Innovation for the Future, Željko Vujinović


Published on

Željko Vujinović, generalni direktor IBM Srbija, Crna Gora, Makedonija i Albanija

  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Innovation for the Future, Željko Vujinović

  1. 1. Innovation for the futureZeljko VujinovicCountry General Manager for Serbia, Montenegro, Macedonia, Albania © 2012 IBM Corporation
  2. 2. To Innovate Is To Prosper © 2012 IBM Corporation
  3. 3. We continue to invest... Global Integration Research Acquisitions 10 Research Labs $ 60 B for Over 170 countries 42 Innovation acquisition of Centers 116 companies Over $ 6 B for Research since 2000 400.000 annually employees Patent Leadership Over $ 20 B since 1992 with through 2015 5.896 patents in 2010 alone © 2012 IBM Corporation
  4. 4. We continue to lead... Broadest Brand Value 2015 Roadmap Portfolio Leading Hardware World’s 2nd Most Smarter Planet Leading Software Valuable Brand Business Analytics Largest IT Services and Optimisation Strong Company Financial Results Cloud Computing Largest Consulting Company Growth Markets w/ 190.000 Investors’ Trust employees in Business Consulting © 2012 IBM Corporation
  5. 5. IBM Today – Smarter Planet By ‘smarter’ we mean the world is becoming instrumented, interconnected and intelligent. © 2012 IBM Corporation
  6. 6. IBM Today - Building a Smarter Planet – Industry by Industry Intelligent oil Smarter traffic Smarter food Smarter Smarter energy Smarter fields systems systems healthcare grids retail Computational power is being put into things we wouldn’t recognize as computers. Indeed, almost anything – any person, any object, any process or any service, for any organization, large or small – can become digitally aware and networked. Smarter water Smarter supply Smarter Smarter Smarter Smarter management chains countries weather regions cities © 2012 IBM Corporation
  7. 7. Smarter Planet principles deliver client value by solving industry specificproblems Drive enterprise operations effectiveness Manage risk, security Enable business service and compliance and product innovation and efficiency Increase agility Connect and empower Turn information into people insights © 2012 IBM Corporation
  8. 8. Global CEO Study series - 18,000+ live interviews in 8 years 5500+ CEOs 5500+ CIOs 4000+ CFOs 1250+ CHROs 1700+ CMOs 400+ CSCOs © 2012 IBM Corporation
  9. 9. The Global CEO Study 2012 is the fifth biennial CEO study, buildingon our insights and findings over the last 8 years 2004 2006 2008 2010 2012 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 Empowering Revenue growth is Business model Hungry for change Embody creative employees through the #1 priority the #1 priority innovation matters innovation matters Customers as Customers as leadership leadership employees through Responsiveness is External opportunity to Reinvent customer values values Responsiveness is External opportunity to Reinvent customer Engaging customers key competence key competence collaboration collaboration differentiate differentiate relationships relationships Engaging customers Improving internal Innovation must be Business model Build operating as individuals as individuals Improving internal Innovation must be Business model Build operating Amplifying capabilities as first capabilities as first orchestrated from orchestrated from innovation, global innovation, global dexterity dexterity Amplifying step to growth the top business designs innovation with innovation with step to growth the top business designs partnerships partnerships 456 interviews 456 interviews 765 interviews 765 interviews 1130 interviews 1130 interviews 1541 interviews 1541 interviews 1709 interviews 1709 interviews © 2012 IBM Corporation
  10. 10. For 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 71% Technology factors 69% People skills 68% Market factors Macro-economic factors Regulatory concerns Globalization Socio-economic factors Environmental issues Geopolitical factors © 2012 IBM Corporation
  11. 11. Internally, CEOs focus on how technology facilitates primary sourcesof sustained economic value Key sources of sustained economic value Human capital 71% 71% Customer relationships 66% 66% Products / services innovation 52% 52% Brand(s) 43% 43% Business model innovation 33% 33% Technology 30% 30% Partnership networks 28% 28% Data access / data-driven insights 25% 25% R&D, intellectual property 22% 22% Price / revenue innovation 19% 19% Assets (physical, infrastructure) 15% 15% Corporate social responsibility 13% 13% Access to raw materials 8% 8% © 2012 IBM Corporation
  12. 12. We are entering a new era of Information Technology Process-Centric era Information-Centric era = Traditional Computing = Smarter Computing• Business process automation • Real-time, pattern-based action• Bottom-line improvement • Top-line revenue growth• Long business cycle • Reactive for shorter product cycles• Terabytes of largely structured data • Zettabytes of largely unstructured data © 2012 IBM Corporation
  13. 13. Thank You Zeljko VujinovicCountry General Manager for Serbia, Montenegro, Macedonia, Albania © 2012 IBM Corporation