Everyone-to-everyone economy
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Exploring
the inner circle

Insights from IBM’s Global C-suite Study

IBM Institute for Business Value

Key
Themes

in how the C-suite is
preparing for the future

Open up to
customer influence
Pioneer digital-
physical innovation
Craft engaging
customer experiences

In today’s interconnected world,
customers expect more social
and digital interaction
and more
individual attention

0%
0%
More face-to-face
interaction
More social/digital
interaction
Greater focus on
customers as segments
Greater focus on customers
as individuals
Increased operational
control
Increased organization
openess

Today’s individual-centered economy will give way
to an everyone-to-everyone economy

analytics
cloud
mobile
technologies
social
security
make entirely new operating
models possible

Everyone and everything
is interconnected

Collaboration is intrinsic
to value creation
The Experience
is callibrated to each
consumer’s needs
The ecosystem
is self-learning
and predictive
Bring everyone
together
50%Underperformers
72%Outperformers

72% of CEOs in outperforming enterprises have built
organizations that collaborate closely with their customers

Pushing
the frontiers
CFOs rank second only to CEOs
in collaborative influence
New expectations
for a new era
  • Smaller
    partner base
    11%
    73%
    Bigger
    partner network
  • Face-to-face
    interaction
    20%
    68%
    Social/Digital
    Interaction
  • Focus on
    customers as
    segments
    33%
    54%
    Focus on
    customers as
    individuals
  • Operational
    control
    28%
    52%
    Organizational
    openness

Intensive customer focus will require a workforce
that is more collaborative, flexible and transparent

Moving from the back
office to the front lines
  • 84%
    82%
    76%
    72%
    Insight and
    intelligence
    Front office
    digitization
    People
    skills
    Internal
    collaboration and
    communication
  • 31%Underperformers
    59%Outperformers
  • Frontal assault
  • Digital

CIOs in outperforming enterprises are more likely
to have a cohesive digital-physical strategy

Stepping up
to the challenge
Three priorities
to success in a digital world
  • Use advanced analytics
    for a deeper understanding
    of customers

  • Design rewarding customer experiences

  • Capitalize on new technologies
    to deliver experiences efficiently

Orchestrating a
customer-activated
supply chain
The path toward a customer-activated
supply chain has three phases
  • Sharpen visibility
    and insight

    Integration and visibility
    Business intelligence

  • Partner for
    innovation

    Collaborative execution
    Innovative strategies

  • Become
    customer-activated

    Customer influence
    Customer experience

It’s critical to have a mix of movers and shakers,
optimists and risk-averse players

Armed with innovation and input
from both the CIO and the CMO,
the CEO can make more informed
decisions
about innovations that
change the customer experience –
and bridge the physical-digital divide

Team talk: CEOs say collaboration
is the most important attribute for success

Knowledge
expertise and talent
Honesty
respect and trust
Collaboration
collegiality, teamwork and alignment
Shared Purpose
vision and clear goals
Communication Skills
ability to communicate effectively,
listen and compromise

How the C-suite is approaching collaboration
inside and outside the boardroom

Purposeful
Partners

32
  • Expect to collaborate
    even more widely in the coming three-to-five years
  • Don’t just collaborate
    for collaboration’s sake,
    they have a specific goal in mind
  • See collaboration as the primary vehicle to drive innovation and create a competitive advantage

Natural
Networkers

26
  • Collaborate extensively with customers, partners and employees
  • Have C-suites that work together
    in a very collegial manner
  • Don’t expect to form
    many more partnerships
    in the next few years

Cautious
Colleagues

42
  • Favor limited collaboration with
    customers and partners, often
    dictated by the type of industry
  • Don’t expect to increase
    their network of partners
    very much in the future
  • Favor a centralized
    mode of organizational control,
    and their C-suites operate
    in a relatively siloed fashion

Customer
Savvy

Purposeful Partners and Natural
Networkers account for four-fifths
of those enterprises that really
understand their customers

  • Purposeful
    Partners
  • Natural
    Networkers
  • Cautious
    Colleagues

Customer
Savvy

Purposeful Partners and Natural
Networkers account for four-fifths
of those enterprises that really
understand their customers

  • Purposeful
    Partners
  • Natural
    Networkers
  • Cautious
    Colleagues
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