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Peter Korsten, IBM: Creatief Leiderschap 28 april 2011
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Peter Korsten, IBM: Creatief Leiderschap 28 april 2011

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Bijeenkomst 28 april 2011 …

Bijeenkomst 28 april 2011

'Creatief Leiderschap'

Presentatie van Peter Korsten, met uitleg over het onderzoek van IBM naar kwaliteiten CEO's

Published in Business , Technology
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  • 1. IBM Institute for Business Value
    IBM Strategy & Change
    Peter J Korsten
  • 2. 2
    Today’s complexity foreshadows an even more complex future
    Experiencedandexpected level of complexity
    Currentlyexperiencinghigh/very high level of complexity
    32%
    60%
    more
    Expect high/very high level of complexity
    over 5 years
    79%
    “The complexity our organization will have to master over the next five years is off the charts – a 100 on your scale from 1 to 5.”
    Edward Lonergan
    President and CEO, Diversey, Inc., United States
    Source: Q7 To what extent is the new economic environment more complex? n=1,522; respondents who selected “to a large/very large extent”; Q10 How much complexity will your organization have to master over the next 5 years? n=1,512; respondents who selected “more/significantly more complexity”
  • 3. 3
    CEOs are now challenged to close the complexity gap and use complexity to their advantage
    Expected level of complexity and preparedness to handle
    Expect high/very high level of complexity over 5 years
    30%
    79%
    Complexity gap*
    49%
    Feel preparedforexpectedcomplexity
    “The world is non-linear, so the ability to cut through complexity relies on processing a large amount of information quickly and extracting nuggets to make quick decisions. Building advantage will be an outcome of dealing with complexity better than our competitors”
    Julian Segal
    Director and CEO, Caltex Australia Limited, Australia
    * Complexity gap = difference between expected complexity and the extent to which CEOs feel prepared to manage complexity
    Source: Q10 How much complexity will your organization have to master over the next 5 years? n=1,512; respondents who selected “More/significantly more complexity”; Q12 How prepared do you feel for the expected complexity ahead? n=1,508; respondents who selected “Fully prepared”
  • 4. 4
    We identifiedStandoutorganizationsthatdelivered superior performance duringboth the long term and recent short term
    Performance Analysis Framework
    Standouts
    Top 50 percent
    Long-term,
    steady-state performance
    Top 50 percent
    Short-term,crisis performance
    Long-term Performance
    4 year operating margin CAGR (2H03/1H04 – 2H07/1H08)
    Short-term Performance
    1 Year operating margin growth (2H07/1H08 - 2H08/1H09)
  • 5. 5
    Standouts are alsobetterpreparedto manage the expectedcomplexity
    Complexity Gap*
    Standouts
    “Really, I am not afraid of complexity at all. On the contrary, this just motivates me.”
    Jacques Pellas
    SecrètaireGénéral, Dassault Aviation, France
    6%
    22%
    Top 50 percent
    Gap
    Gap
    Long-term,
    steady-state performance
    52%
    35%
    Gap
    Gap
    Top 50 percent
    Short-term,crisis performance
    * Complexity gap = Difference between expected complexity and the extent to which CEOs feel prepared to manage it
  • 6. 6
    Standouts capitalize on complexity in three ways
    • Creativity is #1 leadershipquality
    • 7. Drive change in the organizationtostayahead of market anduse a wide range of communicationstylesand tools
    • 8. Break withstatus quo of industry, enterpriseandrevenuemodels
  • 7
    Basketball
  • 9. 8
    Creativity is the #1 leadership quality
    Most important leadership qualities over the next five years
    Creativity
    60%
    Integrity
    52%
    Global thinking
    35%
    Influence
    30%
    “Creativity is vital in a complex environment.”
    Government Official,
    Hong Kong
    Openness
    28%
    Dedication
    26%
    Focus on sustainability
    26%
    “Only leaders who act with integrity shall and will survive.”
    CEO, Electronics Industry,
    Switzerland
    Humility
    12%
    Fairness
    12%
    Source: Q19 Which of the following leadership qualities do you think are most important in the next five years? n=1,538
  • 10. 9
    Standouts focus on quick decisions despite uncertainty
    Ways in which to achieve rapid change over next five years: Decision Making
    Standouts
    42%
    15%
    43%
    54%
    Others
    more
    41%
    31%
    28%
    Thoroughdecisions
    Quick decisions
    Both
    “We need to keep making quick decisions instead of waiting and thinking about it: good decisions that may not be absolutely right because we don't know all the information. We have left competitors behind by making quick decisions – it is a differentiating factor for us.”
    CEO,
    Life Sciences, Belgium
    Source: Q21 How will you realize rapid change over the next 5 years? Quick decision vs thorough decision n=299
  • 11. 10
    Standouts leap ahead with new management and leadership styles and balanced communication approaches
    Standouts realizing rapid change over the next five years: Management Style
    Continuouschange
    Ad-hocinitiatives
    8%
    13%
    79%
    Persuade andinfluence
    Commandand control
    25%
    17%
    58%
    (Managed) viralcommunication
    Top-downcommunication
    28%
    33%
    39%
    Both
    “There isn’t the luxury of time. We used to say, ‘Wait until this crisis is over and we get back to normal,’ but that never happens. We have to be ‘change animals.’”
    Michele McKenzie
    President and CEO, Canadian Tourism Commission, Canada
    Source: Q21 How will you realize rapid change over the next five years? n=300
  • 12. 11
    Seizing the upside of complexity
    1
    Embody creativeleadership
    Embraceambiguity
    Take risks that disrupt legacy business models
    Leapfrog beyond “tried-and-true”management styles
  • 13. Your personal reflective question
    Whatcan YOU do toyou
    recognize, useandgrow
    creativeleaders?
    12
  • 14. 13
    “Getting closer to the customer” is THE top priority for Standouts
    Getting closer to customers
    Dimensions to focus on over the next 5 years
    88%
    14%
    Getting closer
    to the customer
    95%
    more
    81%
    People skills
    83%
    76%
    Insight and intelligence
    57%
    Enterprise model changes
    55%
    Risk management
    54%
    Industry model changes
    51%
    Revenue model changes
    Standouts
    Others
    “To surprise customers requires unexpected ideas through interactions of people with diverse perspectives.”
    Shukuo Ishikawa
    President and CEO, Representative Director, NAMCO BANDAI Holdings, Inc. Japan
    “Our customers want personalization of services and products. It is all about the market of one.”
    Tony Tyler
    CEO, Cathay Pacific Airways, Hong Kong
    Source: Q13 Which of the following dimensions will you focus on more to realize your strategy in the new economic environment over the next 5 years? n=1,523, n=303
  • 15. 14
    Standouts simplify operations and products to better manage complexity
    Changes to operating strategy: Simplify
    Others
    47%
    30%
    Standouts
    more
    61%
    “Simplification and standardization are key strategies that we have been using for several years to reduce existing and future complexity.”
    Brenda Barnes,
    Chairman and CEO, Sara Lee, United States
    “When things look very simple, you need to look for a competitive edge. When things are complex, you simplify to get the competitive advantage.”
    Graeme Liebelt,
    Managing Director and CEO, Orica Limited, Australia
    Source: Q18 How will you change your operating strategy? Manage complexity versus simplify n=294