1 © 2012 IBM Corporation - Clusterportal BW...CEOs rebalance control with openness through values,...

© 2012 IBM Corporation

IBM Institute for Business Value

Leverage IBM’s global experts and

customer network to discover

emerging trends, business

innovations and success patterns.

www.ibm.com/services/us/gbs/thoughtleadership


The IBM global C-suite Study draws on a decade of research with over 20,000 interviews

CEOs

6,300

CIOs

7,000

CMOs

2,200

CSCOs

600

CHROs

1,500

CFOs

4,500

© 2012 IBM Corporation 4

The IBM global C-suite Study is performed globally and across industry segments


2012 2013 2014

This presentation is based on the following three studies:


Operating in today’s environment

Globalization

Demographic shifts

Social networks and mobility Data explosion


Technology is driving organizational change more than ever before


2006 2008 2010 2012 2013

Technology

factors

Market factors

Macro-economic

factors

People skills

Socio-economic

factors

Globalization

Regulatory

concerns

Environmental

issues

2004

Geopolitical

factors

IBM CEO Studies 2004–2013

CEOs consider technology the single most important external force shaping their organization’s future

Source: “Exploring the inner circle”, IBM, 2014


Business landscape changes in the next three to five years

CxOs are well aware that the digital age is creating new modes of working and new sources of competition



CxOs are gearing up for huge changes in how their enterprises will engage with customers over the next few years

Business landscape changes in the next three to five years



CEOs create economic value by cultivating connections within and across three domains

Customers

Partners

Employees


Collaboration starts at the board level: CEOs say the ability to collaborate across the board is the most important attribute for success



High level of collaboration with partners and employees

CxOs want to collaborate far more extensively across internal and external borders in the next few years

Source: “The customer-activated Enterprise”, IBM, 2013


High level of collaboration with partners and employers

Outperforming enterprises liaise closely with partners and suppliers, and promote the development of employee networks



CEOs are opening up their organizations to empower individuals and facilitate collaboration

Embracing organizational openness

Source: “Leading through Connections”, IBM, 2012 / “The customer-activated Enterprise”, IBM, 2013


CEOs rebalance control with openness through values, collaboration and mission

Organizational attributes

to engage employees

Ethics and values 65%

Collaborative environment 63%

Purpose and mission 58%

Source: “Leading through Connections”, IBM, 2012


Outperformers partner substantially more often for innovation

59%

External partnering for

innovation

46%

28% more

Underperformers

Outperformers



Outperformers pursue disruptive types of innovation

94% more

Underperformers

Outperformers

Creating entirely

new industries

48% more

46%

Moving into different

industries

18%

35%

31%

37% more

26%

19%

Revenue from

new sources



Customers wield considerable influence on today’s enterprises, compelling CxOs to act and change course

Customer influence on the enterprise



High level of customer understanding

Most CxOs recognize that they don’t understand their customers well today, yet anticipate greatly improving going forward



CxOs plan to collaborate much more extensively with customers

Deep collaboration is the key mechanism by which customers are embedded in the strategic planning process



Outperforming enterprises are more likely to collaborate extensively with their customers

Greater collaboration with customers translates into greater financial success



48%

70%

88%

52%

Customer interaction channels

24%

57%

45%

20%

Face-to-face

Call centers

Traditional media

80%

Digital

Today 3–5 Years

] 69%

more

CxOs intend to interact digitally with customers to a much greater extent in the future



Outperformers are twice as good at deriving value from data


108% more

26%

Underperformers

54%

Outperformers

Access to data

108% more

26%

54%

Insights from data

84% more

26%

54%

Translate into actions


37%

Initiatives to improve the customer experience

64%

55%

38%

67%

20%

Customize internal and external data for insights

Optimize the entire customer lifecycle

Improve collaboration across the value chain

Balance local offerings with global efficiencies

Engage customers via social business

70%

79%

79%

Create consistent customer experiences

Identify unmet customer needs

Respond quickly to emerging trends

While CxOs drive various initiatives to improve the

customer experience, many struggle to be successful

with collaboration, globalization, and social business



Partner for innovation, disrupt, and

derive revenue from new sources

Differentiate through better

data access, insight and

translation into actions

Organizational openness introduces

new opportunities to create value

through employee collaboration

Summary


The outperformers’advantage: successfully managing change by embracing openness

Ability to manage

change

73% more

40%

Underperformers

69%

Outperformers



Dirk Wittkopp

Vice President Development

Geschäftsführer

IBM Deutschland Research & Development GmbH

[email protected]


Confront cultural reality

Build values employees will live out

Recalibrate controls

Replace rulebooks with

shared beliefs

Create unconventional teams

Concentrate on experiential learning

Empower employee networks

Build future-proof

employees

Pursue collaboration technologies

Devise incentives to foster collaboration

Re-imagine employee “suggestion box”

Provide the means to

collaborate at scale

So, how do you empower employees through openness?


So, how can organizations partner more effectively to meet the innovation challenge?

Differentiate through social innovation

Expand scope of partnerships

Encourage shared governance

Fundamentally change

how you partner

Broaden responsibility for partnerships

Foster relationships across organizations

“Partners” can be a community of people

Make partnerships

personal

Explore unconventional partnerships

Think like a disruptor

Innovate together as a system

Break collaboration

boundaries



Look outside to complete the view

Connect pieces into profiles

Empower staff with predictive analysis

Let “big data” reveal the

customer you never knew

Listen at an individual level

Capture what employees see and hear

Respond with relevance and speed

Listen lavishly, respond

with focus

Mobile “changes everything”

Blend the physical and digital

Offer value that stands out

Be where your customers

expect you to be

So, how do you win the race to gather and convert data into customer insight and action?


1 © 2012 IBM Corporation - Clusterportal BW...CEOs rebalance control with openness through values,...

Documents

Transcript of 1 © 2012 IBM Corporation - Clusterportal BW...CEOs rebalance control with openness through values,...