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The authors have analyzed IBM surveys on evolving C-suite technology priorities over several years to find fresh opportunities for Chief Executive Officers (CEOs), Chief Marketing Officers (CMOs) and Chief Information Officers (CIOs) to work closely together.

This new study of evolving technology priorities is based on conversations with thousands of private and public sector C-suite executives participating in a series of IBM surveys over the past decade.

The authors found that the major technology challenges facing corporations are how to manage openness across the organization, individualize customer relationships and invest in the partnership ecosystem for innovation.

This is a meta analysis based on a series of reports on IBM interviews with top executives starting in 2004.

To achieve significant innovation, outperforming organizations are pursuing external partnerships. Increasingly partners are non-traditional – communities of interest, academic institutions or other types of organizations.

The authors identify three key challenges for CEOs, CMOs and CIOs and show how they can align their technology plans and resources to address them.

Increasingly companies recognize that effective and rapid software development – from ideation to delivery – is crucial to achieving competitiveness. This article looks at how leading companies are establishing an enterprise capability for accelerated software delivery to differentiate themselves in the market.

This research looks at how leading software organizations focus on software investments that efficiently and speedily deliver marketplace results.

Successful companies build comprehensive skills in Agile and lean software development methods and for fostering extensive collaboration among business users, IT professionals and customers throughout the software development and delivery lifecycle.

Advanced organizations are more likely to apply more mature development practices, such as service-oriented architecture (SOA) and Agile iterative development methods.

Advanced organizations collaborate much more with customers and business partners to improve software development outcomes.

Leaders are recognizing that the current connected era is fundamentally changing how customers, employees and partners engage, according to an IBM survey of CEOs and senior public sector leaders from around the globe.

Between September 2011 and January 2012, IBM leaders met face to face with leaders worldwide to better understand their future plans and challenges in an increasingly connected economy. The CEOs surveyed lead organizations of different sizes in 64 countries and 18 industries The analysis also sought to understand differences between responses of CEOs in financially outperforming organizations and those in underperforming organizations.

Key survey findings include: CEOs are creating more open and collaborative cultures – encouraging employees to connect, learn from each other and thrive in a world of rapid change; the emphasis on openness and collaboration is even higher among outperforming organizations; to engage customers as individuals, CEOs are investing in customer insights more than any other functional area; and extensive partnering is providing the edge CEOs need to take on radical innovation.

Three suggested initiatives to promote superior performance are: embrace connectivity and openness; engage customers as individuals; and amplify innovation with partnerships.

Explains that to create greater value, CEOs must take advantage of newly enabled connections with and among employees, customers and partners. Shows that to lead in this unfamiliar territory amid constant change, CEOs will need to learn from their own networks. They will need to assemble those networks like portfolios – with generational, geographic, institutional diversity. Then, they will need to help their organizations do the same.

Glass House is a play about the relationship between two young women Phumla and Linda. According to Dike the play was specifically written to show the clashing of two cultures and how white people could not understand the pain of black people. Glass House provides testimony as to how women suffered physical and mental violence whilst in detention, and this play clearly highlights how, for women, becoming part of the struggle meant surviving the acts of aggression and detention by the security forces. In Glass House Dike exposes the agony and survival techniques of women who have had to endure periods in detention desperately struggling to cope in adverse conditions and, on their release from detention, having to contend with the suspicions of their community thinking that they were informers spying for the government.