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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.

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.

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.

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

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

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

Although cloud computing is widely recognized as a technology game changer because it offers anytime, anywhere services, its potential for driving business innovation remains virtually untapped. This article seeks to define that potential for generating new business models and disrupting industries.

The authors show how cloud technology has the power to fundamentally shift competitive landscapes by providing a new platform for creating and delivering business value.

IBM research suggests that organizations are just beginning to understand the power of cloud services to help drive business innovation.

To track how organizations use cloud tech today and how they plan to employ its power in the future, IBM surveyed 572 business and technology executives across.

The survey found that companies worldwide are beginning to recognize cloud's capabilities to generate new business models and promote sustainable competitive advantage.

By assisting in developing new operating capabilities, cloud technology can help a company change its role within its industry or enter a different industry.

The purpose of this paper is to make suggestions as to how an organization successfully manage uncertainty and complexity and, ultimately, foster growth in the wake of the recent economic crisis.

The paper recommends three main goals that organizations should concentrate their actions around.

The paper finds that as organizations prepare for a future ripe with uncertainty, there is urgency for companies to take actions to prepare for the key opportunities presented in this post‐crisis environment. Business leaders should start by developing clear scenarios for their industry and the overall situation that can help identify which strategies and business models will best position their organization to succeed across the range of possible future outcomes. By combining an understanding of their current position with a clear set of future scenarios, they can select decisive moves across the three recommendations identified in this study

The paper presents useful information on action an organization can make in order to manage uncertainty and complexity and, ultimately, foster growth.

The authors expect that media and entertainment (M&E) providers will increasingly be challenged to offer consumers entertainment experiences that are more relevant, and therefore perceived as more valuable. This paper aims to investigate this issue.

The paper looks at the authors' 2011 survey, which revealed four prominent types of “digital personalities” that are not age‐based, but instead are based on the combination of degree of access to content and intensity of content interaction.”

The paper finds that to move beyond merely distributing digital content, M&E providers should: think and act like business‐to‐consumer (B2C) companies, no matter where they sit in the industry value chain; target consumers' specific digital personalities; deliver holistic, relevant content experiences – not just content alone; and create new flexibly integrated, cross‐channel digital revenue models that can deliver value comparable to traditional models.

The fourth annual IBM Institute for Business Value digital consumer survey questioned over 3,800 consumers in six countries – China, France, Germany, Japan, the UK and the USA – to evaluate current and future digital content consumption behaviors.

Making digital content more social includes finding smarter ways to connect to customers, connect the ecosystem and refine content.

The paper provides useful information on making digital content more social and smarter ways to connect to customers, the ecosystem and to refine content.

The authors perform market trend analysis and to examine the clash between new and traditional media and explore future industry competitive scenarios.

IBM conducted a comprehensive study that included interviews with leaders of media companies and an in‐depth analysis of the factors that are shaping the industry outlook. IBM conducted in‐person interviews with more than 75 senior media executives, industry analysts, economists and technology visionaries and also worked with the Economist Intelligence Unit to survey another 125 industry executives.

IBM sees four primary business models emerging – traditional media, walled communities, content hyper‐syndication and new platform aggregation. The research also found evidence of another developing conflict that it calls the media divide. It could pit partner against partner in a struggle for growth.

IBM proposes seven industry‐specific recommendations for incumbent media companies as they face the immediate threat from new entrants and eventual collisions with traditional partners: Deliver experiences, not just content. Leverage virtual worlds. Innovate business models. Invest in interactive, measurable advertising services and platforms. Redefine partnerships, while mitigating fallout. Shift investment from traditional business to new models. Create a flexible business design.

The article offers a combination of market evolution analysis, future market scenarios and recommendations for gaining first mover advantage.

As a growing share of consumer value shifts to new industry entrants, this paper seeks to suggest how long‐time leaders in many media and entertainment (M&E) market segments can replace declining traditional revenue with equivalent value from digital media.

The paper suggests how established media and entertainment companies – newspapers, broadcasters, music labels and movie studios – can proactively address both their potential revenue challenge and find new business models.

The paper finds that media companies need to “rethink” their business models and seek innovative ways to enhance the consumer experience and connect with consumers.

This is a 2010 IBM Institute for Business Value analysis.

M&E companies will require the capabilities to build analytics and insights, develop consumer‐centric models and enable multiplatform delivery.

Three strategies will likely help M&E leaders overcome the revenue issues they face – focusing on the consumer experience, embracing new distribution platforms and expanding revenue models.

The aim of this article is to show how technology‐driven business strategy can offer some distinct advantages.

The IBM Institute for Business Value studied ten companies that are known within their respective industries for strong innovation.

The study found that these companies' innovations stood out because they accomplished one or more of the following: changed the basis of competition; broke the rules of scale; and/or introduced totally new business models.

Many of today's most exciting and “disruptive” innovations now tend to occur at the intersection of market insight and technological know‐how, and many of the companies that are seizing the initiative in this new competitive environment are doing so by taking a fundamentally different approach to strategy development – an approach the authors call “technology‐driven business strategy.”

The authors observed six common principles that innovative companies, like the ten in their study and others that they have worked with, seem to follow in their approach business strategy development: Consider technology a core input. Revisit strategy and technology context regularly. Uniquely manage emerging businesses opportunities. Plan for disruptions. Manage for today's and tomorrow's context. Focus technology on the customers’ priorities.