Peter Korsten, IBM: Creatief Leiderschap 28 april 2011


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Bijeenkomst 28 april 2011

'Creatief Leiderschap'

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

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Peter Korsten, IBM: Creatief Leiderschap 28 april 2011

  1. 1. IBM Institute for Business Value <br />IBM Strategy & Change<br />Peter J Korsten<br />
  2. 2. 2<br />Today’s complexity foreshadows an even more complex future<br />Experiencedandexpected level of complexity<br />Currentlyexperiencinghigh/very high level of complexity<br />32%<br />60%<br />more<br />Expect high/very high level of complexity<br />over 5 years<br />79%<br />“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.”<br />Edward Lonergan<br />President and CEO, Diversey, Inc., United States<br />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”<br />
  3. 3. 3<br />CEOs are now challenged to close the complexity gap and use complexity to their advantage<br />Expected level of complexity and preparedness to handle<br />Expect high/very high level of complexity over 5 years<br />30%<br />79%<br />Complexity gap*<br />49%<br />Feel preparedforexpectedcomplexity<br />“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”<br />Julian Segal<br />Director and CEO, Caltex Australia Limited, Australia<br />* Complexity gap = difference between expected complexity and the extent to which CEOs feel prepared to manage complexity<br />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”<br />
  4. 4. 4<br />We identifiedStandoutorganizationsthatdelivered superior performance duringboth the long term and recent short term<br />Performance Analysis Framework<br />Standouts<br />Top 50 percent<br />Long-term,<br />steady-state performance<br />Top 50 percent<br />Short-term,crisis performance<br />Long-term Performance<br />4 year operating margin CAGR (2H03/1H04 – 2H07/1H08)<br />Short-term Performance<br />1 Year operating margin growth (2H07/1H08 - 2H08/1H09)<br />
  5. 5. 5<br />Standouts are alsobetterpreparedto manage the expectedcomplexity<br />Complexity Gap*<br />Standouts<br />“Really, I am not afraid of complexity at all. On the contrary, this just motivates me.”<br />Jacques Pellas<br />SecrètaireGénéral, Dassault Aviation, France<br />6%<br />22%<br />Top 50 percent<br /> Gap<br /> Gap<br />Long-term,<br />steady-state performance<br />52%<br />35%<br /> Gap<br /> Gap<br />Top 50 percent<br />Short-term,crisis performance<br />* Complexity gap = Difference between expected complexity and the extent to which CEOs feel prepared to manage it<br />
  6. 6. 6<br />Standouts capitalize on complexity in three ways<br /><ul><li>Creativity is #1 leadershipquality
  7. 7. Drive change in the organizationtostayahead of market anduse a wide range of communicationstylesand tools
  8. 8. Break withstatus quo of industry, enterpriseandrevenuemodels</li></li></ul><li>7<br />Basketball<br />
  9. 9. 8<br />Creativity is the #1 leadership quality<br />Most important leadership qualities over the next five years<br />Creativity<br />60%<br />Integrity<br />52%<br />Global thinking<br />35%<br />Influence<br />30%<br />“Creativity is vital in a complex environment.”<br />Government Official,<br />Hong Kong<br />Openness<br />28%<br />Dedication<br />26%<br />Focus on sustainability<br />26%<br />“Only leaders who act with integrity shall and will survive.”<br />CEO, Electronics Industry, <br />Switzerland<br />Humility<br />12%<br />Fairness<br />12%<br />Source: Q19 Which of the following leadership qualities do you think are most important in the next five years? n=1,538<br />
  10. 10. 9<br />Standouts focus on quick decisions despite uncertainty<br />Ways in which to achieve rapid change over next five years: Decision Making<br />Standouts<br />42%<br />15%<br />43%<br />54%<br />Others<br />more<br />41%<br />31%<br />28%<br />Thoroughdecisions<br />Quick decisions<br />Both<br />“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.”<br />CEO,<br />Life Sciences, Belgium<br />Source: Q21 How will you realize rapid change over the next 5 years? Quick decision vs thorough decision n=299<br />
  11. 11. 10<br />Standouts leap ahead with new management and leadership styles and balanced communication approaches<br />Standouts realizing rapid change over the next five years: Management Style<br />Continuouschange<br />Ad-hocinitiatives<br />8%<br />13%<br />79%<br />Persuade andinfluence<br />Commandand control<br />25%<br />17%<br />58%<br />(Managed) viralcommunication<br />Top-downcommunication<br />28%<br />33%<br />39%<br />Both<br />“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.’”<br />Michele McKenzie<br />President and CEO, Canadian Tourism Commission, Canada<br />Source: Q21 How will you realize rapid change over the next five years? n=300<br />
  12. 12. 11<br />Seizing the upside of complexity<br />1<br />Embody creativeleadership<br />Embraceambiguity<br />Take risks that disrupt legacy business models<br />Leapfrog beyond “tried-and-true”management styles<br />
  13. 13. Your personal reflective question<br />Whatcan YOU do toyou<br />recognize, useandgrow<br />creativeleaders?<br />12<br />
  14. 14. 13<br />“Getting closer to the customer” is THE top priority for Standouts<br />Getting closer to customers<br />Dimensions to focus on over the next 5 years<br />88%<br />14%<br />Getting closer <br />to the customer<br />95%<br />more<br />81%<br />People skills<br />83%<br />76%<br />Insight and intelligence<br />57%<br />Enterprise model changes<br />55%<br />Risk management<br />54%<br />Industry model changes<br />51%<br />Revenue model changes<br />Standouts<br />Others<br />“To surprise customers requires unexpected ideas through interactions of people with diverse perspectives.”<br />Shukuo Ishikawa<br />President and CEO, Representative Director, NAMCO BANDAI Holdings, Inc. Japan<br />“Our customers want personalization of services and products. It is all about the market of one.”<br />Tony Tyler<br />CEO, Cathay Pacific Airways, Hong Kong<br />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<br />
  15. 15. 14<br />Standouts simplify operations and products to better manage complexity<br />Changes to operating strategy: Simplify<br />Others<br />47%<br />30%<br />Standouts<br />more<br />61%<br />“Simplification and standardization are key strategies that we have been using for several years to reduce existing and future complexity.”<br />Brenda Barnes, <br />Chairman and CEO, Sara Lee, United States<br />“When things look very simple, you need to look for a competitive edge. When things are complex, you simplify to get the competitive advantage.”<br />Graeme Liebelt, <br />Managing Director and CEO, Orica Limited, Australia<br />Source: Q18 How will you change your operating strategy? Manage complexity versus simplify n=294<br />