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Article
Publication date: 10 October 2018

Saul Berman, Steven Davidson, Kazuaki Ikeda and Anthony Marshall

The IBM Institute for Business Value, which has been conducting Global Chief Executive Officers studies for 15 years, has been reporting on CEO concerns about business and…

Abstract

Purpose

The IBM Institute for Business Value, which has been conducting Global Chief Executive Officers studies for 15 years, has been reporting on CEO concerns about business and economic disruption and described their efforts to respond to it. But surprisingly, in the 2018 study CEOs also indicate that the shock of disruption is waning. Only 26 percent of the CEOs say new entrants are actually taking market share. 10; 10; 10;

Design/methodology/approach

This report is based on input from 2,148 Chief Executive Officers (CEOs), who were interviewed as part of the 19th IBM Global C-suite Study. Both quantitative and qualitative responses were collected from 346 face-to-face meetings and 1,802 in-person phone interviews. To understand how top-performing organizations navigate disruption differently, IBM researchers applied cluster analysis to examine the approaches of three groups of CEOs – Reinventors,. Practitioners and Aspirationals. 10;

Findings

Most CEOs see the emergence of platforms and the growing importance of network economics – both scale and scope – as the crucial drivers of future growth.

Practical implications

Almost six in ten Reinventors co-create new products, services or experiences with their customers.

Originality/value

Today’s CEOs have learned to not only accommodate but embrace disruption. Anticipating and responding to sudden and dramatic change has become standard operating procedure. Chief executives from top performing businesses understand that success requires collaboration with partners within ecosystems and on platforms. Indeed, Checklists for leaders are included.

Details

Strategy & Leadership, vol. 46 no. 5
Type: Research Article
ISSN: 1087-8572

Keywords

Article
Publication date: 15 January 2018

Saul Berman and Philip Dalzell-Payne

The authors extensive field experience and analysis suggests that the traditional strategy approach is increasingly ill equipped for a business environment that is being radically…

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Abstract

Purpose

The authors extensive field experience and analysis suggests that the traditional strategy approach is increasingly ill equipped for a business environment that is being radically changed by new digital technology.

Design/methodology/approach

They explore some of the ways in which strategy development approaches need to be revised to remain relevant in the world of artificial intelligence, digital reengineering and cognitive computing.

Findings

Digital technology is both a means to tactical advantage and the key to transformational strategic opportunities.

Practical implications

Today’s strategies need to allow companies to proactively discover what is going to drive customer value, and also spontaneously react to changing market conditions.

Originality/value

Re-conceptualizing the future with advanced digital technologies -- “Digital Reinvention” -- starts with working with customers to anticipate and characterize what, how, when and where they wish to engage in the future.

Details

Strategy & Leadership, vol. 46 no. 1
Type: Research Article
ISSN: 1087-8572

Keywords

Article
Publication date: 31 January 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 with…

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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

Article
Publication date: 30 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 advantage…

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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

Article
Publication date: 19 September 2016

Saul J. Berman, Steven Davidson, Kazuaki Ikeda, Peter J. Korsten and Anthony Marshall

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…

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Abstract

Purpose

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.”

Design/methodology/approach

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

Findings

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.

Practical implications

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.

Originality/value

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.

Article
Publication date: 18 July 2016

Saul J. Berman, Peter J. Korsten and Anthony Marshall

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

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Abstract

Purpose

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

Design/methodology/approach

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.

Findings

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

Practical implications

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

Originality/value

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.

Details

Strategy & Leadership, vol. 44 no. 4
Type: Research Article
ISSN: 1087-8572

Keywords

Article
Publication date: 1 April 2003

Vivek Kapur, John Peters and Saul Berman

Profound and lasting changes are afoot in the high‐tech industry. Only those high‐tech companies that align their business models for the new horizontal and hypercompetitive…

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Abstract

Profound and lasting changes are afoot in the high‐tech industry. Only those high‐tech companies that align their business models for the new horizontal and hypercompetitive future will succeed. The seven deadly signs of the new competitive environment are: (1) growing downward pressure on price with an ever‐increasing demand for greater performance; (2) greater complexity for customers as they face the unbundling of hardware options, integration choices, and multi‐company business coordination; (3) a new distribution of value: greater value to innovative component makers and solution integrators; less value for product design and assembly; (4) branding and customer relationships will differentiate commodity products; (5) collaborative networks will emerge; (6) global supply and global customers will mean global organizations; (7) competitors will encroach horizontally. Recommendation: proceed with a five‐step approach to develop a new winning strategy: (1) pick a horizontal space; (2) redefine and Web‐enable your value propositions; (3) assemble your collaborative networks; (4) integrate your internal operations globally; and (5) realign your organization and technology. Studies demonstrate that during downturns, advantage shifts to companies that continue to invest strategically.

Details

Strategy & Leadership, vol. 31 no. 2
Type: Research Article
ISSN: 1087-8572

Keywords

Article
Publication date: 2 March 2012

Saul J. Berman

According to IBM research, companies seeking opportunities in an era of constant customer connectivity focus on two complementary activities: reshaping customer value propositions

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Abstract

Purpose

According to IBM research, companies seeking opportunities in an era of constant customer connectivity focus on two complementary activities: reshaping customer value propositions and transforming their operations using digital technologies for greater customer interaction and collaboration. This paper aims to address this issue.

Design/methodology/approach

The paper explains that businesses aiming to generate new customer value propositions or transform their operating models need to develop a new portfolio of capabilities for flexibility and responsiveness to fast‐changing customer requirements.

Findings

The paper finds that engaging with customers at every point where value is created is what differentiates a customer‐centered business from one that simply targets customers well. Customer interaction in these areas often leads to open collaboration that accelerates innovation using online communities.

Practical implications

Companies focused on fully reshaping the operating model optimize all elements of the value chain around points of customer engagement.

Originality/value

The article explains how companies with a cohesive plan for integrating the digital and physical components of operations can successfully transform their business models.

Abstract

Details

Strategy & Leadership, vol. 40 no. 4
Type: Research Article
ISSN: 1087-8572

Article
Publication date: 29 June 2012

Saul J. Berman, Lynn Kesterson‐Townes, Anthony Marshall and Rohini Srivathsa

Although cloud computing is widely recognized as a technology game changer because it offers anytime, anywhere services, its potential for driving business innovation remains

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Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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

Research limitations/implications

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.

Practical implications

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

Originality/value

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

1 – 10 of 113