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#ibmbpsse18 - Den svenska marknaden, Andreas Lundgren, CMO, IBM
The document details insights from IBM's global C-suite study, highlighting that CXOs perceive new competitors as the biggest threat, with a significant shift towards industry convergence and digital innovation. It also notes the rising importance of people skills alongside technological factors and market influences, while discussing the need for established companies to embrace co-creation and new business models. Furthermore, it emphasizes challenges in execution and collaboration within Swedish companies as they strive for greater digital competence and innovation effectiveness.
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#ibmbpsse18 - Den svenska marknaden, Andreas Lundgren, CMO, IBM
- 1. IBM Global BusinessPartners Let’s put smart to work.Andreas Lundgren, IBM Marknaden
- 2. 2 12,854 2017 Global C-suite Studyrespondents 2,148 Chief Executive Officers 2,102 Chief Financial Officers 2,139 Chief Human Resources Officers 2,258 Chief Information Officers 2,091 Chief Marketing Officers 2,116 Chief Operations Officers 2,047 Face-to-face meetings 10,807 Live phone interviews 3,144 North America 1,014 Middle East Africa Middle East and Africa 1,032 South America 3,457 Europe 1,709 China 1,171 Japan 1,327 Asia-Pacific
- 3. ©2015 IBM Corporation3 “Thebiggest threat is new competitors that aren’t yet classified as competitors.” Piotr Ruszowski, CMO, Mondial Assistance, Poland
- 4. ©2015 IBM Corporation4 “Thebiggest threat is new competitors that aren’t yet classified as competitors.” Piotr Ruszowski, CMO, Mondial Assistance, Poland 58% More competition from within industry 2017 2015 More competition from other industries 54% 26% 29%
- 5. ©2015 IBM Corporation5 New permutations are emerging out of “old” industries CxOsexpect industry convergence to have the biggest impact on their business
- 6. ©2015 IBM Corporation6 CxOsexpect competition in their industry to heat up “In the wake of digital disruption, our enterprise has shifted its strategy to investing in digital startups as this will drive information sharing and innovation.” Takao Wada President and Representative Director PERSOL TEMPSTAFF CO., LTD., Japan Reinventors/Practitioners/ Aspirationals Deep Industry knowledge by leaders is important
- 7. ©2015 IBM Corporation7 of CxOsplan to expand their partner network
- 8. ©2015 IBM Corporation8 of CxOsare experimenting with different business models or thinking of doing so
- 9. ©2015 IBM Corporation9 Co-opetition Co-Creation Reinventors are far more effective at using data and insights to discover customer opportunities Customer feedback loops to quickly develop new services A culture that rewards both fast failure and successful innovation “The most important initiative our organization will undertake in the near future is creating new business models in partnership with other companies, and then replicating and scaling them.” Chief Financial Officer Electronics, Brazil
- 10. 10 While market factorsdominate, importance of people skills is rising as global skills gap widens Most important external forces that will impact my enterprise in 2 – 3 years 2013 10 Market factors 2015 2017 Technological factors People skills Regulatory concerns Macro-economic factors Socio-economic factors Environmental issues 20122010200820062004 Globalization Geopolitical factors 69% 63% 61%
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- 13. Sveriges självbild har fåttsig en törn Svenska företag har en hög digital kompetens och är duktiga på att ta fram strategier, men när det kommet till genomförande hör företagen till den sämsta fjärdedelen, enligt Boston Consulting Group, BCG Sverige är uruselt på samverkan mellan privat och offentlig verksamhet enligt OECD som rankar Sverige 27:a. Genomförande och realisering av innovationer kan vara bättre. ”Ni har alla pusselbitar, men lägger inte pusslet”
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- 15. Tillväxten 2018 0,7% 1,8% 2,1% 2,5% 1,3% 1,6% 20132014 2015 2016 2017 2018p IT-budget Källa: Radar Ecosystem Specilists
- 16. Tillväxten 2018 3,2% 3,7% 4,6% 4,8% 3,8% 4,4% 20132014 2015 2016 2017 2018p Verksamhetsfinansierad IT Källa: Radar Ecosystem Specilists
- 17. Svenska IT-organisationers Strategiska Prioriteringar Förvaltabefintliga applikationer Styra egen IT-organisation (governance) Uppfylla branschspecifika lagar och regler Stärka verksamhetens konkurrenskraft Förändra hur IT produceras/levereras Stödja innovation i verksamheten Stödja verksamhetsförändringar Öka digitaliseringsgrad i kärnverksamheten Optimering, automatisering, effektivisering Verksamhetseffekt högre prioriterat än traditionella ”IT-uppgifter” Källa: Radar Ecosystem Specilists
- 18. Teknik eller resursergenom transaktion Affärsutveckling genom partnerskap Reaktiv position mot kund Adresserar kundens IT-organisation Levererar standardtjänst eller kompetens Traditionell IT-affärsmodeller (T&M) Låg grad av tredjeparts-innovation Proaktiv förståelse av kundens verksamhet Adresserar verksamhetsprocesser Värdebaserade affärsmodeller Mix av egna och tredjeparts-lösningar Typ av levererat värde Källa: Radar Ecosystem Specilists
- 19. Teknik eller resursergenom transaktion Affärsutveckling genom partnerskap Market outback Tillväxt < 5% Vinstmarginal < 5% Kundnöjdhet 3,3 Market frontier Tillväxt > 8% Vinstmarginal > 10% Kundnöjdhet 3,9 IT-tjänsteleverantörernas befintliga positioner Källa: Radar Ecosystem Specilists
- 20. IBM Global BusinessPartners IBM - The Cognitive Solution and Cloud platform company Let’s put smart to work.