CEO Study Insights; Career Resiliency In Time of Change
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CEO Study Insights; Career Resiliency In Time of Change

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From the Webcast in the Smarter Government Virtual Briefing Center. This presentation offers insights on how leading organizations are ...

From the Webcast in the Smarter Government Virtual Briefing Center. This presentation offers insights on how leading organizations are
preparing their workforces to seize opportunity whenever and wherever it arises—in an increasingly borderless world. Through three main themes, learn what boundaries
may be preventing your organization from matching resources with opportunities,
and how your leaders can more rapidly develop workforce skills and capabilities.

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CEO Study Insights; Career Resiliency In Time of Change CEO Study Insights; Career Resiliency In Time of Change Presentation Transcript

  • IBM Institute for Business Value Career Resiliency Thriving in Times of Change Public Sector Webinar November 2012 © 2012 IBM Corporation
  • IBM Institute for Business ValueOver the next hour • Understand trends from CEOs perspective • Share ‘top of mind’ ideas for future-proofing your career • Build a personalized action plan © 2012 IBM Corporation
  • IBM Institute for Business ValueThe Global CEO Study 2012 is the fifth biennial CEO study, buildingon our insights and findings over the last 8 years 2006 2008 2010 2012 2004 Expanding the The Enterprise Capitalizing on Leading through Your turn Innovation Horizon of the Future Complexity Connections Revenue growth is Business model Hungry for change Embody creative Empowering Revenue growth is Business model Hungry for change Embody creative Empowering the #1 priority the #1 priority innovation matters innovation matters Customers as Customers as leadership leadership employees through employees through Responsiveness is External opportunity to Reinvent customer values Responsiveness is External opportunity to Reinvent customer values key competence key competence collaboration collaboration differentiate differentiate relationships relationships Engaging customers Engaging customers Improving internal Innovation must be Business model Build operating as individuals Improving internal Innovation must be Business model Build operating as individuals capabilities as first orchestrated from innovation, global dexterity Amplifying innovation capabilities as first orchestrated from innovation, global dexterity Amplifying innovation step to growth step to growth the top the top business designs business designs with partnerships with partnerships 456 interviews 456 interviews 765 interviews 765 interviews 1130 interviews 1130 interviews 1541 interviews 1541 interviews 1709 interviews 1709 interviews3 © 2012 IBM Corporation
  • Key DiscoveryIBM Institute for Business ValueFor the first time, CEOs identify technology as the most importantexternal force impacting their organizations External forces that will impact the organization 2004 2006 2008 2010 2012 Budgets 71% Technology factors 69% People skills 68% Market factors Macro-economic factors Regulatory concerns Globalization Socio-economic factors Environmental issues Geopolitical factorsSource: Q1 “What are the most important external forces that will impact your organization over the next 3 to 5 years?”4 © 2012 IBM Corporation
  • IBM Institute for Business Value Based on what you know today about your career goals and aspirations, trends in the marketplace, your organization’s strategies and plans…how confident are you that you have the right skills, knowledge, and experience to be a significant contributor in the marketplace in the coming 3-5 years? 1. Very confident 2. Some what confident 3. Not sure 4. Not confident 5. Not at all confident © 2012 IBM Corporation
  • IBM Institute for Business ValueCEOs create more economic value by cultivating new connectionswithin and across three domains6 © 2012 IBM Corporation
  • IBM Institute for Business ValueHow will CEOs create more economic value by empoweringemployees through values?7 © 2012 IBM Corporation
  • Key Discovery IBM Institute for Business Value To re-balance control with openness, CEOs are focused on values, collaboration and mission Organizational attributes to engage employees Global Government Ethics and values 65% 65% 64% 64% Collaborative environment 63% 63% 67% 67% Purpose and mission 58% 58% 70% 70% Ability to innovate 51% 51% Industry leadership 40% 40% Stability of the organization 37% 37% Work-life balance 35% 35% Personal autonomy 31% 31% Financial rewards 31% 31% Work flexibility 24% 24% Cultural diversity 21% 21% Customizable compensation 18% 18% Comprehensive mentoring 18% 18%Source: Q18 “What are the most important organizational attributes to engage employees?”8 © 2012 IBM Corporation
  • Key Discovery IBM Institute for Business Value In this new environment, key success factors for employees include: collaboration, communication, creativity and flexibility Personal characteristics for employee success Global Government Collaborative 75% 75% Collaborative 78% 78% Communicative 67% 67% Flexible 77% 77% Creative 61% 61% Communicative 66% 66% Flexible 61% 61% Analytical / quantitative 64% 64% Opportunity seeking 54% 54% Creative 63% 63%Analytical / quantitative 50% 50% Opportunity seeking 52% 52% Technology-savvy 41% 41% Technology-savvy 46% 46% Globally-oriented 41% 41% Globally-oriented 20% 20% Assertive 25% 25% Assertive 16% 16% Disruptive 16% 16% Disruptive 13% 13% Source: Q17 “What are key personal characteristics that help employees to be more successful in a connected economy?” 9 © 2012 IBM Corporation
  • IBM Institute for Business ValueSo, how do you empower employees through openness? 1. Replace rulebooks with shared beliefs 1. Replace rulebooks with shared beliefs 2. Build future-proof employees 2. Build future-proof employees 3. Provide the means to collaborate at scale 3. Provide the means to collaborate at scale10 © 2012 IBM Corporation
  • IBM Institute for Business ValueQuestion: Theme # 1 What percentage of public sector organizations do you think will be empowering employee’s through values over rules in the next 3-5 years? a) 75-100% b) Between 50 – 75% c) Less than 50% © 2012 IBM Corporation
  • IBM Institute for Business ValueHow will CEOs create more economic value by engaging customersas individuals?12 © 2012 IBM Corporation
  • Key DiscoveryIBM Institute for Business ValueCEOs want to understand individual customers better and respondfaster Change required to meet customer expectations (3 to 5 years) Improve understanding of individual customer needs 72% 72% Improve response time to market needs 72% 72% Harmonize customer experiences across channels 55% 55% Include customers / citizens across product / service life cycle 48% 48% Increase transparency and corporate accountability 47% 47% Increase social and environmental responsibility 44% 44% Government Improve response time to market needs 68% 68% 58% Improve understanding of individual citizen 58% needs Increase transparency and corporate accountability 56% 56% Increase social and environmental responsibility 37% 37%Source: Q9 “To what extent will your organization change to meet customer expectations compared to your industry peers over the next 3 to 5 years?”13 © 2012 IBM Corporation
  • Key DiscoveryIBM Institute for Business ValueTo connect individually, CEOs plan a step-change from traditional tosocial media, while continuing face-to-face engagement Mechanisms to engage customers 80% Government 67% 66% 62%61% 57% 59% 55% 47% 45% 41% 40% Today 38% 39% In 3 to 5 years 31% 22%22% 16% 15% 14% Face-to-face* Social Websites Channel Call Advisory Traditional media partners centers groups media Websites Social Face-to-face* mediaSource: Q8 “What are the three most important mechanisms your organization will use with customers over the next 3 to 5 years?” *Face-to-face / sales force / institutional representatives14 © 2012 IBM Corporation
  • IBM Institute for Business ValueSo, how do you win the race to gather andconvert data into customer insight and action? 1. Let “big data” reveal the customer you never knew 1. Let “big data” reveal the customer you never knew 2. Listen lavishly, respond with focus 2. Listen lavishly, respond with focus 3. Be where your customers expect you to be 3. Be where your customers expect you to be15 © 2012 IBM Corporation
  • IBM Institute for Business ValueQuestion: Theme # 2 What percentage of public sector organizations do you think will be engaging citizens* as individuals in the next 3-5 years? *Customers if the government is offering paid services a) 75-100% b) Between 50 – 75% c) Less than 50% © 2012 IBM Corporation
  • IBM Institute for Business ValueHow will CEOs create more economic value by innovating differentlywith partners?17 © 2012 IBM Corporation
  • IBM Institute for Business ValueCIOs and CMOs have diverse motivations for external collaboration For CIOs, increased partnering is associated For CIOs, increased partnering is associated CMOs increase use of external partnerships CMOs increase use of external partnerships with aadesire to refine the mix of capabilities with desire to refine the mix of capabilities in the areas of sales, analytics, and IT skills in the areas of sales, analytics, and IT skills Sales contact/lead management 7% 7% 14% 14% Partnering extensively with other organizations Customer and data analytics 65% 65% 12% 12% 23% 23% Direct/relationship marketing 13% 13% 23% 23% Significantly change mix of capabilities, knowledge and assets IT skills 66% 66% 23% 23% 37% 37% Today In 3 to 5 yearsSource: 2011 CIO Study Q7 “To benefit from global integration will your organization do the following?”; 2011 CMO Study Q16 “What do you do within marketing and what resources will you tap into, to manage marketing?”18 © 2012 IBM Corporation
  • Outperformance driversIBM Institute for Business Value Partnering for innovation is particularly important for Public Sector leaders External partnering for innovation To a very large extent 53% 68% 28% more Global GovernmentSource: QD “To what extent does your organization collaborate and partner (externally) to innovate?” (Global n=627 to 1625) (Government n=170)19 © 2012 IBM Corporation
  • IBM Institute for Business ValueSo, how can organizations partner moreeffectively to meet the innovation challenge? 1. Fundamentally change how you partner 1. Fundamentally change how you partner 2. Make partnerships personal 2. Make partnerships personal 3. Break collaboration boundaries 3. Break collaboration boundaries20 © 2012 IBM Corporation
  • IBM Institute for Business ValueQuestion: Theme # 3 What percentage of public sector organizations do you think will be amplifying innovation with partnerships in the next 3-5 years? a) 75-100% b) Between 50 – 75% c) Less than 50% © 2012 IBM Corporation
  • IBM Institute for Business Value After what you have heard from the leaders synopsis on the CEO studys three themes, how confident are you that you can improve your skills, knowledge and experience to be a significant contributor in the marketplace in the coming 3 to 5 years 1. Very confident 2. Some what confident 3. Not sure 4. Not confident 5. Not confident at all © 2012 IBM Corporation