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Article
Publication date: 21 May 2020

Anthony Marshall, Anthony Lipp, Kazuaki Ikeda and Raj Rohit Singh

Ecosystem partnerships are driving a dramatic change in the nature of business as industries as diverse as banking, automotive and retail are converging in unprecedented…

Abstract

Purpose

Ecosystem partnerships are driving a dramatic change in the nature of business as industries as diverse as banking, automotive and retail are converging in unprecedented ways–and at an unprecedented rate. To learn how leading companies are embracing innovation in ecosystems to drive both value creation and competitiveness, the IBM Institute for Business Value in collaboration with Oxford Economics surveyed 1000 top executives in 19 industries and 29 countries between August and January 2019.

Design/methodology/approach

The survey cohort included 250 Chief Executive Officers, 150 Chief Financial Officers, 150 Chief Innovation Officers, 150 Chief Marketing Officers, 150 Chief Operations Officer and 150 Chief Alliance/Partnership Officers.

Findings

Analysis revealed that organizations with high engagement in ecosystems generate greater revenues from innovation initiatives. Specifically, revenues tied to innovation were more than 14 percent higher for ecosystem-engaged businesses than their less ecosystem-oriented peers.

Practical implications

The analysis showed that organizations differentiated on four innovation-enabling dimensions are more successful than others in ecosystem innovation. Their winning practices: 10;•9;They lead with platforms for innovating in ecosystems. 10;•9;They create the structures that enable the transformation of ideas into desired customer experiences in ecosystems 10;•9;They establish effective, meaningful measurements for successful innovation in ecosystems. 10;•9;They approach innovation with a collaborative mindset and create an environment of openness that shapes innovative behavior. 10;

Originality/value

The study identified the best practices of the most successful companies, ecosystem innovators. They excel across four innovation dimensions. They build platforms and employ ecosystems to better orchestrate customer experiences. They establish processes to effectively measure innovation within ecosystems in which they operate. They form organizational structures that institutionalize innovation. And they create and promote environments of openness and collaboration

Details

Strategy & Leadership, vol. 48 no. 4
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 18 October 2019

Sarah Diamond, Nick Drury, Anthony Lipp, Anthony Marshall, Shanker Ramamurthy and Likhit Wagle

To better understand where the banking industry is heading and how it can thrive in the new environment of converged industries and competition, the IBM Institute for…

Abstract

Purpose

To better understand where the banking industry is heading and how it can thrive in the new environment of converged industries and competition, the IBM Institute for Business Value, in collaboration with Oxford Economics, surveyed 850 banking and financial markets executives across all major geographies and a variety of C-suite roles.

Design/methodology/approach

The survey sought answers to three key questions: What impacts are the changing currents around ecosystems, business models and business economics having on banking and other financial services organizations? What strategies are likely to be most successful for banks to adopt over the next few years? What steps can banking leaders adopt today to accelerate their progress toward obtaining a leading competitive position?

Findings

Most senior executives surveyed – 72 percent – agree that platform business models – and the ecosystems that underpin them – are disruptive for the banking industry: 70 percent of executives say that platform business models are driving changes in traditional value chains across the industry. 69 percent acknowledge that platforms are disrupting their organization’s own business and operating models.

Practical implications

As many as 79 percent of banking executives globally say that adoption of platform business models will help them achieve sustainable differentiation and competitive advantage with benefits across multiple dimensions. They identify profitability, innovation and access to markets as the top-three areas where platform models can drive advantage.

Originality/value

Visionary banks believe engagement with partners across platforms should increase their commitment to innovation, especially relating to the search for new and more valuable product and service combinations. They realize that radical transformation is required across business and operating models and in the way resources, business processes and technologies are assembled to create value.

Details

Strategy & Leadership, vol. 47 no. 6
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 23 August 2021

Golnar Pooya, Nathan Cheng, Anthony Marshall, Jacob Dencik and Namit Agrawal

Ecosystems’ digitally enabled networks that enhance corporate value propositions by linking corporate units, suppliers, distributors, partners, customers and other…

Abstract

Purpose

Ecosystems’ digitally enabled networks that enhance corporate value propositions by linking corporate units, suppliers, distributors, partners, customers and other stakeholders -- have become the engine that drives performance and strategic impact across economies. Article examines which ecosystem strategies are appropriate for firms in various situations.

Design/methodology/approach

A new IBM Institute for Business Value (IBV) survey of 700 executives involved in decision-making about their organizations’ ecosystem growth and partnering reveals that the companies most focused on ecosystem engagement consistently generate higher growth and more business value.

Findings

Analysis of the executive responses identified four distinct strategic approaches for ecosystem activity – Accelerate, Expand, Ignite and Reposition.

Practical/implications

Success is likely only if firms pursue the right ecosystem strategy for their situation, with the right business partners, executed the right way.

Originality/value

Ecosystems can enhance the value of products or services through both competition and cooperation with partners and rivals. For enterprises battling dislocation and disruption, ecosystems promote agility and resilience and can identify new revenue opportunities. As such, ecosystems have been the essential vehicle for growth and expansion for many corporations.

Details

Strategy & Leadership, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1087-8572

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Abstract

Details

Strategy & Leadership, vol. 49 no. 3
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 15 July 2021

Haynes Cooney, Peter Korsten and Anthony Marshall

The recent IBM Institute for Business Value CEO survey of 3,000 chief executives globally offers insight into CEO attitudes and behaviors in order to discern the…

Abstract

Purpose

The recent IBM Institute for Business Value CEO survey of 3,000 chief executives globally offers insight into CEO attitudes and behaviors in order to discern the strategies and actions most highly correlated to successful digital transformation and performance.

Design/methodology/approach

The IBM Institute for Business Value, in collaboration with the Oxford Economics, surveyed 3,000 CEOs and senior public sector executives between September and November 2020. The analysis identified a group of CEOs whose outlook on transformation and success with digital implementation sets them apart from others.

Findings

These Dynamic CEOs, who represent 38 percent of all commercial leaders in the IBM IBV research, shared two crucial insights: that traditional business models no longer differentiate their organizations; their organization?s digital transformation journey will never be complete.

Practical/implications

These Dynamic CEOs are almost 70 percent more likely to lead high performing organizations than other top leaders.

Originality/value

Almost 90 percent of Dynamic CEOs expect their business and IT investments to deliver a material improvement in business performance over the next three years, with the greatest emphasis on investments in customer experience improvement, decision-making processes and business agility.

Details

Strategy & Leadership, vol. 49 no. 4
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 14 May 2021

Jean-Stéphane Payraudeau, Anthony Marshall, Dencik Jacob and Rachna Handa

Executives surveyed by the IBM Institute for Business Value indicated that they are dramatically accelerating their company’s digital transformation during the pandemic…

Abstract

Purpose

Executives surveyed by the IBM Institute for Business Value indicated that they are dramatically accelerating their company’s digital transformation during the pandemic. And fully two-thirds said that the pandemic has allowed them to advance specific transformation initiatives that previously had encountered resistance.

Design/methodology/approach

To better guide others seeking to make the transformation, the researchers looked at which technologies make a difference between high performing and struggling businesses in this period of extraordinary change and challenges.

Findings

The “technology mix” recipe for success is changing. Increasingly, cloud and AI are becoming performance differentiators. Not only does technology adoption vary greatly across industries, but the relationship between technology adoption and financial performance varied significantly among industries.

Practical implications

Cloud has become a more important contributor to revenue performance during the pandemic in 11 of the industries analyzed

Originality/value

Tech-savvy organizations outperformed their peers in revenue growth across the 12 industries where technology acted as a performance differentiator.

Details

Strategy & Leadership, vol. 49 no. 2
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 4 November 2020

Christian Bieck and Anthony Marshall

A recent IBM Institute of Business Value (IBV) global survey of 3,450 business leaders, conducted during the full force of the pandemic, explored which business…

Abstract

Purpose

A recent IBM Institute of Business Value (IBV) global survey of 3,450 business leaders, conducted during the full force of the pandemic, explored which business capabilities executives are prioritizing, and how they ranked familiar concerns: cost management and cash flow management. This article urges that cost cutting should be viewed as a mechanism to redirect resources to enterprise transformation investments.

Design/methodology/approach

Article warns that an organization that wants to cut costs and not invest in transformation does not effectively serve an environment is which transformation is a mandate.

Findings

In the course of the pandemic crisis that disrupted supply chains, executives have realized an underappreciated aspect of ownership: it increases independence and buffers against outside shocks.

Practical implications

A central theme in the search for cost efficiency is the question of investment and ownership, or capital expenditure (CapEx), versus operating expenditure (OpEx).

Originality/value

In a reversal of the OpEx shift paradigm, executives state they plan to increase CapEx and decrease OpEx. Organizations with a high agility score invest almost one percentage point more in CapEx. Also, an increase in CapEx has a small but statistically significant effect on revenue growth.

Details

Strategy & Leadership, vol. 48 no. 6
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 11 December 2020

Cindy Anderson, Christian Bieck and Anthony Marshall

IBM Institute for Business Value research suggests five key discoveries for the post-pandemic business landscape offering new perspectives on digital transformation, the…

Abstract

Purpose

IBM Institute for Business Value research suggests five key discoveries for the post-pandemic business landscape offering new perspectives on digital transformation, the future of work, transparency and sustainability.

Design/methodology/approach

The data referenced in this report were collected from a number of surveys: The IBM Institute for Business Value, in collaboration with Oxford Economics, surveyed 3,450 executives in 20 industries and 22 countries from April to June 2020. The IBM Institute for Business Value, again in collaboration with Oxford Economics, conducted in July and August 2020 an Executive Pulse survey of 400 CEOs, CIO/CTOs, COOs and Chief Transformation Officers in the US across 20 industries. The IBM Institute for Business Value has fielded a survey instrument with Survey Monkey since April 2020 with more than 50,000 adult respondents across eight countries.

Findings

Analysis confirms that the business competencies that account for the largest part of an organization’s expected growth are those centered on employees and customers.

Practical implications

The survey data also point to greater reliance on platform business models and partner networks.

Originality/value

The research highlights a gaping chasm between what executives think they are offering their employees and how those employees feel.

Details

Strategy & Leadership, vol. 49 no. 1
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 3 February 2020

Saul Berman, Carolyn Heller Baird, Kevin Eagan and Anthony Marshall

A new IBM Institute for Business Value (IBV) study has now found that the appointment of a CDO–along with a robust digital transformation program–is strongly correlated…

Abstract

Purpose

A new IBM Institute for Business Value (IBV) study has now found that the appointment of a CDO–along with a robust digital transformation program–is strongly correlated with stronger corporate financial performance.

Design/methodology/approach

IBM IBV surveyed more than 1,500 business executives in 23 countries and across eighteen industries, of which 750 were CDOs. Based on our analysis, we have created a framework to determine under what circumstances it makes sense to appoint a CDO, and if a CDO is appointed, the set of CDO characteristics and responsibilities that are most likely to yield maximum business benefits and returns.

Findings

The analysis indicates top CDOs’ strongest characteristic is actually business strategy, not technology. The data indicates there is a higher positive financial impact when a CDO reports to the CIO—not when they report to a CEO

Practical implications

Top CDOs take a balanced approach toward transformation. They seem to be evolutionaries and not revolutionaries.

Originality/value

The study found that, contrary to conventional expectations, CDOs most valuable skill could well be their ability to think and act strategically.

Details

Strategy & Leadership, vol. 48 no. 2
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 31 March 2020

Saul Berman, Anthony Marshall and Kazuaki Ikeda

IBM’s latest Global C-suite Study asked 2,131 top executives around the globe about the value they derive from data, how they intend to turn data into a differentiating…

Abstract

Purpose

IBM’s latest Global C-suite Study asked 2,131 top executives around the globe about the value they derive from data, how they intend to turn data into a differentiating advantage and how far they have progressed with their plans.

Design/methodology/approach

During the course of the research, researchers identified four distinct kinds of enterprises – torchbearers, aspirationals, explorers and builders – each at a different stage on the path to data leadership. Comparing Torchbearer CEOs with Aspirational CEOs reveals pronounced variations in the performance of the enterprises they run. An example is innovation: 79 percent of Torchbearer CEOs head organizations with a history of operating at the leading edge, versus just 25 percent of Aspirational CEOs.

Findings

The efforts of the leading CEOs to drive a differentiating advantage through AI, data analytics and insight have paid off handsomely: 64 percent of Torchbearer CEOs have presided over superior revenue growth, and 66 percent have delivered outsized profits.

Practical implications

The article offers practitioners guidelines for three key initiatives: 1 Automate intelligently. 2. Strategize with ecosystems. 3. Extract value through new models.

Originality/value

The Torchbearer CEOs in the study show what it takes to become a data leader. These CEOs use AI and intelligent automation to inform their decisions. They promote a culture of belief in data. They make ecosystems a core part of their business strategy. They share data judiciously to gain the benefits of networking without giving away their competitive edge. And they use data to develop new business models with the potential for outsized returns. 10; 10;

Details

Strategy & Leadership, vol. 48 no. 3
Type: Research Article
ISSN: 1087-8572

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