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

CEOs

CIOs

CMOs

6,300

7,000

2,...
This study covers 4,183 face-to-face
conversations with CxOs in 70 countries

North America
North America

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

CEO Studies 2004–20...
In the most recent
Interbrand study of most
valuable brands 6 were
based on information
technology

IBM Institute for Busi...
In the most recent
Interbrand study of most
valuable brands 6 were
based on information
technology

IBM Institute for Busi...
Three characteristics of
outperformers

1. Open up to customer influence
2. Pioneer digital-physical
innovation
3. Craft e...
Three characteristics of
outperformers

1. Open up to customer
influence
2. Pioneer digital-physical
innovation
3. Craft e...
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
kee...
CEOs say customers come second only to
the C-suite in terms of strategic influence
Key influencers on enterprise vision an...
Outperforming
enterprises are more
likely to collaborate
extensively with their
customers

Greater collaboration with cust...
Three characteristics of
outperformers

1. Open up to customer influence
2. Pioneer digital-physical
innovation
3. Craft e...
Two-thirds of
enterprises have a
weak digital-physical
strategy – or none at all

Types of digital strategy

33%

36%

36%...
CMOs see a critical
need to implement an
organization-wide digital
strategy

Digital ambitions – CMOs

87%

16%

Integrati...
Developing a
fully integrated
digital-physical strategy
reaps rewards

Fully integrated digital - physical strategy

31%
%...
Three characteristics of
outperformers

1. Open up to customer influence
2. Pioneer digital-physical
innovation
3. Craft e...
Recognizing the change in customers’ expectations,
CxOs are rebalancing their priorities

Areas of personal involvement

2...
All CxOs plan to focus more on the customer
experience in the future, with CIOs clearly
upping their game
Change of focus ...
Most CxOs recognize
that they don’t
understand their
customers well today,
yet anticipate greatly
improving going forward
...
The more deeply an
enterprise understands
its customers, the more
likely it is to flourish

High level of customer underst...
In the coming months, we will further explore
each of the specific C-suite roles

CxO Point of View
Schedule
CEO and CIO
N...
IBM Institute for Business Value
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The Customer-activated Enterprise

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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

Published in: Business, Technology
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The Customer-activated Enterprise

  1. 1. IBM Institute for Business Value IBM Institute for Business Value
  2. 2. The IBM global C-suite Study draws on a decade of research with over 20,000 interviews CEOs CIOs CMOs 6,300 7,000 2,200 600 IBM Institute for Business Value CSCOs CFOs CHROs 4,500 1,500
  3. 3. This study covers 4,183 face-to-face conversations with CxOs in 70 countries North America North America Western Europe Western Europe 605 1,349 Central and Eastern Europe Central and Eastern Europe 304 631 Japan 637 475 South America IBM Institute for Business Value 182 Middle East and Africa Asia Pacific
  4. 4. CEOs consider technology the single most important external force shaping their organization’s future CEO Studies 2004–2013 2004 2006 2008 2010 2012 2013 Technology Technology factors factors Market factors Macro-economic factors People skills Regulatory concerns Socio-economic factors Globalization Environmental issues Geopolitical factors IBM Institute for Business Value
  5. 5. In the most recent Interbrand study of most valuable brands 6 were based on information technology IBM Institute for Business Value 10 most valuable brands in the world
  6. 6. In the most recent Interbrand study of most valuable brands 6 were based on information technology IBM Institute for Business Value 10 most valuable brands in the world
  7. 7. 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
  8. 8. 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
  9. 9. Connect with your customer IBM Institute for Business Value
  10. 10. ” 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
  11. 11. CEOs say customers come second only to the C-suite in terms of strategic influence Key influencers on enterprise vision and strategy 20% 78% C-Suite 55% Customers 53% Board of Directors 44% Corporate strategy function Non-executive senior leadership 26% Key external business partners 25% Parent company IBM Institute for Business Value 23%
  12. 12. Outperforming enterprises are more likely to collaborate extensively with their customers Greater collaboration with customers translates into greater financial success 39% more 54% Underperformers 60% Outperformers IBM Institute for Business Value
  13. 13. 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
  14. 14. Two-thirds of enterprises have a weak digital-physical strategy – or none at all Types of digital strategy 33% 36% 36% have an integrated digital-physical strategy 31% Integrated digitalphysical strategy IBM Institute for Business Value Limited digital strategy No digital strategy
  15. 15. CMOs see a critical need to implement an organization-wide digital strategy Digital ambitions – CMOs 87% 16% Integration of cross-channel touchpoints 13% 83% Analytics to capture customer insights 20% 78% Social networks to foster collaboration 13% 73% Workforce aligned to opportunities 11% 69% Digitally enabled supply chain Today IBM Institute for Business Value 3-5 Years
  16. 16. Developing a fully integrated digital-physical strategy reaps rewards Fully integrated digital - physical strategy 31% % 26more Underperformers 39% Outperformers IBM Institute for Business Value
  17. 17. 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
  18. 18. Recognizing the change in customers’ expectations, CxOs are rebalancing their priorities Areas of personal involvement 20% Customer experience management +8% +7% eCommerce +5% Talent management Supplier, vendor and partner management -5% Risk and security -5% IT systems and operations IBM Institute for Business Value -6%
  19. 19. All CxOs plan to focus more on the customer experience in the future, with CIOs clearly upping their game Change of focus – Customer Experience Management CEO CFO 34% 9% 41% 13% CHRO 29% CIO 28% 38% CMO 75% 77% CSCO 29% Today IBM Institute for Business Value 64 ] more % 46% 37% 3–5 Years
  20. 20. Most CxOs recognize that they don’t understand their customers well today, yet anticipate greatly improving going forward High level of customer understanding 35% 76% % more 117 Today 35% IBM Institute for Business Value 76% 3–5 Years
  21. 21. The more deeply an enterprise understands its customers, the more likely it is to flourish High level of customer understanding 29% % 62more Underperformers 47% Outperformers IBM Institute for Business Value
  22. 22. In the coming months, we will further explore each of the specific C-suite roles CxO Point of View Schedule CEO and CIO November 2013 CFO and CMO January 2014 CHRO and CSCO February 2014 IBM Institute for Business Value Addressing the opportunities and challenges facing the enterprise Tackling the opportunities and challenges facing their functional area Working with their C-suite colleagues
  23. 23. IBM Institute for Business Value

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