A new IBM CEO study on capitalizing on complexity was conducted with over 1,500 CEOs. The results have implications for CIOs in how they can better support CEOs. The study found CEOs focus on creativity, customers, and operational dexterity to manage complexity. CIOs can help enable these priorities through embracing new technologies, simplifying processes, and providing business intelligence and analytics to support smarter decisions. CIOs also need to help reinvent customer relationships by using data and collaboration technologies to better understand customer needs.
Complexity is a serious threat to organisations around the world. It stems from a variety of sources, is challenging to address, and hinders companies' ability to bring products to market in a timely fashion, to serve customers effectively and to attract and retain employees. Ultimately, it's a threat to the bottom line, but just how costly is complexity and what can be done to counter it?
Project, Program & Portofolio Management Contribution, an Article from the PM...rahmatmoelyana
In this article I present the investment landscape in some industries, the statistif of failures, the governance & management objectives: value maximization, risk & resource optimisation, the seven enabler of success, lets do the right things and do things right
Executive Compensation: Life Sciences & HealthCare 2013 CompStudy InsightsWilmerHale
Executive Compensation: Insights from the 2013 CompStudy Survey, Life Sciences & Healthcare Edition
Explores the CompStudy as well as:
- Current Founder’s Dilemmas research
- 2013 survey – company profiles
- Summary compensation data
- CEO compensation review
- Hot topics and current trends
The business outlook across Asia for 2014 looks set for a positive trajectory, but there are a number of uncertainties that will have many business leaders watching over their shoulders.
The latest Executive Outlook Survey 2014 from KellyOCG shows that while there is widespread agreement about continuing economic and business improvement, it is not unbridled optimism.
Global economic events and local Asian business sentiment are coalescing in 2014 to produce a whirlwind of possible scenarios for the world economy.
This research illustrates the power of empirical approaches to talent management. First study shows the statisticl linkage of competency proficiency to the performance of IBM's top 300 excecutives. Second study demonstrates the power of assessment, and how it paid off in revenue terms when applied to the selection of large account managers. Presentation was made on the maiden broadcast of the Conference Board's Human Capital Watch in October 2011.
Complexity is a serious threat to organisations around the world. It stems from a variety of sources, is challenging to address, and hinders companies' ability to bring products to market in a timely fashion, to serve customers effectively and to attract and retain employees. Ultimately, it's a threat to the bottom line, but just how costly is complexity and what can be done to counter it?
Project, Program & Portofolio Management Contribution, an Article from the PM...rahmatmoelyana
In this article I present the investment landscape in some industries, the statistif of failures, the governance & management objectives: value maximization, risk & resource optimisation, the seven enabler of success, lets do the right things and do things right
Executive Compensation: Life Sciences & HealthCare 2013 CompStudy InsightsWilmerHale
Executive Compensation: Insights from the 2013 CompStudy Survey, Life Sciences & Healthcare Edition
Explores the CompStudy as well as:
- Current Founder’s Dilemmas research
- 2013 survey – company profiles
- Summary compensation data
- CEO compensation review
- Hot topics and current trends
The business outlook across Asia for 2014 looks set for a positive trajectory, but there are a number of uncertainties that will have many business leaders watching over their shoulders.
The latest Executive Outlook Survey 2014 from KellyOCG shows that while there is widespread agreement about continuing economic and business improvement, it is not unbridled optimism.
Global economic events and local Asian business sentiment are coalescing in 2014 to produce a whirlwind of possible scenarios for the world economy.
This research illustrates the power of empirical approaches to talent management. First study shows the statisticl linkage of competency proficiency to the performance of IBM's top 300 excecutives. Second study demonstrates the power of assessment, and how it paid off in revenue terms when applied to the selection of large account managers. Presentation was made on the maiden broadcast of the Conference Board's Human Capital Watch in October 2011.
Description of IBM's high-involvement strategies to achieve greater innovation by hooking into the general workforce -- not just R&D. CEO survey data makes the case for the workforce as the most frequently used innovation source.
But there is nothing as discretionary as sharing an idea. Hence, employees need to be motivated to contribute. Employee survey data shows where the the baseline was, and how IBM innovated on the innovation process itself by creating the capability for employees to speak to peer innovators and innovate 'on the fly.'
Result: 100s of millions of dollars in 'found' reveniue, and a more inspired workforce.
intllab.com - Gen y beyond satisfactionintllab.com
This study is intended to analyse the major contributing factors for job hopping among Gen Y especially in the ICT industry in Malaysia. Job hopping is always highly associated with orthodox factors such as monetary value and job satisfaction. However, new factors such as work life balance, attitude, employer branding and technology are never given much consideration in previous studies. Therefore, this study will be incorporating these new factors on top of the ordinary factors
Summary: Even in a time of high biopharma valuations, adopting an activist mentality adds rigor to capital allocation and strategic decision-making, improving not just returns to shareholders but long-term value creation. Therefore, biopharma management teams and boards of directors should proactively assess the “fitness” of their capital allocation strategies and their alignment with operational performance goals by taking an outsider’s view of the business even when times are good — and before a material stumble provides a compelling reason for an outsider to act. For more on this topic, go to http://www.ey.com/GL/en/Industries/Life-Sciences/EY-vital-signs-how-fit-is-your-capital-allocation-strategy.
Management Capstone Presentation. This slide is heavy on the animation and needs to be downloaded for the full effect. There are detailed notes on each slide. No video or audio.
In einer Studie hat Deloitte weltweit über 2000 C-Level-Führungskräfte zu den Chancen und Herausforderungen von Industrie 4.0 befragt. Die Analyse zeigt, dass jene CXOs, die in ihrer Führungsrolle bestimmte Eigenschaften vereinen und Schwerpunkte setzen, die Transformation effektiver bewältigen als andere Entscheider. Erfahren Sie hier, welche Leadership-Merkmale in der Ära von Industrie 4.0 den Unterschied ausmachen.
Mehr Informationen: https://deloi.tt/2ncDRB6
With advancing technologies, many organizations are focused more than ever on recruiting—particularly for skills they
need to succeed, such as expertise in data science, cybersecurity and artificial intelligence. These hard-to-find and
hard-to-hire skills—like so many other skilled professions—cost a lot to recruit. With labor pools shrinking, retaining
talent at every level is critical. Recruiting is more expensive than retention, which can be optimized via training or
creating a culture of constant learning. Choosing recruitment over retention also has a negative effect on employees,
who are left to wonder why their work seems to have less value than that of a new employee.
In this environment, it becomes clear that value lies in the engagement of employees—making sure they are actively
contributing to the company while learning new skills and advancing their own careers. But how to measure something
as intangible as engagement?
EY Global Capital Confidence Barometer (12th Edition)EY
Innovation, complexity and disruption define the new M&A market.
Our 12th Global Capital Confidence Barometer finds the global M&A market maintaining the positive momentum that developed during 2014. For the first time in five years, more than half our respondents are planning acquisitions in the next 12 months, as deal pipelines continue to expand.
If Asia's organisations are going to access enough 'value-creating' talent to capture the opportunities that are now in view, they're going to need to embrace better, smarter talent management and attraction strategies. They will need to embrace flexibility in their workforces in order to:
Fill critical skill gaps in a timely and efficient way
Keep talent engaged and retained, even across borders
The 10 Most Innovative Business Leaders Revamping the Future January 2021Merry D'souza
The road ahead is full of challenges but adapting to it is the real quality of the leaders. With such an approach, CIOLOOK comes forward with its upcoming edition The 10 Most Innovative Business Leaders Revamping the Future 2021
Sony Ericsson Mobile Communications is a global provider of mobile multimedia devices, including feature-rich phones, accessories and PC cards. The products combine powerful technology with innovative applications for mobile imaging, music, communications and entertainment. CA-Clarity was chosen as the core product for their "Project Execution and Resource Levelling" programme, also known as PEaRL
Know how Sony Ericsson perform their Business Strategy for their organization growth. This is sample ppt for Business strategy for university students to learn basic of business and its strategy. For more PPT kindly contact us at given email:help@instantassignmenthelp.com.au or toll free number:+61 879 057 034
Global Human Capital Trends 2014: Engaging the 21st-century workforce Deloitte United States
Global Human Capital Trends 2014: Engaging the 21st-century workforce reveals the findings of a global survey of more than 2,500 business and HR leaders from 90+ countries –one of the largest talent management surveys of its kind. The survey results paint a clear picture of the challenges and opportunities organizations face in cultivating the talent needed to grow. These dashboards let you explore some of the primary “whats” (survey results) and “whos” (respondent demographics) in ways most meaningful for you. Click through each one for insights to help guide your human capital agenda for the coming year.
For more information, visit http://www.deloitte.com/hctrends2014/
Mergers and acquisitions (M&A) are a critical enabler of strategy for many companies seeking to grow market share, acquire new technologies, or capture the advantages of scale. Unfortunately, M&A are a risky proposition, with more than half failing to create the value promised. Evidence suggests that the cost of complexity added by M&A frequently out paces any value created. This presentation delivered by Chris Seifert at the Chief Strategy Officer Conference, examines how a select few companies have been able to defy conventional wisdom, turning M&A into a strategic weapon, by systematically eliminating non-value added complexity in their day-to-day operations. - See more at: http://theinnovationenterprise.com/summits/chief-strategy-officer-summit-new-york-2014/schedule#sthash.0cmEWQTm.dpuf
From insight to action - data analysis that makes a difference! - Heena JethwaIBM SPSS Denmark
Presentation from an IBM Business Analytics seminar, held the 22th of november 2012 at IBM Client Center Nordic.
Description:
Global competition has increased, and the need to meet customer demands has never been more important. It is essential that all parts of the company work efficiently to achieve success. IBM SPSS Predictive Analytics can help you increase efficiency and reduce costs at every stage of your operational processes. Predictive Analytics helps your organization to capture structured and textual data, so you can better manage its assets, maintain the infrastructure and capital equipment, as well as maximize the performance of your people, processes and assets.
Heena Jethwa, Program Director - Predictive Analytics Market Strategy, IBM
Description of IBM's high-involvement strategies to achieve greater innovation by hooking into the general workforce -- not just R&D. CEO survey data makes the case for the workforce as the most frequently used innovation source.
But there is nothing as discretionary as sharing an idea. Hence, employees need to be motivated to contribute. Employee survey data shows where the the baseline was, and how IBM innovated on the innovation process itself by creating the capability for employees to speak to peer innovators and innovate 'on the fly.'
Result: 100s of millions of dollars in 'found' reveniue, and a more inspired workforce.
intllab.com - Gen y beyond satisfactionintllab.com
This study is intended to analyse the major contributing factors for job hopping among Gen Y especially in the ICT industry in Malaysia. Job hopping is always highly associated with orthodox factors such as monetary value and job satisfaction. However, new factors such as work life balance, attitude, employer branding and technology are never given much consideration in previous studies. Therefore, this study will be incorporating these new factors on top of the ordinary factors
Summary: Even in a time of high biopharma valuations, adopting an activist mentality adds rigor to capital allocation and strategic decision-making, improving not just returns to shareholders but long-term value creation. Therefore, biopharma management teams and boards of directors should proactively assess the “fitness” of their capital allocation strategies and their alignment with operational performance goals by taking an outsider’s view of the business even when times are good — and before a material stumble provides a compelling reason for an outsider to act. For more on this topic, go to http://www.ey.com/GL/en/Industries/Life-Sciences/EY-vital-signs-how-fit-is-your-capital-allocation-strategy.
Management Capstone Presentation. This slide is heavy on the animation and needs to be downloaded for the full effect. There are detailed notes on each slide. No video or audio.
In einer Studie hat Deloitte weltweit über 2000 C-Level-Führungskräfte zu den Chancen und Herausforderungen von Industrie 4.0 befragt. Die Analyse zeigt, dass jene CXOs, die in ihrer Führungsrolle bestimmte Eigenschaften vereinen und Schwerpunkte setzen, die Transformation effektiver bewältigen als andere Entscheider. Erfahren Sie hier, welche Leadership-Merkmale in der Ära von Industrie 4.0 den Unterschied ausmachen.
Mehr Informationen: https://deloi.tt/2ncDRB6
With advancing technologies, many organizations are focused more than ever on recruiting—particularly for skills they
need to succeed, such as expertise in data science, cybersecurity and artificial intelligence. These hard-to-find and
hard-to-hire skills—like so many other skilled professions—cost a lot to recruit. With labor pools shrinking, retaining
talent at every level is critical. Recruiting is more expensive than retention, which can be optimized via training or
creating a culture of constant learning. Choosing recruitment over retention also has a negative effect on employees,
who are left to wonder why their work seems to have less value than that of a new employee.
In this environment, it becomes clear that value lies in the engagement of employees—making sure they are actively
contributing to the company while learning new skills and advancing their own careers. But how to measure something
as intangible as engagement?
EY Global Capital Confidence Barometer (12th Edition)EY
Innovation, complexity and disruption define the new M&A market.
Our 12th Global Capital Confidence Barometer finds the global M&A market maintaining the positive momentum that developed during 2014. For the first time in five years, more than half our respondents are planning acquisitions in the next 12 months, as deal pipelines continue to expand.
If Asia's organisations are going to access enough 'value-creating' talent to capture the opportunities that are now in view, they're going to need to embrace better, smarter talent management and attraction strategies. They will need to embrace flexibility in their workforces in order to:
Fill critical skill gaps in a timely and efficient way
Keep talent engaged and retained, even across borders
The 10 Most Innovative Business Leaders Revamping the Future January 2021Merry D'souza
The road ahead is full of challenges but adapting to it is the real quality of the leaders. With such an approach, CIOLOOK comes forward with its upcoming edition The 10 Most Innovative Business Leaders Revamping the Future 2021
Sony Ericsson Mobile Communications is a global provider of mobile multimedia devices, including feature-rich phones, accessories and PC cards. The products combine powerful technology with innovative applications for mobile imaging, music, communications and entertainment. CA-Clarity was chosen as the core product for their "Project Execution and Resource Levelling" programme, also known as PEaRL
Know how Sony Ericsson perform their Business Strategy for their organization growth. This is sample ppt for Business strategy for university students to learn basic of business and its strategy. For more PPT kindly contact us at given email:help@instantassignmenthelp.com.au or toll free number:+61 879 057 034
Global Human Capital Trends 2014: Engaging the 21st-century workforce Deloitte United States
Global Human Capital Trends 2014: Engaging the 21st-century workforce reveals the findings of a global survey of more than 2,500 business and HR leaders from 90+ countries –one of the largest talent management surveys of its kind. The survey results paint a clear picture of the challenges and opportunities organizations face in cultivating the talent needed to grow. These dashboards let you explore some of the primary “whats” (survey results) and “whos” (respondent demographics) in ways most meaningful for you. Click through each one for insights to help guide your human capital agenda for the coming year.
For more information, visit http://www.deloitte.com/hctrends2014/
Mergers and acquisitions (M&A) are a critical enabler of strategy for many companies seeking to grow market share, acquire new technologies, or capture the advantages of scale. Unfortunately, M&A are a risky proposition, with more than half failing to create the value promised. Evidence suggests that the cost of complexity added by M&A frequently out paces any value created. This presentation delivered by Chris Seifert at the Chief Strategy Officer Conference, examines how a select few companies have been able to defy conventional wisdom, turning M&A into a strategic weapon, by systematically eliminating non-value added complexity in their day-to-day operations. - See more at: http://theinnovationenterprise.com/summits/chief-strategy-officer-summit-new-york-2014/schedule#sthash.0cmEWQTm.dpuf
From insight to action - data analysis that makes a difference! - Heena JethwaIBM SPSS Denmark
Presentation from an IBM Business Analytics seminar, held the 22th of november 2012 at IBM Client Center Nordic.
Description:
Global competition has increased, and the need to meet customer demands has never been more important. It is essential that all parts of the company work efficiently to achieve success. IBM SPSS Predictive Analytics can help you increase efficiency and reduce costs at every stage of your operational processes. Predictive Analytics helps your organization to capture structured and textual data, so you can better manage its assets, maintain the infrastructure and capital equipment, as well as maximize the performance of your people, processes and assets.
Heena Jethwa, Program Director - Predictive Analytics Market Strategy, IBM
Buyer personas are indispensable in B2B marketing. It helps you to focus on what really matters, your buyer. This PPT will help you with some practical tips on how to develop and maintain your B2B buyer personas.
There is a territory that exists in the borderlines between you and your customers. It’s a place where opportunity lives, if only you know where to look….
Tendencias y mejores prácticas del Financial Performance ManagementNexolution
En el área de Finanzas existen dos roles fundamentales que son más necesarios equilibrar. En el primero debe de enfocarse en realizar una serie de controles y verificaciones. En el segundo aprovechar su amplia experiencia sobre el conocimiento de los recursos necesarios que generan un determinado nivel de ingresos.
La forma en que Finanzas encuentra este equilibrio (y muchos otros) determina en gran parte el éxito o el fracaso de la empresa.
Lo invitamos a ver nuestra presentación: “Mejores prácticas del Financial Performance Management”, donde le mostraremos de que manera encontrar el equilibrio para el éxito de la corporación alineando procesos y controles, y al mismo tiempo asesorando al negocio sobre direcciones futuras.
Application modernization and digital transformation are the driving forces in many organizations. These activities, however, are stressing scheduling and automation tools to the point at which many are looking for better answers.
EMA conducted research to get a truly global view of workload automation trends and enterprise-class WLA products. Get some of the results in these slides.
Key takeaways for service executives from the Oxford Economics report on manufacturing transformation.
The service opportunity is now. Transforming service is key to driving profitable growth and competitive advantage. That’s what executives from manufacturing companies told Oxford Economics in a recent study commissioned by PTC. Inside you’ll find other key takeaways from the survey, specifically for service leaders.
Digital Transformation ROI Survey From Wipro DigitalWipro Digital
“Digital transformation” has been a part of our lexicon for nearly six years. Yet, there’s hardly consensus on what it means. Maybe it’s time to recognize it served its purpose to galvanize business leaders around a needed change in their business to become more digital. But now, it may be holding CEOs back from fulfilling the potential of their digital agenda through a much wider and needed enterprise transformation.
VMWare Sponsor Presentation: Accelerating the journey to cloudVincent Kwon
Join VMware to find out how businesses of all sizes can benefit from taking a less tactical consolidation of non-critical systems by making a strategic investment for all applications through virtualisation and virtualisation management. This presentation covers what business can do now to pave the path to Cloud computing, leveraging the efficient pooling of on-demand, self managed virtual infrastructure, consumed as a service.
Turn data into intelligence: Uncover insights. Take actionVincent Kwon
Spreadsheets alone aren’t the answer to your reporting, analysis and planning problems. If you want to compete against big enterprises with big budgets, you need to use proper tools that extend the value of what you have and deliver a more insightful and accurate view of the business. With the right analytics solution, you can do just that. Cognos Express provides a complete reporting, analysis and planning solution for midsized organisations. This session will demonstrate how this solution can integrate into existing infrastructure and provide the dashboards, reports, forecasts and budgets your organisations needs. All of this with minimal implementation and at an affordable cost.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
1. Implications for the CIO Point of View Presentation of CIO Implications of the 2010 IBM CEO Study: Capitalizing on Complexity 20 & 21 July 2010
2.
3. The IBM Global CIO and CFO studies are part of our C-suite series 2005 study 2004 study 2008 study 2007 study 2008 study 2005 study 2003 study Total interviews: 450 Total interviews: 889 Total interviews: 1230 Total interviews: 1130 Total interviews: 404 Total interviews: 456 Total interviews: 320 2010 study Total interviews: 1917 CFO studies CEO studies 2006 study Total interviews: 765 CHRO studies 2009 study Total interviews: 393 CSCO study 2009 CIO study (NEW) Total interviews: 2598 Face-to-face: 2598 Total interviews: 1564 Face-to-face: 1564 2010 CEO study Recent studies of interest to the CIO
4.
5. In this largest known sample of face-to-face CEO interviews, we spoke with over 1,500 CEOs and public sector leaders The study represents organizations in 60 countries and 33 industries Note: The CEO response sample has been weighted based on 2008 Actual Regional GDP of the IMF World Economic Outlook, October 2009; * Growth Markets include Latin America, Asia Pacific (excluding Japan), Middle East and Africa Sectors Regions 13% Communications 25% Distribution 18% Financial services 24% Industrial 20% Public 25% Growth markets* 21% North America 42% Europe 12% Japan
6.
7. Successful CIOs blend three pairs of roles that seem contradictory, but are actually complementary By integrating these three pairs of roles, the CIO makes innovation real, raises the ROI of IT and expands business impact Source: IBM Global CIO Study 2009 Able Pragmatist Savvy Value Creator Relentless Cost Cutter Collaborative Business Leader Inspiring IT Manager Making Innovation real Raising the ROI of IT Expanding business impact Insightful Visionary ANZ ANZ ANZ
8. The Global CFO Study 2010 is the largest known CFO-level study of its kind with over 1,900 participants Source: IBM Global CFO Study 2010 Geography Asia Pacific 27% EMEA 42% Americas 31% Organization Size <=$500MM 25% $501MM to $1B 15% >$1B to $5B 28% >$5B to $10B 11% >$20B 14% >$10B to $20B 7% Sector Public 13% Communications 13% Industrial 25% Distribution 28% Financial Services 20% Others 1%
9. Using Regression analysis, we developed a model that segmented participants into four profiles based on capabilities and maturity Finance Profiles Source: IBM Global CFO Study 2010 23% 12% 32% 33%
10.
11. Today’s complexity foreshadows an even more complex future Expect high/very high level of complexity over 5 years Currently experiencing high/very high level of complexity 32 % more “ Complexity is increasingly multi-faceted. It presents an opportunity and a threat at the same time.” Yoichiro Ushioda, Chairman and CEO, JS Group Corp, Japan Experienced and expected level of complexity 79% 60% Expect high/very high level of complexity over 5 years Feel prepared for expected complexity 30 % Complexity gap* “ 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 Expected level of complexity and preparedness to handle 49% 79% Source: 2010 CEO study Source: IBM Global CEO Study 2010
12. In the 2008 CEO study a similar “capability” gap was identified regarding managing change The Change Gap* Triples * Difference or ‘gap’ between expected level of change needed and past success in managing change “ We have seen more change in the last ten years than in the previous 90.” Ad J. Scheepbouwer, CEO, KPN Telecom 2006 2008 Source: IBM Global CEO Study 2008 Change Needed No/limited Change Moderate Change Substantial Change No/limited Success Moderate Success Successful Past Change Success 22 % CHANGE GAP* 8 % CHANGE GAP* 6% 11% 83% 19% 20% 61% 13% 22% 65% 12% 31% 57%
13.
14. Increasing CEOs recognize that Technology is driving much of this change…. Source: IBM Global CEO Study 2010 Three most important ‘external’ forces over the next three years And that the impact of Technology will continue to increase in reshaping the competitive landscape A/NZ 52% A/NZ 36% A/NZ 42% A/NZ 42%
15. In the CEO Study we identified “Standout” organisations that delivered superior performance during both the long term and recent short term Complexity gap* “ Really, I am not afraid of complexity at all. On the contrary, this just motivates me.” Jacques Pellas, Secrètaire Général, Dassault Aviation, France * Complexity gap = Difference between expected complexity and the extent to which CEOs feel prepared to manage it Long-term, steady-state performance Short-term, crisis performance Top 50 percent Standouts 22 % Gap 6 % Gap 52 % Gap 35 % Gap Top 50 percent Standouts are also better prepared to manage the expected complexity
16.
17.
18. Decision making and its technological supporter, Business Intelligence and analytics, ranked high for both CEOs and CIOs A/NZ 100% A/NZ 92% A/NZ 100% A/NZ 95% A/NZ 89% A/NZ 76% 54 % more Thorough decisions Quick decisions Both 42% 15% 43% 41% 31% 28% Standouts Others Ways in which to achieve rapid change over next five years: Decision Making Source: IBM Global CEO study 2010 86% 80% 77% 76% 73% 70% Business intelligence and analytics Virtualization Risk management and compliance High growth Low growth The most important visionary plan element for CIOs: Business Intelligence Source: IBM Global CIO study 2009
19.
20.
21. CEOs want to better understand customer needs and actively work with them A/NZ 37% A/NZ 42% A/NZ 67% A/NZ 34% A/NZ 85% A/NZ 46% Better understanding of needs New or different services New or different products New or different channels 82% 70% 69% 61% 51% CEOs’ view of “How customer expectations will change over the next 5 years” Respondents answered “very large extent” Source: IBM Global CEO study 2010 44% 68% 54% 74% 36% 58% ... and anticipate much greater levels of integration and transparency with customers In five years, CIOs expect end-customers to continuously explore new channels... High-growth CIOs proactively craft data into actionable information High growth Low growth +37% +55% +61% CIOs’ view of changes in customer interaction Source: IBM Global CIO study 2009
22. Customer-centric CEOs will need customer-centric CIOs to fulfill their agendas Impact on organization of information explosion 29 % more More focus on insight and intelligence to realize strategy 18 % more 49% Other CEOs 63% Customer focused CEOs 66% Other CEOs 78% Customer focused CEOs “ Cu stomer relations will require near-real time information and the ability to change ‘on the fly’ which will require innovation.” Energy and Utility CIO Customer focused CEOs use data... ... to generate insight and intelligence Source: IBM Global CEO study 2010 Source: IBM Global CEO study 2010
23.
24.
25. Standouts simplify operations and products to better manage complexity A/NZ 59% A/NZ 46% Others Standouts 30 % more 61% 47% CEOs see changes to operating strategy: Simplify Source: IBM Global CEO study 2010 Others Standouts 16 % more 45% 39% The most crucial capability for execution success over the next 5 years is execution speed Source: IBM Global CEO study 2010 “ The aim is adaptability, the tool is execution speed. ” Dr. Faruk Yarman, General Manager, Havelsan, Turkey High growth Low growth 22 % more 50% 61% CIOs think business processes will be completely standardized and low cost Source: IBM Global CIO study 2009
26. Execution speed and global integration provide Standouts with increased dexterity A/NZ 78% A/NZ 78% 60 % more 10% Others 16% Standouts Most crucial capabilities for execution success over the next 5 years CEOs focus on global integration Source: IBM Global CEO study 2010 Many CIOs foresee a strongly centralized infrastructure in five years 76% 76% High growth Low growth Source: IBM Global CIO study 2009
27.
28. Seizing the upside of complexity for CEOs and CIOs Imperatives for CEOs Implications for the CIO Honor your customers above all else Use two-way communications to sync with customers Profit from the information explosion Embrace ambiguity Take risks that disrupt legacy business models Leapfrog beyond “tried-and-true” management styles Simplify whenever possible Manage systemic complexity Promote a mindset of being fast and flexible Be “glocal” Reinvent customer relationships Build operating dexterity Embody creative leadership Build a customer-centric IT organization Enable customer interaction and collaboration Embrace business analytics embrace customer relationships Enable smarter decisions Advocate the “art of the possible” Enable the collaborative enterprise through technology Simplify IT whenever possible Manage systemic complexity Enable operational speed and flexibility Embrace “glocal” IT operations
29. Standouts capitalize on complexity in three ways Do you understand what technology is on the horizon to empower your CEO and executive team to achieve their vision? Is your IT environment designed to be flexible and adaptable to change, including its use of flexible operational models and service providers? Is your IT environment capable of capturing, synthesizing, and analyzing diverse information sets for analytics purposes and ultimately for optimizing customer operations?