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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.

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.

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.

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

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.

This report by the IBM Institute for Business Value, part of long-term study of C-suite executives, probes the perspectives of the 818 CEOs to find out what they think the future will bring and how they’re positioning their organizations to prosper in the “age of disruption.”

The report also focuses specifically on what a subset of the 818 – CEOs of the most successful enterprises surveyed – do differently.

IBM analysis identified a small group of organizations that have both a strong reputation as leading innovators and an outstanding financial track record. Lead by so-called Torchbearer CEOs the firms are exploring opportunities to leverage emerging technologies and ecosystems to pursue entirely new revenue streams and models.

CEOs recognize the confluence of technologies magnifies their impact across markets and economies. Emerging technologies intersect and combine in new and different ways, enabling enterprises to redefine how they engage with their customers and partners.

Two-thirds of executives surveyed plan to reassess their strategic direction and explore the potential for novel, non-traditional forms of growth. They’re actively pursuing opportunities to play a new or different role in the ecosystems they inhabit.

Digital reinvention helps organizations create unique, compelling experiences for their customers, partners, employees and other stakeholders.

Digital reinvention combines the capabilities of multiple technologies, including cloud, cognitive, mobile and the Internet of Things (IoT) to rethink customer and partner relationships from a perspective of fundamental customer need, use or aspiration.

The most successful digitally reinvented businesses establish a platform of engagement for their customers, with the business acting as enabler, conduit and partner

For successful digital reinvention, organizations need to pursue a new strategic focus, build new expertise and establish new ways of working.

The article offers a blueprint for digital reinvention that involves rethinking customer and partner relationships from a perspective of fundamental customer need, use or aspiration.

This is a report on an IBM Institute for Business Value study, based on responses from more than 1,100 individuals and interviews with more than two dozen executives from leading organizations, that aims to suggest ways organizations can use social approaches to create meaningful business value.

IBM conducted interviews of key executives of companies learning to embed their external social tools into core business processes and capabilities.

The paper reveals that leading firms are using social approaches not only to communicate better with their customers, but also to share knowledge with their suppliers, business partners and, perhaps most important, their employees.

Social business tools facilitate engagement in extensive discussions with employees, customers, business partners and other stakeholders and allow sharing of resources, skills and knowledge to drive business outcomes. Executives are concerned because social business represents a different way of thinking about employees, customers and how work is accomplished, as well as the potential risks of increased organizational openness and transparency.

Leading firms are rapidly progressing to a substantive transformation in how they work, an approached called social business. Social business can create valued customer experiences, increase workforce productivity and effectiveness and accelerate innovation.

This article seeks to highlight some of the findings of the 2012 IBM CEO Study, Leading through Connection, based on interviews with CEOs and public sector leaders in every part of the world.

The study was designed to determine how technology is fundamentally changing how stakeholders engage.

A major finding was that CEOs are focusing on how recent advances in technology allow companies to re‐imagine connections among people – customers, employees, partners and investors.

Between September 2011 and January 2012, IBM met face to face with 1,709 CEOs and senior public sector leaders in 64 countries and 18 industries.

CEOs are reevaluating how they engage partners. Boundaries between organizations are becoming more porous. Interactions span more functions and are more continuous.

The study points to two conclusions. These are, first, empowering employees through values. For CEOs, organizational openness offers tremendous upside potential – empowered employees, free‐flowing ideas, more creativity and innovation, happier customers, better results. Teams will need processes and tools that inspire collaboration on a massive scale. Second, amplifying innovation with partnerships. Rising complexity and escalating competition have made partnering a core innovation strategy for many organizations.

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.

This article explains how, by combining the power of analytics with the ubiquity of mobile, organizations have the opportunity to provide employees with “mobility” solutions that will enable them to work more effectively than ever before, a new Individual Enterprise model.

The article shows how organizations that design their business and information systems with this Individual Enterprise model in mind can evolve their business models, or even create totally new ones, and thus realize the full transformational benefits of mobility.

Together mobile and analytics will redefine how companies deliver value to customers.

Dynamically configurable platforms and apps will allocate organizational expertise precisely where and when needed, enabling employees to make faster, better-informed decisions.

By creating an Individual Enterprise, organizations will be able to discover, define and refine new and emerging customer wants and needs, and create truly unique, exciting customer experiences.

By transforming in an Individual Enterprise a company evolves from managing employees to optimizing ecosystems; from assigning “a person for the process” to creating “a process for a person.”