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- 1. IBM Institute for Business Value
- 2. IBM Institute for Business IBM Institute for Business Value
- 3. 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
- 4. This study covers 4,183 face-to-face conversations with CxOs in 70 countries North America Western Europe Central and Eastern Europe 605 1,349 304 631 Japan 637 475 South America IBM Institute for Business Value 182 Middle East and Africa Asia Pacific
- 5. 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 factors Market factors Macro-economic factors People skills Regulatory concerns Socio-economic factors Globalization Environmental issues Geopolitical factors IBM Institute for Business Value
- 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. 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
- 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. 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
- 10. Connect with your customer IBM Institute for Business Value
- 11. Connect with your customer Insert Video 1 here - Start automatically - Play full screen IBM Institute for Business Value
- 12. “ ” 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
- 13. 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%
- 14. CEOs stand ready to involve customers in what is typically considered their domain: developing business strategy Customer inclusion in business strategy development 43% % 40more Today 60% 43% 60% IBM Institute for Business Value 3–5 Years
- 15. Deep collaboration is the key mechanism by which customers are embedded in the strategic planning process CxOs plan to collaborate much more extensively with customers 90% 46% % 96more Today 90% 3–5 Years 46% IBM Institute for Business Value
- 16. 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
- 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. 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
- 19. 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
- 20. Developing a fully integrated digital-physical strategy reaps rewards Fully integrated digital - physical strategy 31% % 26more Underperformers 39% Outperformers IBM Institute for Business Value
- 21. 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
- 22. Recognizing the change in customers’ expectations, CxOs are rebalancing their priorities Areas of personal involvement 20% Customer experience management +8% +7% eCommerce Talent management +5% Supplier, vendor and partner management -5% Risk and security -5% IT systems and operations IBM Institute for Business Value -6%
- 23. 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% CSCO 29% Today IBM Institute for Business Value 64 ] more % 46% 37% 3–5 Years 77%
- 24. 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% % 117more Today 35% IBM Institute for Business Value 76% 3–5 Years
- 25. 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
- 26. 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
- 27. We invite you to continue the conversation Connect with us For more information about this study and to get the full version of this report, see www.ibm.com/csuitestudy IBM Institute for Business Value Access interactive content and listen to CxOs in their own words by downloading the IBM IBV app for Android or iPad
- 28. IBM Institute for Business Value
Editor's Notes
- Interbrand, one of the larger brand analysts, published its ‘Most valuable brands 2013’ report in October 13. Upon evaluation 6 brands were IT related. In comparison, only 3 were IT related in 2003 when we started our research.
- Interbrand, one of the larger brand analysts, published its ‘Most valuable brands 2013’ report in October 13. Upon evaluation 6 brands were IT related. In comparison, only 3 were IT related in 2003 when we started our research.
- In the words of a major Retail CIO in Turkey: “As customers gain more power over the business via social media, their expectations keep rising and their tolerance keeps decreasing.”