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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;

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;

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.

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

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.

To better understand the challenges and opportunities facing China, the IBM Institute for Business Value in cooperation with Oxford Economics surveyed 1,150 executives from across China. Survey respondents represented a variety of industries and included executives from Chinese corporations, start-up enterprises, the government sector and educational institutions.

This report shares the executives’ vision for the Chinese economy, and proposes actions to help spark growth and positive change.

The Chinese executives surveyed see the current economic environment in China as encompassing five main challenges – immature services sector, declining domestic consumption growth, lending decisions creating over investment in some sectors, declining export growth and environmental issues impacting economic development.

The article identifies the six most important ways to accelerate China’s growth according to the executives:

Despite challenges, Chinese executives are optimistic about the country’s economic growth prospects. In fact, 93 percent of executives believe China will maintain stable to high growth of more than 5 percent over the next five years. And almost a quarter of them believe China will be able to return to its recent very high growth rates in excess of 8 percent.

The article explains how industry leaders engage in ecosystems effectively to access new markets and new geographies, and through intensive collaboration within new partnering arrangements, ecosystems have become an essential resource for building their new capabilities.

Executives of the most successful organizations surveyed embrace their existing ecosystems and expect to pursue new and different partnering arrangements. Outperforming organizations credit their ecosystems with generating value and innovation. The article looks at what they did differently than under-performers.

Ecosystems can drive a broad range of strategic opportunities including new engagement and monetization models.

Ecosystems help organizations access critical capabilities that would have otherwise been unavailable or very difficult to obtain. 10; 10; 10;

3BLeaders of outperforming organizations recognize the significant opportunity to improve skills by learning alongside ecosystem partners.

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.

Companies are now struggling to cope with the most severe recession in more than half a century. This paper aims to study how leading companies have successfully reacted to the crisis.

The researchers identified early winners in the current recession, beginning with large US‐listed companies whose stock appreciated by at least 5 percent in 2008, at a time when the S&P declined by 37 percent. They looked at best practices of 61 companies.

Winners have learned to ask, “Which strategies will allow the company to both survive in this economic transformation and, potentially, to thrive in it?”

Overall, the early winners the following: focus on value via sustainable strategies that emphasize long‐term value; exploit opportunities presented during downturns, including growing through low‐cost acquisitions and stock buy‐backs; and act quickly, with the agility to respond ahead of, or at least to keep pace with, rapid changes in the new economic environment.

As winning firms have learned, there are the three targets for leaders in the new economic environment. The article offers a how‐to guide to achieving them: leadership target no. 1: focus on value; leadership target no. 2: exploit opportunities; and leadership target no. 3: make speed a competitive advantage.