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The IBM global C-suite Study draws on a decade of research with over 20,000 interviews Watch Peter J Korsten interview on http://youtu.be/FYUCDJG9eNM Thanks to: IBM Institute for Business Value www.theinnovationgroup.it
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IBM Institute for Business ValueIBM Institute for Business ValueIBM Institute for Business Value
IBM Institute for Business Value
CEOs
6,300
CEOs
6,300CIOs
7,000
CIOs
7,000CMOs
2,200
CMOs
2,200CSCOs
600
CSCOs
600CHROs
1,500
CHROs
1,500CFOs
4,500
CFOs
4,500
The IBM global C-suite Study draws on a decade of research with over 20,000 interviews
IBM Institute for Business Value
North America
605North America
605
637South America
Western Europe
1,349Western Europe
1,349Central and Eastern Europe
304Central and Eastern Europe
304
182Middle East and Africa
475Asia Pacific
631Japan
This study covers 4,183 face-to-face conversations with CxOs in 70 countries
IBM Institute for Business Value
CEOs consider technology the single most important external force shaping their organization’s future
2006 2008 2010 2012 2013
Technology factors
Technology factors
Market factors
Macro-economic factors
People skills
Socio-economic factors
Globalization
Regulatoryconcerns
Environmental issues
2004
CEO Studies 2004–2013
Geopoliticalfactors
IBM Institute for Business Value
In the most recent Interbrand study of most valuable brands 6 were based on information technology
10 most valuable brands in the world
IBM Institute for Business Value
In the most recent Interbrand study of most valuable brands 6 were based on information technology
10 most valuable brands in the world
IBM Institute for Business Value
Three characteristics of outperformers
1. Open up to customer influence
2. Pioneer digital-physical innovation
3. Craft engaging customer experiences
IBM Institute for Business Value
Three characteristics of outperformers
1. Open up to customer influence
2. Pioneer digital-physical
innovation
3. Craft engaging customer
experiences
IBM Institute for Business Value
Connect with your
customer
IBM Institute for Business Value
” As customers gain more power over the business via social media, their expectations keep rising and their tolerance keeps decreasing.
CIO, Retail, Turkey
IBM Institute for Business Value
Key influencers on enterprise vision and strategy
55%
44%
26%
25%
23%
20%
Board of Directors
Corporate strategy function
Non-executive senior leadership
Key external business partners
Parent company
CEOs say customers come second only to the C-suite in terms of strategic influence
53%
78%
Customers
C-Suite
IBM Institute for Business Value
Outperforming enterprises are more likely to collaborate extensively with their customers
Greater collaboration with customers translates into greater financial success
54%more
39%
Underperformers
60%
Outperformers
IBM Institute for Business Value
Three characteristics of outperformers
1. Open up to customer influence
2. Pioneer digital-physical innovation
3. Craft engaging customer experiences
IBM Institute for Business Value
Two-thirds of enterprises have a weak digital-physical strategy – or none at all
Types of digital strategy
31%
33%
36%
36%
have an integrated digital-physical
strategy
Integrated digital-physical strategy
Limited digital strategy
No digital strategy
IBM Institute for Business Value
CMOs see a critical need to implement an organization-wide digital strategy
Digital ambitions – CMOs
Today 3-5 Years
11%
13%
Integration of cross-channel touchpoints
Analytics to capture customer insights
Social networks to foster collaboration
Workforce aligned to opportunities
Digitally enabled supply chain
13%
16%
20% 78%
83%
87%
73%
69%
IBM Institute for Business Value
Developing a fully integrated digital-physical strategy reaps rewards
Fully integrated digital - physical strategy
26%more
31%
Underperformers
39%
Outperformers
IBM Institute for Business Value
Three characteristics of outperformers
1. Open up to customer influence
2. Pioneer digital-physical innovation
3. Craft engaging customer experiences
IBM Institute for Business Value
Areas of personal involvement
20%
eCommerce
Talent management
Supplier, vendor and partner management
Risk and security
IT systems and operations
Recognizing the change in customers’ expectations, CxOs are rebalancing their priorities
Customer experience management
+5%
+7%
+8%
-5%
-5%
-6%
IBM Institute for Business Value
Change of focus – Customer Experience Management
CFO
CHRO
CIO
CMO
CSCO
All CxOs plan to focus more on the customer experience in the future, with CIOs clearly upping their game
CEO
Today 3–5 Years
41%
13%
38%
46%
77%
37%
34%
9%
29%
28%
75%
29%
] 64%more
IBM Institute for Business Value
35%
Today
76%
3–5 Years
Most CxOs recognize that they don’tunderstand their customers well today, yet anticipate greatly improving going forward
High level of customer understanding
more117%76%
35%
IBM Institute for Business Value
The more deeply an enterprise understands its customers, the more likely it is to flourish
High level of customer understanding
62%more
29%
Underperformers
47%
Outperformers
IBM Institute for Business Value
In the coming months, we will further exploreeach of the specific C-suite roles
Addressing the opportunities and challenges facing the enterprise
Tackling the opportunities and challenges facing their functional area
Working with their C-suite colleagues
CxO Point of View Schedule
CEO and CIONovember 2013
CFO and CMOJanuary 2014
CHRO and CSCOFebruary 2014
IBM Institute for Business Value