Leading through Connections

50 %
50 %
Information about Leading through Connections

Published on September 25, 2012

Author: ronnees1

Source: slideshare.net

Description

IBM Global CEO Study 2012

IBM Institute for Business Value © 2012 IBM Corporation

IBM Institute for Business ValueThe Global CEO Study 2012 is the fifth biennial CEO study, buildingon our insights and findings over the last 8 years 2006 2008 2010 2012 2004 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 Revenue growth is Business model Hungry for change Embody creative Empowering the #1 priority the #1 priority innovation matters innovation matters Customers as Customers as leadership leadership employees through employees through Responsiveness is External opportunity to Reinvent customer values Responsiveness is External opportunity to Reinvent customer values key competence key competence collaboration collaboration differentiate differentiate relationships relationships Engaging customers Engaging customers Improving internal Innovation must be Business model Build operating as individuals Improving internal Innovation must be Business model Build operating as individuals capabilities as first orchestrated from innovation, global dexterity Amplifying innovation capabilities as first orchestrated from innovation, global dexterity Amplifying innovation step to growth step to growth the top the top business designs business designs with partnerships with partnerships 456 interviews 456 interviews 765 interviews 765 interviews 1130 interviews 1130 interviews 1541 interviews 1541 interviews 1709 interviews 1709 interviews2 © 2012 IBM Corporation

IBM Institute for Business ValueIn this largest known sample, we spoke with over 1700 CEOs –battle-tested leaders with an average tenure of 6 years The study represents organizations in 64 countries across 18 industries Regions Sectors North America Australia / New Zealand Communications Industrial Western Europe Growth Markets Distribution Public Japan Financial ServicesNote: The CEO response sample (n=1709) has been weighted based on 2010 Regional GDP of the IMF World Economic Outlook3 © 2012 IBM Corporation

IBM Institute for Business ValueWe compared outperformer and underperformer responses andhave highlighted key differences Three performance categories Three performance categories Particular attention on Outperformers Particular attention on Outperformers Underperformers Outperformers Low revenue growth High revenue growth and low profitability and high profitability  No significant difference between No significant difference between outperformers and underperformers outperformers and underperformers on 82% of tested characteristics on 82% of tested characteristics → Though outperformers and → Though outperformers and underperformers often say the same, underperformers often say the same, outperformers are superior at doing what outperformers are superior at doing what they say they say → In this study we focus on common → In this study we focus on common performance factors, while we highlight performance factors, while we highlight Peer Performers the most significant differences between the most significant differences between All other performance out- and underperformers out- and underperformers combinationsNote: Relative performance is defined by CEO self-assessment of revenue growth and profitability compared to industry peersSource: QB “How does the revenue growth of your organization compare to your industry peers over the past 3 years?”; QC “How does your4 organization’s profitability (or efficiency for public sector) compare to your industry peers over the past 3 years?” © 2012 IBM Corporation

IBM Institute for Business Value5 © 2012 IBM Corporation

IBM Institute for Business Value6 © 2012 IBM Corporation

IBM Institute for Business ValueTechnology has become the most important external force for CEOsand significantly impacts how they build economic value What we learned from all CEOs What we learned from all CEOs What outperformers do differently What outperformers do differently Organizational openness introduces new Organizational openness introduces new Outperformers embrace greater Outperformers embrace greater opportunities to create value through opportunities to create value through openness, and excel at executing openness, and excel at executing employee collaboration employee collaboration tough change tough change Outperformers strongly differentiate Outperformers strongly differentiate Customers reveal insights into what, Customers reveal insights into what, through better data access, insight and through better data access, insight and when and how they want to interact when and how they want to interact translation into actions translation into actions Outperformers are more likely Outperformers are more likely Virtually all organizations now partner, Virtually all organizations now partner, to partner for innovation, disrupt, and to partner for innovation, disrupt, and creating new avenues for innovation creating new avenues for innovation derive revenue from new sources derive revenue from new sources7 © 2012 IBM Corporation

Key DiscoveryIBM Institute for Business ValueFor 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 factorsSource: Q1 “What are the most important external forces that will impact your organization over the next 3 to 5 years?”8 © 2012 IBM Corporation

Key DiscoveryIBM Institute for Business ValueInternally, 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%Source: Q24 “What do you see as the key sources of sustained economic value in your organization?”9 © 2012 IBM Corporation

Outperformance driversIBM Institute for Business ValueOutperforming organizations are especially focused on combiningtechnology with the business to drive innovation and growth Integrating business and technology for innovation 68 % more 69% 69% 41% Outperformers UnderperformersSource: QE “To what extent has your organization integrated business and technology to innovate?”10 © 2012 IBM Corporation

IBM Institute for Business ValueCEOs create more economic value by cultivating new connectionswithin and across three domains11 © 2012 IBM Corporation

IBM Institute for Business ValueHow will CEOs create more economic value by empoweringemployees through values? Organizational openness introduces Organizational openness introduces new opportunities to create value new opportunities to create value through collaboration through collaboration To re-balance control with openness, To re-balance control with openness, CEOs are focused on values, CEOs are focused on values, collaboration and mission collaboration and mission Outperformers embrace greater Outperformers embrace greater openness, and excel at executing openness, and excel at executing tough change tough change12 © 2012 IBM Corporation

Key DiscoveryIBM Institute for Business ValueThe challenge CEOs face is how to balance operational control withorganizational openness to capture benefits from collaboration Organizational impact from competing influences 48% 35% 37% 33% 30% 17% Outperformers Underperformers Operational control Balance between Organizational openness Tight operational and financial openness and control Opening of organizations internally control to ensure compliance, and externally and empowerment of avoid waste, and enforce standards, individuals to facilitate innovation, norms and behaviors collaboration, and creativitySource: Q4 “To what extent will the following competing influences impact your organization?”; CEO average is 33% on control, 23% balanced, and 44% on openness13 © 2012 IBM Corporation

IBM Institute for Business ValueOperational control provides value to organizations, including costreduction, operating margin and security CFOs report that pressure remains high to control costs and increase efficiency Pressure to reduce cost base 78% 78% Need for faster decision making 74% 74% Demand for external transparency 69% 69% Product / service demand growth 61% 61% Ability to attract and retain talent 56% 56% Access to short-term liquidity / long-term capital 40% 40%Source: IBM Institute for Business Value, The Global CFO Study 2010. Question asked: “In the next 3 years, how will the following conditions change14 in your industry / sector?” © 2012 IBM Corporation

IBM Institute for Business ValueHowever, CEOs plan dramatic improvements in internal and externalcollaboration, requiring organizational openness Changing the organizationPartnering/collaborating with other organizations 53% 53% Internal collaboration 52% 52% Decision-making processes 43% 43% C-suite composition, skills and responsibilities 41% 41% Management and/or organization structure 40% 40% Governance models 31% 31% Values of your organization 18% 18% Supervisory board composition 15% 15%Source: Q19 “To what extent will you sustain or make changes to the following aspects of your organization over the next 3 to 5 years?”15 © 2012 IBM Corporation

Key DiscoveryIBM Institute for Business ValueTo re-balance control with openness, CEOs are focused on values,collaboration and mission Organizational attributes to engage employees Ethics and values 65% 65% Collaborative environment 63% 63% Purpose and mission 58% 58% Ability to innovate 51% 51% Industry leadership 40% 40% Stability of the organization 37% 37% Work-life balance 35% 35% Personal autonomy 31% 31% Financial rewards 31% 31% Work flexibility 24% 24% Cultural diversity 21% 21% Customizable compensation 18% 18% Comprehensive mentoring 18% 18%Source: Q18 “What are the most important organizational attributes to engage employees?”16 © 2012 IBM Corporation

Key DiscoveryIBM Institute for Business ValueIn this new environment, key success factors for employees include:collaboration, communication, creativity and flexibility Personal characteristics for employee success Collaborative 75% 75% Communicative 67% 67% Creative 61% 61% Flexible 61% 61% Opportunity seeking 54% 54% Analytical / quantitative 50% 50% Technology-savvy 41% 41% Globally-oriented 41% 41% Assertive 25% 25% Disruptive 16% 16%Source: Q17 “What are key personal characteristics that help employees to be more successful in a connected economy?”17 © 2012 IBM Corporation

Outperformance driversIBM Institute for Business ValueOutperformers excel at executing tough change Ability to manage change 73 % more 69% 69% Outperformers Underperformers 40%Source: Q3 “How successful has your organization been at managing change in the past?”; average ability to manage change is 54%18 © 2012 IBM Corporation

IBM Institute for Business ValueSo, how do you empower employeesthrough openness?  Confront cultural reality Confront cultural reality 1. Replace rulebooks with 1. Replace rulebooks with  Build values employees will live out Build values employees will live out shared beliefs shared beliefs  Recalibrate controls Recalibrate controls  Create unconventional teams Create unconventional teams 2. Build future-proof 2. Build future-proof  Concentrate on experiential learning Concentrate on experiential learning employees employees  Empower high-value employee networks Empower high-value employee networks  Pursue social collaboration technologies Pursue social collaboration technologies 3. Provide the means to 3. Provide the means to  Devise incentives that foster collaboration Devise incentives that foster collaboration collaborate at scale collaborate at scale  Re-imagine employee “suggestion box” Re-imagine employee “suggestion box”19 © 2012 IBM Corporation

IBM Institute for Business ValueReplace rulebooks with shared beliefsCEO cannot manage openness through process alone. Inan open environment, employees must instinctively know Industrialhow to handle unexpected situations – choices and productsactions are best guided by shared beliefs and values business, Europe  Confront cultural reality Purpose Take a hard look at your corporate character – not  Build and align common values the reputation you intend to project, but what is to promote performance with integrity actually revealed through the decisions and actions  Create ambassadors among of employees and leaders employees  Build values employees will live out Activities Allow the organization to collectively compose its  Articulated core beliefs and core values – to develop a shared belief system, expected behaviors employees must help create it  Enabled employee dialog  Recalibrate controls across intranet Key is determining which rules to keep and refine –  Promoted social polling and seek to eliminate those that can be “controlled” twitter-like platform through values20 © 2012 IBM Corporation

IBM Institute for Business ValueBuild future-proof employeesOrganizations need employees who are equipped to adapt– those who are collaborative, communicative, creative Consumerand flexible products business, Europe  Create unconventional teams Intentionally mix specialties and expertise so that Purpose employees rub shoulders with diverse types of people  Identify and leverage synergies who think differently and have different backgrounds across lines of business  Expand value created from  Concentrate on experiential learning innovation Broaden the range of situations and experiences that employees are exposed to in their normal work – Activities incorporate external influences, like customers and  Formed cross line-of-business partners, wherever possible knowledge community  Empower high-value employee networks  Engaged external partners to Encourage employees to develop a diverse and help identify synergies extensive network of contacts – don’t underestimate  Initiated training to promote the value of their social networks as both potential collaboration and innovation collaborators and prospective customers21 © 2012 IBM Corporation

IBM Institute for Business ValueProvide the means to collaborate at scaleAs organizations globalize and the boundaries betweenfunctions blur, organizations need more extensive, Consumersophisticated methods of collaborating products business, USA  Pursue social collaboration technologies Ensure employees can quickly find needed Purpose expertise and can engage the collective intelligence  Promote sustained growth of the organization – capture experts’ knowledge in through empowerment, responsibility and trust searchable repositories  Build skills and become part of  Devise incentives that foster collaboration local communities Be sure employees are clear on how collaboration Activities benefits them individually – intrinsic motivators are  Introduced social media including visibility and reputation, competitive spirit and comment spaces, blogs and an shared goals idea network  Re-imagine the employee “suggestion box”  Integrated enhanced podcasts Use social media technologies to pursue good with two-way interactions ideas – through open dialog, collective construction  Pursued community out-reach of solutions and feedback on results22 © 2012 IBM Corporation

IBM Institute for Business ValueCase Study: Bausch + Lomb – One team focused on one mission For over 150 years, Bausch + Lomb is an eye-health pioneer, active in over 100 countries. Recently B+L initiated a major cultural transformation to reinvigorate and refocus its innovative spirit:  Providing direction through a clearly defined vision, mission and strategy  Introducing “High Performance Behaviors”  Inverting the classic management pyramid through an increased focus on front-line managers Social and mobile technologies facilitate communication and sharing of best practices among employees:  Let people communicate at work like they do at home, through internal social platforms  Get information to and from the field as quickly as possible, through early adoption of handheld tablets for customer-facing employees In 2011, revenues hit an all-time company high, quadrupling the average annual growth rate.23 © 2012 IBM Corporation

IBM Institute for Business ValueHow will CEOs create more economic value by engaging customersas individuals? Customers share insights into what they Customers share insights into what they value individually, and when and how value individually, and when and how they want to interact they want to interact To connect individually, CEOs plan a To connect individually, CEOs plan a step change in social media interaction step change in social media interaction and continuing face-to-face and continuing face-to-face engagement engagement Outperformers strongly Outperformers strongly differentiate by better data access, differentiate by better data access, insight, and translation into actions insight, and translation into actions24 © 2012 IBM Corporation

IBM Institute for Business ValueCustomers share insights into what they value individually, andwhen and how they want to interact Customers will share information if they perceive a benefit What is your willingness to provide information in exchange for something relevant to you (non-monetary)? Media usage (e.g. media channels) Demographic (e.g. age, ethnicity) Identification (name, address)Lifestyle (# of cars, home ownership) Location based Medical Financial Completely willing Neutral Completely disagreeSource: IBV Retail 2012 Winning Over the Empowered Consumer Study P04 “What is your willingness to provide information for each of the following items if [pipe primary retailer] provided something relevant to you in exchange?”25 © 2012 IBM Corporation

IBM Institute for Business ValueCEOs identify customer insights as the most critical investment area Drawing insight from information – Areas of improvement Customers 73% 73% Operations 50% 50% Sales 49% 49% Markets and competitors 44% 44% Human resources 43% 43% Supply chain 40% 40% Risk management 38% 38% Financials 32% 32%Source: Q23 “In which areas do you plan to improve your ability to draw meaningful and executable insights from available information?”26 © 2012 IBM Corporation

Key DiscoveryIBM Institute for Business ValueCEOs want to understand individual customers better and respondfaster Change required to meet customer expectations (3 to 5 years) Improve understanding of individual customer needs 72% 72% Improve response time to market needs 72% 72% Harmonize customer experiences across channels 55% 55% Include customers / citizens across product / service life cycle 48% 48% Increase transparency and corporate accountability 47% 47% Increase social and environmental responsibility 44% 44%Source: Q9 “To what extent will your27 © 2012 IBM Corporation organization

Key DiscoveryIBM Institute for Business ValueTo connect individually, CEOs plan a step-change from traditional tosocial media, while continuing face-to-face engagement Mechanisms to engage customers 80% 67% 57% 55% 47% 41% 40% Today 38% 39% In 3 to 5 years 31% 22%22% 16% 15% Face-to-face* Social Websites Channel Call Advisory Traditional media partners centers groups mediaSource: Q8 “What are the three most important mechanisms your organization will use with customers over the next 3 to 5 years?” *Face-to-face / sales force / institutional representatives28 © 2012 IBM Corporation

Outperformance driversIBM Institute for Business ValueOutperformers are twice as good at deriving value from data – key toengaging customers as individuals Outperformers strongly differentiate their organizations in three key areas Outperformers Underperformers108 % more 108 % more 84 % more 57% 57% 54% 54% 54% 54% 31% 26% 26% Access to data Draw insights from data Translate insight into actionSource: Q22 “How good is your organization at driving value from data? [Today]”29 © 2012 IBM Corporation

IBM Institute for Business ValueSo, how do you win the race to gather andconvert data into customer insight and action?  Look outside to complete the view Look outside to complete the view 1. Let “big data” reveal the 1. Let “big data” reveal the  Connect pieces into profiles Connect pieces into profiles customer you never knew customer you never knew  Empower staff with predictive analysis Empower staff with predictive analysis  Listen at an individual level Listen at an individual level 2. Listen lavishly, respond 2. Listen lavishly, respond  Capture what employees see and hear Capture what employees see and hear with focus with focus  Respond with relevance and speed Respond with relevance and speed  Leverage the fact that mobile “changes Leverage the fact that mobile “changes 3. Be where your customers 3. Be where your customers everything” everything” expect you to be expect you to be  Blend the physical and digital worlds Blend the physical and digital worlds  Offer value that stands out Offer value that stands out30 © 2012 IBM Corporation

IBM Institute for Business ValueLet “big data” reveal the customer you never knewToday’s analytics provide opportunities to explore bigdata, detect patterns and reveal new insights – knowing Insurancehow to effectively access, analyze and use data is crucial business,to understanding and engaging individual customers USA  Look outside to complete the view Purpose  Gain deeper insight into agency Incorporate external sources, especially social performance and customer value media and complementary data sets from partners – drivers blend internal and external views to discover  Build “analytical culture” across unexpected insights business units  Connect pieces into profiles Activities Use analytics to distill what’s valuable from an  Identify high-value and high- abundance of data – assemble vital pieces into potential customers and maximize their lifetime value holistic profiles of individual human beings through customer profiling, micro-segmentation, and analysis  Empower staff with predictive analytics Embed insights where front-line decisions are made  Improve understanding of market potential and competitive forces – ensure data-driven decision making is part of to help make better decisions everyday processes31 © 2012 IBM Corporation

IBM Institute for Business ValueListen lavishly, respond with focusIn exchange for more insight, customers wantorganizations to interact selectively and responsibly – Universaloffering what they want, when and where they want it bank, USA  Listen at an individual level Look beyond aggregate customer information based Purpose on market segmentation – use sources that allow  Increase customer satisfaction you to hear directly from individual customers  Improve process, workflow  Capture what employees see and hear effectiveness and time to market Establish easy ways to channel clues employees Activities observe in their customer interactions – incorporate  Introduced social network these insights into your analysis analysis to help identify key opinion leaders, tailor offerings  Respond with relevance and speed and understand behavior and Study each customer touch point and find ways to decision making respond more selectively and create deeper  Established real-time analytics to connections that build loyalty and advocacy assess new product penetration and success32 © 2012 IBM Corporation

IBM Institute for Business ValueBe where your customers expect you to beMobility is elevating customer expectations: organizationshave a tremendous opportunity to create value out of Retailimmediacy – to be ready with relevant services and business,information in the context of the moment USA  Leverage the fact that mobile “changes everything” Purpose Take advantage of location-based services and new  Leverage customer insights forms of e-commerce obtained from past online interactions to formulate  Blend the physical and digital worlds personalized, timely experiences Exploit augmented reality to make mobile part of Activities integrated, multichannel customer experiences  Used mobile capabilities to  Offer value that stands out enhance online and in-store customer personalization and Interact in ways that are attention-grabbing, overall engagement meaningful and tailored to the individual  Improved customer loyalty by anticipating needs and establishing consistent high- quality customer service33 © 2012 IBM Corporation

IBM Institute for Business ValueCase Study: Magazine Luiza – Maintaining a human touch in anonline world Since 1957, Magazine Luiza has connected with customers in Brazil on a human level, to fulfill dreams and provide a happy and memorable experience. Magazine Luiza provides an online store and more:  In their stores, shoppers sit with associates who guide them on Internet shopping trips  Local stores act as social hubs and offer community services, like cooking classes or computer training  The online site contains a virtual salesperson “Lu”, interacting with customers In response to today’s customer individualization, Magazine Você (“Your Store”), allows anyone to create personalized storefronts and share them via Facebook or Orkut:  Store “owners” earn a commission when selling products  Conversion rates are running higher than the retailer’s online store Already, more than 20,000 social stores have sprung up. Magazine Luiza expects to touch 1 million customers within one year of launch.34 © 2012 IBM Corporation

IBM Institute for Business ValueHow will CEOs create more economic value by innovating differentlywith partners? Commitment to external partnering has Commitment to external partnering has grown significantly grown significantly Virtually all organizations now partner, Virtually all organizations now partner, creating new avenues for innovation creating new avenues for innovation Outperformers are more likely Outperformers are more likely to partner for innovation, disrupt, to partner for innovation, disrupt, and derive revenue from new and derive revenue from new sources sources35 © 2012 IBM Corporation

Key DiscoveryIBM Institute for Business ValueOver the past few years, partnering has become increasinglyprevalent – more than two-thirds of CEOs intend to do so Historical comparison of external partnering 25 % more 69% 69% 55% 55% 2012 2008Source: Q16g “What will your operating strategy be in 3 to 5 years, compared to today?” [Partner extensively / Do everything in-house]36 © 2012 IBM Corporation

IBM Institute for Business ValueCIOs and CMOs have diverse motivations for external collaboration For CIOs, increased partnering is associated For CIOs, increased partnering is associated CMOs increase use of external partnerships CMOs increase use of external partnerships with aadesire to refine the mix of capabilities with desire to refine the mix of capabilities in the areas of sales, analytics, and IT skills in the areas of sales, analytics, and IT skills Sales contact/lead management 7% 7% 14% 14% Partnering extensively with other organizations Customer and data analytics 65% 65% 12% 12% 23% 23% Direct/relationship marketing 13% 13% 23% 23% Significantly change mix of capabilities, knowledge and assets IT skills 66% 66% 23% 23% 37% 37% Today In 3 to 5 yearsSource: 2011 CIO Study Q7 “To benefit from global integration will your organization do the following?”; 2011 CMO Study Q16 “What do you do within marketing and what resources will you tap into, to manage marketing?”37 © 2012 IBM Corporation

Outperformance driversIBM Institute for Business ValueOutperformers partner substantially more often for innovation External partnering for innovation 28 % more 59% 59% 46% Outperformers UnderperformersSource: QD “To what extent does your organization collaborate and partner (externally) to innovate?”; CEO average score is 53%38 © 2012 IBM Corporation

Outperformance driversIBM Institute for Business ValueOutperformers pursue more disruptive types of innovation andderive more revenue from new sources Industry model innovation Revenue from new sources 48 % more 94 % more 46% 46% 35% 35% 31% 37 % more 26% 26% 18% 19% Outperformers Underperformers Creating entirely Moving into new industries different industriesSource: Q13 “What key initiatives will you implement over the next 3 to 5 years?”; Q11 “What approximate percentage of your revenue comes from new sources, including new products and services, markets or industries?”39 © 2012 IBM Corporation

IBM Institute for Business ValueSo, how can organizations partner moreeffectively to meet the innovation challenge?  Achieve differentiation through social Achieve differentiation through social 1. Fundamentally change how you 1. Fundamentally change how you innovation innovation partner partner  Expand scope of partnerships Expand scope of partnerships  Tackle the shared governance challenge Tackle the shared governance challenge  Broaden responsibility for managing Broaden responsibility for managing partnerships partnerships 2. Make partnerships personal 2. Make partnerships personal  Foster relationships at each level across Foster relationships at each level across partnering organizations partnering organizations  “Partners” can be a community of people “Partners” can be a community of people  Explore unconventional partnerships Explore unconventional partnerships 3. Break collaboration boundaries 3. Break collaboration boundaries  Think like aadisruptor Think like disruptor  Innovate together as aasystem Innovate together as system40 © 2012 IBM Corporation

IBM Institute for Business ValueFundamentally change how you partnerThe pressure and costs to innovate mount, and boundariesbetween organizations are becoming more porous Payments andinteractions span more functions and are more continuous, travel business, USAwith control and governance increasingly being shared  Achieve differentiation through social innovation Purpose

Add a comment

Related presentations

Related pages

Leading Through Connections - IBM 2012 Global CEO Study ...

By analyzing findings of interviews with over 1,700 CEOs worldwide, the fifth biennial IBM Global CEO Study, “Leading Through Connections,” reveals how ...
Read more

Leading Through Connections - IBM 2012 Global CEO Study

By analyzing findings of interviews with over 1,700 CEOs worldwide, the fifth biennial IBM Global CEO Study, “Leading Through Connections,” reveals how ...
Read more

IBM 2012 Global CEO Study - Leading Through Connections ...

IBM 2012 Global CEO Study - Leading Through Connections In speaking face-to-face with 1,709 CEOs, general managers and senior public sector leaders around ...
Read more

This study is based on face-to-face conversations with ...

Chief Executive Officers who spoke with IBM as part of this study. ... The 2012 IBM CEO Study, Leading Through Connections, identifies and
Read more

Leading Through Connections by IBM | #

Insights from the Global Chief Executive Officer Study This study is based on face-to-face conversations with more than 1,700 chief executive officers in ...
Read more

Leading Through Connections: Insights from the Global ...

The illustration on the cover of this report symbolizes the many varied connections influencing the 1,709 Chief Executive Officers who spoke with IBM as ...
Read more

Leading through connections - the value of social business

Dynamic network of business schools and management development professionals that facilitates learning, accreditation, debate and exchange on best practices
Read more

Leading Through Connections - Intec - IBM Premier Business ...

Leading Through Connections Insights from the Global Chief Executive ... Today’s CEOs are leading their organisations through an uncharacteristi-
Read more

Leading Through Connections « A Smarter Planet Blog A ...

Great artic Leading Through Connections is the best way for leaders. for example Obama is not clear about the Guns. Will he able to take it off from the ...
Read more