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Article
Publication date: 20 May 2022

Haynes Cooney, Jacob Dencik and Anthony Marshall

Recent research conducted by the IBM Institute for Business Value found that 53 percent of organizations will position environmental sustainability as a top business…

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Abstract

Purpose

Recent research conducted by the IBM Institute for Business Value found that 53 percent of organizations will position environmental sustainability as a top business priority by 2024.

Design/methodology/approach

The 3000 CEOs in our 2022 CEO study report that the greatest pressure they experience for improved sustainability and transparency now comes from their board, investors and ecosystem partners.

Findings

For successful organizations, sustainability is an integral part of the business strategy.

Practical/implications

Moving toward a more sustainable enterprise is an opportunity to transform and drive innovation throughout and beyond the organization.

Originality/value

While most organizations now have a sustainability strategy, only 37 percent have aligned sustainability objectives with their business strategies. Leading organizations co-create with ecosystem partners in new ways, creating new business platforms, pursuing innovation and aligning sustainability measures.

Details

Strategy & Leadership, vol. 50 no. 4
Type: Research Article
ISSN: 1087-8572

Article
Publication date: 15 December 2021

Anthony Lipp, Anthony Marshall and Jacob Dencik

The more recent emergence of advanced digital technologies and the acceleration of process digitization, combined with rising stakeholder expectations, have created an…

Abstract

Purpose

The more recent emergence of advanced digital technologies and the acceleration of process digitization, combined with rising stakeholder expectations, have created an urgent imperative for organizations to embrace open innovation.

Design/methodology/approach

The analysis in this paper is based on a survey 2,379 executives representing 24 industries and 26 countries conducted by the IBM Institute for Business Value. IBV researchers used descriptive statistics to understand innovation trends. To understand the role of open innovation for business performance IBV researchers segmented the sample based on two criteria: extent to which the organization sees open innovation as important for their growth strategy and the extent to which they are effective in advancing open innovation.

Findings

Ecosystems are key to success with open innovation, creating value opportunities within and across the value chains. 10;

Practical/implications

Open and interoperable technologies like hybrid cloud, APIs, blockchain and AI allow for many more ways to create value by unlocking hidden potential in existing relationships.

Originality/value

Open innovation drives growth; new research found that 84 percent of executives think open innovation is important for their future growth strategy.

Details

Strategy & Leadership, vol. 50 no. 1
Type: Research Article
ISSN: 1087-8572

Article
Publication date: 20 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

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…

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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

Article
Publication date: 1 April 2022

Cindy Anderson, Christian Bieck and Anthony Marshall

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

This research paper looks at the elements underpinning employee satisfaction and loyalty, as well as how these are related to performance. The questionnaire results revealed that the IT consultant employees were overall satisfied or very satisfied, and in turn were loyal to their current company. This satisfaction drove good job general job performance, but didn’t have the same impact on task performance. Managers are advised to acknowledge and strive to meet the needs of their employees at a human level by deploying empathy and by viewing each individual as being unique, as opposed to just a job role holder.

Originality/value

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Strategy & Leadership, vol. 50 no. 3
Type: Research Article
ISSN: 1087-8572

Article
Publication date: 28 October 2021

Jean-Stéphane Payraudeau, Anthony Marshall, Jacob Dencik and Stephen Ballou

The Virtual Enterprise model expands potential for extreme digitalization, extended value chains and intelligent workflows, along with new partnership and ecosystem approaches.

Abstract

Purpose

The Virtual Enterprise model expands potential for extreme digitalization, extended value chains and intelligent workflows, along with new partnership and ecosystem approaches.

Design/methodology/approach

Analysis of a new survey of more than 7000 C-suite executives conducted by the IBM Institute for Business Value (IBV) provides new and striking insights into what operational, organizational and cultural environments are most conducive to effective and enduring digital transformation.

Findings

The Virtual Enterprise re-imagines how and where work is done, re-evaluating the necessity for physical assets, infrastructure and talent.

Practical/implications

The single most important characteristic of the Virtual Enterprise is “openness”, which brings value at three levels: inside the enterprise, with partners outside the enterprise and with the wider ecosystem.

Originality/value

The research found that the high technology adopters who focus on “openness” and “ecosystems” enjoy a 40 percent revenue growth performance premium over their advanced competitors.

Details

Strategy & Leadership, vol. 49 no. 6
Type: Research Article
ISSN: 1087-8572

Article
Publication date: 28 October 2022

Liam Cleaver, Kristine Lawas and Anthony Marshall

The authors explain how companies can use open innovation to embrace game-changing innovation through intensive collaboration with society’s stakeholders on fraught…

Abstract

Purpose

The authors explain how companies can use open innovation to embrace game-changing innovation through intensive collaboration with society’s stakeholders on fraught cultural and human resource issues.

Design/Methodology/Approach

The InnovationJam is a technology platform that enables a form of crowdsourcing connecting audiences of several hundred to hundreds of thousands of concurrent ‘jammers’ over a 30-72 hour period to explore business and societal issues in an open, collaborative format.

Findings

Crowdsourcing insight from committed participants can help to engage communities in active problem solving and implementing solutions.

Practical/implications

The approach gives voice to individuals who are often unheard within organizations given traditional confines of a job role, function and hierarchy.

Originality/value

In a time when social media often has a negative impact, the Jam proved that technology can serve as a catalyst for important, sensitive discussion and to bring people together who otherwise could never meet.

Details

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

Article
Publication date: 13 September 2022

Cindy Anderson, Jacob Dencik, Anthony Marshall and Raj Teer

Central to the corporate response to decades of discontinuity has been a rapidly growing and increasingly impactful role of data and digital technologies. This article…

Abstract

Purpose

Central to the corporate response to decades of discontinuity has been a rapidly growing and increasingly impactful role of data and digital technologies. This article studies that co-evolution.

Design/methodology/approach

Reviewing annual and semi-annual IBM survey data from CEO interviews across the past 20 years, IBM Institute for Business Value research has gained a unique perspective on how corporate leaders have used data technology to stay at the vanguard of change.

Findings

In 2021, 62 percent of the highest performing CEOs said technology infrastructure, specifically data infrastructure, is the greatest challenge for their organization.

Practical Implications

From coping with uncertainty, change and complexity, to the need for more actionable insights, to empowering the individualization of the customer experience and engagement with ecosystem partners, data and digital technologies are now central to helping organizations address their top challenges.

Originality Value

Business leaders must think strategically about how the interplay between data, technology and business transformation will need to be shaped to catalyze even more value for the enterprise and its customers.

Details

Strategy & Leadership, vol. 50 no. 6
Type: Research Article
ISSN: 1087-8572

Article
Publication date: 18 July 2022

Jacob Dencik and Anthony Marshall

IBM IBV research shows that interactions between several new digital technologies and between these technologies and other organizational capabilities enable and drive the…

Abstract

Purpose

IBM IBV research shows that interactions between several new digital technologies and between these technologies and other organizational capabilities enable and drive the business value needed for successful transformation.

Design/Methodology/Approach

Organizations should first identify the high value workflows and focus on what it takes to transform them.

Findings

IBM IBV analysis found that if an organization excels at implementing four key elements of transformation together with an integrated set of digital technologies, the revenue impact of a dollar invested is as much as 13 times greater than the revenue impact of a single technology such as cloud alone.

Practical/implications

Workflows provide an end-to-end perspective of what scaled transformation will look like while enabling identification of appropriate areas of immediate transformation.

Originality/Value

This paper especially valuable to practitioners and academics because it is sourced from multiple recent large-scale C-suite executive surveys conducted by the IBM Institute for Business Value, working in collaboration with Oxford Economics.

Details

Strategy & Leadership, vol. 50 no. 5
Type: Research Article
ISSN: 1087-8572

Article
Publication date: 15 February 2022

Haynes Cooney, Anthony Marshall and David Zaharchuk

Over the past year, the IBM Institute for Business Value (IBV) surveyed and interviewed tens of thousands of executives, employees and consumers around the world to learn…

Abstract

Purpose

Over the past year, the IBM Institute for Business Value (IBV) surveyed and interviewed tens of thousands of executives, employees and consumers around the world to learn what high-performing organizations are doing differently, and where executives are making the biggest bets.

Design/methodology/approach

After thousands of interviews over several years the researchers identified five trends that executives can explore to help prepare for a future characterized by disruption and change.

Findings

Executives are learning how to redefine how humans and technology work together.

Practical/implications

Businesses need to reinvent their operations holistically to realize the full benefits of digital transformation.

Originality/value

A comprehensive record of strategic tech and talent trends the leaders can use to prepare for 2022 and beyond.

Details

Strategy & Leadership, vol. 50 no. 2
Type: Research Article
ISSN: 1087-8572

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