHART 13
Confidence about employment benefits influence on success by region

Although employment benefits are #3 in
the Latin American and Caribbean CI table
(Chart #2), the score is below the global CI
Europe 22.51
average and therefore a cause for concern.
This shows that leaders are mildly concerned
Australasia 22.08
about using benefits correctly in the battle
for talent.
Global 21.00
As proof of this lower confidence, the CI
score is 13 per cent lower than the global North America 20.87
value for this topic and is the third lowest of
all regions. Asia 19.78
South America 17.82
Africa 16.45
0 5 10 15 20 25
45
Economic migration is a concern for Latin American and Caribbean leaders
CHART 14
Confidence about economic migration by region

Economic migration has the fourth highest topic
engagement for Latin American and Caribbean
leaders (Chart #1). This is most probably because
Africa 24.82 it is a cause for concern. This topic has a below
average CI score at 17.43.
Asia 20.91
The Latin American score is the lowest of all
South America 20.80
regions and is 30 per cent lower than the score
of the #1 region, Africa.
Global 19.67
Europe 18.92
North America 18.16
Australasia 17.79
0 5 10 15 20 25
46
Latin American and Caribbean leaders concerned about using employee engagement to improve productivity
Latin American and Caribbean leaders are concerned about using employee engagement to improve productivity. This ranked #10 in the region’s CI league table
(Chart #2). This is below the global score for this topic and is the lowest of all regions - 30 per cent lower than the highest ranked region – Australasia. It’s an area
that leaders may want to focus on more.
CHART 15
The benefits of doing so are now clear Confidence in employee engagement to improve productivity by region
according to Ruth Dance, managing director
of the Employee Engagement Alliance the Australasia 23.09
membership organisation for engagement
professionals around the world. She believes Africa 23.01
there is a fundamental shift taking place.
Europe 21.79
Global 21.56
Organisations are proving that
focusing on the employee experience for
Asia 21.52
each individual is having an incredibly
beneficial impact. Always on, continuous North America 20.52
listening, consistent feedback and
purpose-driven teams, are rapidly replacing South America 17.86
traditional ways of working.
0 5 10 15 20 25
47
Latin American and Caribbean leaders more concerned than any of their global peers about attracting talent
CHART 16
Confidence about attracting talent by region

Attracting talent, which has the 6th highest
engagement level in Latin America and the
Caribbean, is a topic of concern. It has a very
Asia 22.07 low score of 14.31.
Australasia 21.75 Latin America and Caribbean has the lowest

score of all regions for this topic which is 35 per
Europe 21.56
cent lower than the top scoring region – Asia.
Global 21.31
North America 20.25
Africa 18.39
South America 18.24
0 5 10 15 20 25
48
Leaders very concerned about bad behaviour such as sexual harassment
CHART 17
Confidence in dealing with sexual harassment and other bad behavior

Latin American and Caribbean leaders are
very concerned about bad behaviour such as
sexual harassment.
Australasia 22.46
This topic has the lowest CI score in Latin
America and Caribbean (see chart #2) and the Europe 21.81
second lowest score of all other regions.
Global 19.93
North America 19.81
Asia 18.67
Africa 14.81
South America 11.16
0 5 10 15 20 25
49
The media matters but confidence in dealing with them is relatively low for
CHART 18
Confidence about the impact and role of media by region

While the impact and role of the media
was the #8 topic discussed among Latin
American and Caribbean leaders, it’s also
Africa 23.52 an area of concern, with a CI score of just
16.36. This is below the Global CI average
North America 20.00 score and the global score for this topic.
Asia 19.21 Leaders in the region are also more

concerned than leaders in five other
Global 18.83 regions. Latin America has the second
lowest score of all regions which is 30 per
Australasia 18.48 cent below the score (23.52) for the #1
region, Africa.
Europe 18.23
South America 15.30
0 5 10 15 20 25
50
Leaders are concerned about global instability and the threat of war
CHART 19
Latin American and Caribbean leaders are Confidence about global instability and the threat of war
concerned about global instability and the
threat of war.
Europe 21.19
This topic has the third lowest CI score in Latin
America and Caribbean (see chart #2). At 14.22 it Australasia 20.98
is below the Global CI average score and is the
second lowest score of all other regions. North America 20.69
Global 19.47
Asia 18.02
Africa 15.88
South America 12.71
0 5 10 15 20 25
51
Latin America and Caribbean concerned about issues around global
warming and extreme weather
CHART 20
Confidence about global warming and extreme weather events Latin America and Caribbean has the second
lowest score for this topic at 13.82. Europe,
the most confident region has a score 55 per
Europe 21.49 cent higher (21.49).
Australasia 20.64
North America 20.56
Global 20.20
Asia 20.14
Africa 16.50
South America 12.69
0 5 10 15 20 25
52
Leaders are concerned about the way political leaders communicate
on social media and how it impacts businesses
CHART 21
Latin American and Caribbean leaders are Confidence about the way political leaders communicate on social media and how it
concerned about the way political leaders impacts the business
communicate on social media and how it
impacts businesses. Australasia 23.09
This topic has the fourth lowest CI score in Asia 22.19

Latin America and Caribbean (see chart #2).
At 14.79 it is below the Global CI average Europe 21.21
score and the second lowest score of all
other regions. North America 21.02
Global 20.93
Africa 18.42
South America 0.55
0 5 10 15 20 25
53
PART 2
The Anatomy of
Confidence and Concern
in Latin America and
the Caribbean
+147% +57%
Very large businesses Latin American and Caribbean
+18%
CEOs more confident
more confident than leaders significantly more than CMOs
very small businesses confident in upskilling and
reskilling than the global result
CHART 22
Confidence levels of CEOs and CMOs

Latin American and Caribbean CEOs are 18 per
cent more confident than CMOs. Both scores
are lower than the Global CI Average of 19.92.
CEOs 18% more confident than CMOs

in Latin America & Caribbean
CI Score for CEOs CI Score for CMOs
19.00 16.04
55
CMOs more confident than CEOs in two of their top five topics
CHART 23
Top 5 topics of confidence for CIOs and CMOs

Latin American and Caribbean CEOs and CMOs
share one of the same topics and differ on four.
CMOs are more confident than CEOs for two of
their top five topics, in contrast to global results Upskilling and reskilling 25.03
where CEOs are more confident in all. Impact and role of media 17.74
Employee related topics only show twice in the Family mentorship influences success 17.52
CEO
CEOs’ top five CI scores but show four times in Employment benefits influence on success 17.45
the CMOs’ top five. Confidence in upskilling and
reskilling is significantly above global average
for both roles but particularly for CMOs which
has a score of 28.6 – 57 per cent above the Upskilling and reskilling 28.60
global result for CMOs.
CMO
0 5 10 15 20 25 30
56
Very small businesses significantly less confident than very large businesses
CHART 24
Confidence by size of organisation

Confidence levels follow the global trend
where very small businesses are less confident
20 18.97
18.32 than vey large businesses. However the gap
17.95
16.95 is significantly wider than the global result,
18
with very large businesses being 147% more
16 confident than smaller businesses.
14
12
10
7.68
8
0
Very Small Small Medium Large Very Large
57
Baby boomers have highest confidence – 24 per cent above those aged 35-44
CHART 25
Confidence by age
Baby boomers over 65 are the most confident
age group in this region. They are 24 per cent
20 19.00
more confident than those aged between 35
17.60 17.60
and 44. 16.66
15.27
15
10
0
25-34 35-44 45-54 55-64 >65
58
Male leaders more confident than female
CHART 26
Confidence by Gender
Male leaders are 3.5 per cent more confident
than female leaders but are have a CI score 11
per cent lower than the average global score
of 21.25.
Males 3.5% more confident
than Females in Latin America
& Caribbean
CI Score for Males CI Score for Females
19.00 18.36
59
Latin American and Caribbean leaders have lowest confidence of all regions
CHART 27
Confidence by Region
Latin American and Caribbean leaders have
the lowest confidence score of all regions. It is
five per cent lower than the top scorers Asia, Latin America and Caribbean 19.10
Europe and Australasia.
South America 19.67
34.90
North America
19.68
Africa 19.90
25.31
Average
19.92
21.89
Europe
20.00
19.11
Asia
20.00
Australasia 20.00
0 5 10 15 20 25 30 35 40
60
PART 3
Methodology
A new, breakthrough
AI-fuelled approach
Using a new method to enable robust comparisons
In 2018, with the help of two respected independent research firms,

we captured feedback from 540 business leaders in seven of the
world’s largest economies and across the three main regions – Asia,
Europe and America. Their responses created the first Worldcom
Confidence Index.
The insight we gathered was invaluable in creating a benchmark for

the confidence levels of business leaders. However, it was based on
responses to questions we asked rather than on the topics that CEOs
and CMOs were talking about in online channels.
So, we decided to adopt a new and breakthrough way of understanding

the issues than concerned leaders – and their confidence levels in
addressing them. As a result, we commissioned Advanced Symbolics
Inc. (ASI), a research company that uses artificial intelligence (AI) to
create truly representative understanding of what audiences are saying.
By using ASI’s AI tool, Polly, we were able to capture and analyse the
online contributions, in nine languages, of 58,374 business leaders.
This enables us to identify which topics were highest on the leadership
agenda, and how confident or concerned leaders were about the topic.
62
THE WORLDCOM CONFIDENCE INDEX 2019 | GLOBAL REPORT
Using the differential confidence method to enable robust comparisons
Using the total sample size confidence, the expected number of of large Canadian companies as 16per cent. This is the differential
confident responders was extrapolated. For example, if the sample for confidence method.
CEOs of very large (1000+) companies in Canada is 253 people, then
In most cases, the differential confidence is the same as the raw
the expected confident responders is 53 people (253* 21per cent).
confidence, which is the ratio of confident responders divided by
The actual number of confident respondents is compared against the the number of people in the sample. In the above example, the raw
expected number and the difference is calculated. To further illustrate confidence is also 16per cent: 41 Confident responders / 253 CEOs in
the concept, if 41 CEOs of very large (1000+) companies in Canada the sample.
were confidently engaged on retaining talent, the difference is 12 less
The differential confidence differs from the raw confidence when
people than expected (53 – 41).
the sample for a segment (i.e. Job title) is small or the confident
The ratio of the difference is calculated and added to the average engagement is small. In these cases, the small denominator may
confidence. Continuing the above example, 12 less Canadian CEOs exaggerate the change in confidence. The differential confidence
is a decrease of 5 per cent (12/253). Five per cent is subtracted from minimizes the impact from small denominators, allowing accurate
the average confidence of 21 per cent giving a confidence for CEOs comparison between segments no matter the size.
63
Creating a representative sample and
comparative data
A sample of 58,374 individuals who fit the ‘global business leaders’ • Demographic splits
classification was constructed from publicly available social media
information using a patented process known as Conditional
The following demographic details were collected as part of
Independence Coupling. Polly (ASI’s AI) analysed the social history the methodology.
of the sample for the previous 12 months and determined if a person
was engaged on a particular topic. If a person was engaged on the • Role
topic, the AI measured if the engagement indicated confidence in Only contributions from CEOs or CMOs/CCOs were captured.
the topic (I am not worried about this area) or concern toward the
topic (I am worried about this area). • Gender
For each topic, the percentage of people in the sample who
engaged confidently on the topic was measured. For example, if
• Age • Business size
5,137 people were confidently engaged on “retaining talent”, this is Participants were Four sizes groups were created:
an 8 per cent confidence (5,137 / 58,374). grouped in six • Very small 50 to 100 employees
age ranges: • Small 101 to 250 employees
• Under 25 • Medium 251 to 500
• 25-34 • Large 501 - 1000
• 35-44 • Very large Over 1000 employees
When changing methodologies, comparing against past numbers can be tricky. In many
cases the best approach is treating the new data independently from the old. Because • 45-54
online data is persistent, the calculations run for 2019 can be repeated on 2018 data. The
2018 calculations are compared against the previous methodology. Model heuristics are • 55 - 64
adjusted for the best match against the previous study. While not all numbers exactly
match, most agree within statistical significance.
• Over 65
64
PART 4
Worldcom’s seven
communications
recommendations
to increase the
probability
of success
The need for Purpose driven communications
Based on our findings, we offer the following communications

recommendations to address the issues identified and the
lower levels of confidence.
The study shows that leaders now see Influencers as an

audience they must give attention to, but that employee-
related topics dominate leadership thinking. It shows that
macro scale issues, such as how an organisation manages
the impact of global trade agreements and tariffs, need to be
taken into account. It also shows that leaders are concerned
about their ability to protect their brand in a crisis.
We believe that rigorously planned communications that

always connect to your Purpose will increase your ability to
succeed. As a result, you will see that Purpose runs through all
our recommendations.
66
THE WORLDCOM CONFIDENCE INDEX 2019 | GLOBAL REPORT
I’m not surprised employment benefits
features so highly on the leadership agenda.
If you want to win the war for talent and make
people more productive, you need to get Make your organisation’s Purpose a
the total rewards mix right. This increasingly magnet for the best talent
includes some potentially surprising areas such As we predicted last year, many organizations have
increased their investment and activity to compete
as providing employees advice for financial
for the best talent. They are now investing in an array
wellbeing. Our own research shows that you can of areas to improve the employee experience to keep
people loyal. Central to success in this area will be
undermine all your good work if you pay people
how committed you are to enabling your people to
late or make mistakes with their payroll. This has develop, and to link this personal development to the
an incredibly damaging impact both on employee achievement of the organisation’s Purpose.
productivity and your employer brand.
John Petter
CEO Zellis
67
1
Differentiate your employer brand by promoting how
you engage employees to deliver the organisation’s
Purpose. Show how your employee benefits reinforce
your values and behaviours.
In our 2018 report we recommended all organizations involve For example, if your core values say that you want to create a strong
employees in defining the values and behaviours. This year we sense of community in the workplace, then the way you provide
recommend companies build on that by promoting how they coffee needs to help build that sense of community. The Leesman
involve their people in delivering the Purpose for the company. Index identifies how the workplace drives employee sentiment. Their
Setting up a careers channel on YouTube, which highlights the role report shows that coffee is more important than you may think.
and contribution of employees, is a very simple way to do this.
If your values say you want to create a happy and healthy workplace,
The 2019 Confidence Index shows that getting employment benefits then we recommend your review all your internal processes – with
right is vital to attracting and retaining the best talent. But employee the involvement of your people – to make sure that you don’t do
benefits have evolved well beyond including things like free coffee, things that undermine that goal. For example, research by Zellis
or quirky benefits like duvet days. Consequently, we recommend shows that making mistakes with payroll or paying it late – can have
companies take a holistic approach to benefits that ties them to the a very negative impact on mental wellbeing, financial wellbeing,
Purpose and core values. employee retention and your employer brand.
68
2 3
Link personal development to Support your Employee
your Purpose so that employees Engagement program by
recognise how their development training all managers to operate
adds value to the organisation. by the tenets of the SCARF
Use this to drive your upskilling neuroscience framework.
and reskilling decisions. The 2019 Confidence Index demonstrates that many
We recommend that organisations make it very leaders now see employee engagement as part of
explicit how personal development contributes the DNA of a business. For engagement programs to
to the achievement of the Purpose. Too often we be effective, however, every line manager needs to
have seen a disconnected approach to learning and understand how to energise and involve each individual
development that confuses employees about how in their team. We recommend training all managers to
their daily performance adds value. By making these operate according to a neuroscience framework called
connections stronger, you will not only reinforce the SCARF. This provides each employee with the five
reasons why people joined the company but also innate needs their brain has for them to feel a valued
create tighter emotional bonds that aid the retention and connected part of the organisation. The impact on
and attraction of talent. productivity, innovation, business change, and employee
happiness can be transformational.
69
Make sure you actively influence the achievement of your Purpose
The 2019 Index identifies the increasing importance of influencers and the need to make sure that the reputation of your business and brand is not only
protected but grows in power and influence.
4
Behave like a confident organisation by making it clear to all audiences
that the organisation has a very clear Purpose and a plan to achieve it.
This includes explaining how the organisation will respond to the macro
level challenges it may face.
Macro level issues such as global trade tariffs, extreme weather events, the threat of war etc., have increasing
influence on success. Employees, customers, shareholders, suppliers and influencers want to understand
how an organisation will respond to those challenges.
If you make the approach you plan to take very clear, it will satisfy one of the key tenets of SCARF – providing
certainty. By explaining what will happen next, you will build confidence and eliminate the anxiety caused
by the unknown. We recommend that the way you describe your Purpose explains how you will operate
effectively in a changing and increasingly challenging world. This level of foresight and forward planning
will demonstrate a high level of confident leadership.
70
5 6
Carry out regular risk/threat Identify who will have the most
assessments and crisis response tests influence over the success of your
to protect your brand and reputation. organisation and build programmes
The same recommendation was in last year’s report. The to develop effective relationships
2019 Index shows that challenges never go away and with them.
nor do the expectations that leaders will rise to them
Business leaders have identified that influencers need
to enable the organisation to succeed. However, this
more attention. The definition of ‘influencer’ will depend
year’s Index shows that leaders are much less confident
on what your organisation is trying to achieve. It could
about their ability to protect a brand in a crisis. It is
include traditional influencers such as journalists and
therefore essential that frequent risks assessments are
bloggers, as well as other business leaders, activists,
carried out.
academics, researchers and analysts.
The conclusions of these risk assessments should
We recommend that you review your Purpose and
then inform updates to crisis and issues policies and
the barriers to achieving it. Armed with the clarity
procedures. By demonstrating that an organisation is
this provides, we recommend you identify and
prepared for the worst, it will further demonstrate the
communicate with the influencers that can help you to
leadership’s confidence in the ability to achieve the
lessen or remove barriers to action, and those that can
organisation’s goals.
help to accelerate your success.
71
7
Help your customers to buy-in to your Purpose
and show how it will satisfy their needs.
Our study shows that confidence in the ability to satisfy customers has fallen since 2018. One of the
possible explanations may be that customers are very uncertain about how macro scale changes
may impact an organisation’s ability to meet their needs. For example, the British Government
published its Yellowhammer Factsheet to explain how the Government is preparing to mitigate
the potential reasonable worst case scenario impacts of Brexit, if the UK leaves the EU without a
deal. As a result, millions of UK consumers may now have doubts about the ability of their chosen
supermarket to meet their daily shopping requirements. In this case, it would make sense for UK
supermarkets to make it clear what steps they are taking to protect supplies. This will not only
inspire confidence that the supermarket is prepared to meet the challenge, but also show that it
cares about meeting consumer needs.
We recommend that every organisation creates communications programmes designed to build

confidence in the ability to meet customer needs. These programmes should use well-publicised
challenges to accentuate the value that is delivered to customers. The old adage, ‘out of adversity
comes opportunity’, is a neat summary of how organisations can use responses to challenges as a
smart way to accentuate their difference and give customers more reasons to stay loyal.
72
Useful links
If you would like more information on the topics raised in this Report, you may find the links below helpful.
https://advancedsymbolics.com
https://www.wired.com/story/ios-hacks-apple-response/

https://www.ee-awards.com/blog/
https://www.advancedsymbolics.com/wp-content/uploads/2019/06/CIC-Whitepaper.pdf

https://www.ee-awards.com/engagement-101/
https://www.zellis.com/blog/research-one-in-five-employees-has-quit-job-over-poor-

payroll-experience/
https://ee-awards.com/content/ebooks/ebook-the-future-of-work-insights-from-global-

engagement-101-influencers/ https://www.leesmanindex.com/research/

https://learning.linkedin.com/resources/workplace-learning-report-2018 http://worldcomgroup.com/scarf-framework
https://the-eea.com/
https://brexitfacts.blog.gov.uk/2019/09/12/yellowhammer-factsheet/

https://en.wikipedia.org/wiki/Me_Too_movement
https://worldcomgroup.com/resources/confidence-index

https://www.bloomberg.com/news/articles/2019-09-13/nobody-benefits-from-a-u-s-china-
https://worldcomgroup.com/resources/confidence-index-regional-country

trade-war-with-no-end-in-sight
https://www.bloomberg.com/news/articles/2019-09-09/the-massive-cost-of-not-adapting-

to-climate-change
73
Worldcom’s Board of Directors
Group’s Board Americas’ Board Emea’s Board

Chair - Roger Hurni Chair - Brad Fishman Chair - Todor Ianev
Past Chair - Patrik Schober Chair Elect - Monty Hagler Past Chair - Andras R. Nagy
Americas Region Chair - Brad Fishman Past Chair - Sean Rossall Treasurer - Hans Karperien
EMEA Region Chair - Andras Nagy Treasurer - Leah Mussay Business Development - Crispin Manners
Treasurer - Errol Chapman US Recruitment - Scott Willyerd Peer Review - Caroline Prince
Marketing - Stefan Pollack LATAM Recruitment - Luis Avellanedo Ulloa New Membership - Corinna Voss
Business Development - Crispin Manners Partner Engagement - William Beutler New Membership - Bjorn Mogensen
Membership/Recruitment - Stephanie Paul Meetings - Deb Vilchis Retention - Serge Beckers
Partner Engagement - Serge Beckers Professional Development - Jessica Phelan Young Consultants - Andras R. Nagy
Knowledge Sharing/Practice Groups - Angélica Consiglio Partnerships - Cory Stewart Marketing - Frederic Bolhorst
Asia Pacific At Large - Tom Van Blarcom At Large - Rhiannon Ruff
74
© 2019 The WORLDCOM Group, Inc.
Contact us
If you would to inspire direct action from your
stakeholders in a way that delivers immediate
results and lasting outcomes – or discuss the
content of this document, or its recommendations
- please contact:
Todd Lynch
toddlynch@worldcomgroup.com
Crispin Manners
crispinmanners@worldcomgroup.com
If you would like to receive helpful insights and other white papers and reports,
just sign up by using this LINK
For regular updates and insights, why not follow us on

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The Worldcom

THIS DOCUMENT SHOULD BE READ AS A COMPANION

2.4 times +93% +38%

South American Leaders’ engagement level for topics

0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20%

2019 South American Confidence Index by topics

Leaders’ engagement level for audiences – South America v Global

0% 5% 10% 15% 20% 25% 30% 35% 40%

SOUTH AMERICA GLOBAL

2019 Worldcom Confidence Index by audiences – South America v Global

Global CI Average 19.92

SOUTH AMERICA GLOBAL

Confidence Index by Region

CONFIDENCE 2018 CONFIDENCE 2019 CONFIDENCE 2018 CONFIDENCE 2019

Top 5 Topics of confidence South America v Global Average

Global CI average 19.92

SOUTH AMERICA GLOBAL

Influencers need the most attention – Engagement by Region

Latin America and Carribean 25.30%

0% 5% 10% 15% 20% 25% 30% 35% 40%

Upskilling and reskilling 15.28%

CI score for audiences – South America

Employees need the most attention 34.31

Shareholders need the most attention 32.64

Government and legislators need the most attention 32.60

Customers need the most attention 31.94

Influencers need the most attention 27.63

Global CI Average 19.92

Suppliers need the most attention

Engagement levels by region for upskilling and reskilling

Latin America and Caribbean 12.26%

South America 6.88%

0% 2% 4% 6% 8% 10% 12% 14% 16% 18%

Confidence about upskilling and reskilling by region

North America 16.17

Latin America and Caribbean 16.80

North America 15.31

Confidence about employment benefits influence on success by region

The CI score is 15 per cent lower than the Global 21.00

Latin America and Caribbean 18.33

South America 17.82

Confidence about economic migration by region

North America 18.16

Latin America and Caribbean 17.43

Confidence about attracting talent by region

North America 20.25

South America 18.24

Latin America and Caribbean 14.31

Confidence in cybercrime by region

Confidence in the ability to deal with cybercrime Europe 21.21

Latin America and Caribbean 14.79

South America 0.55

Engagement Levels in cybercrime by region

North America 3.92%

0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20%

Confidence about the impact and role of media by region

South America’s score is 35 per cent below the Asia 19.21

score (23.52) for the #1 region Africa.

Latin America and Caribbean 16.36

South America 15.30

Latin America and Caribbean 13.82

South America 12.69

Confidence levels of CEOs and CMOs