CEO Study Insights; Career Resiliency In Time of Change

IBM Institute for Business Value

Career Resiliency
Thriving in Times of Change
Public Sector Webinar
November 2012

© 2012 IBM Corporation


Over the next hour
• Understand trends from CEOs perspective

• Share ‘top of mind’ ideas for future-proofing your career

• Build a personalized action plan



The Global CEO Study 2012 is the fifth biennial CEO study, building
on our insights and findings over the last 8 years

2006 2008 2010 2012
2004
Expanding the The Enterprise Capitalizing on Leading through
Your turn Innovation Horizon of the Future Complexity Connections
Revenue growth is Business model Hungry for change Embody creative Empowering
Revenue growth is Business model Hungry for change Embody creative Empowering
the #1 priority
the #1 priority innovation matters
innovation matters
Customers as
Customers as leadership
leadership employees through
employees through
Responsiveness is External opportunity to Reinvent customer values
Responsiveness is External opportunity to Reinvent customer values
key competence
key competence collaboration
collaboration differentiate
differentiate relationships
relationships
Engaging customers
Engaging customers
Improving internal Innovation must be Business model Build operating as individuals
Improving internal Innovation must be Business model Build operating as individuals
capabilities as first orchestrated from innovation, global dexterity Amplifying innovation
capabilities as first orchestrated from innovation, global dexterity Amplifying innovation
step to growth
step to growth the top
the top business designs
business designs with partnerships
with partnerships

456 interviews
456 interviews 765 interviews
1709 interviews

3 © 2012 IBM Corporation

Key Discovery

For the first time, CEOs identify technology as the most important
external force impacting their organizations

External forces that will impact the organization

2004 2006 2008 2010 2012 Budgets
71%
Technology factors
69%
People skills
68%
Market factors

Macro-economic
factors
Regulatory concerns

Globalization

Socio-economic factors

Environmental issues

Geopolitical factors

Source: Q1 “What are the most important external forces that will impact your organization over the next 3 to 5 years?”


Based on what you know today about your career goals and
aspirations, trends in the marketplace, your organization’s
strategies and plans…how confident are you that you have the
right skills, knowledge, and experience to be a significant
contributor in the marketplace in the coming 3-5 years?

1. Very confident
2. Some what confident
3. Not sure
4. Not confident
5. Not at all confident



CEOs create more economic value by cultivating new connections
within and across three domains



How will CEOs create more economic value by empowering
employees through values?


Key Discovery

To re-balance control with openness, CEOs are focused on values,
collaboration and mission

Organizational attributes to engage employees
Global Government
Ethics and values 65%
65% 64%
64%
Collaborative environment 63%
63% 67%
67%
Purpose and mission 58%
58% 70%
70%
Ability to innovate 51%
51%
Industry leadership 40%
40%
Stability of the organization 37%
37%
Work-life balance 35%
35%
Personal autonomy 31%
31%
Financial rewards 31%
31%
Work flexibility 24%
24%
Cultural diversity 21%
21%
Customizable compensation 18%
18%
Comprehensive mentoring 18%
18%
Source: Q18 “What are the most important organizational attributes to engage employees?”

Key Discovery

In this new environment, key success factors for employees include:
collaboration, communication, creativity and flexibility
Personal characteristics for employee success
Global Government
Collaborative 75%
75% Collaborative 78%
78%
Communicative 67%
67% Flexible 77%
77%
Creative 61%
61% Communicative 66%
66%
Flexible 61%
61% Analytical / quantitative 64%
64%
Opportunity seeking 54%
54% Creative 63%
63%
Analytical / quantitative 50%
50% Opportunity seeking 52%
52%
Technology-savvy 41%
41% Technology-savvy 46%
46%
Globally-oriented 41%
41% Globally-oriented 20%
20%
Assertive 25%
25% Assertive 16%
16%
Disruptive 16%
16% Disruptive 13%
13%

Source: Q17 “What are key personal characteristics that help employees to be more successful in a connected economy?”


So, how do you empower employees through openness?

1. Replace rulebooks with shared beliefs
1. Replace rulebooks with shared beliefs

2. Build future-proof employees
2. Build future-proof employees

3. Provide the means to collaborate at scale
3. Provide the means to collaborate at scale



Question: Theme # 1

What percentage of public sector organizations do you
think will be empowering employee’s through values
over rules in the next 3-5 years?

a) 75-100%
b) Between 50 – 75%
c) Less than 50%



How will CEOs create more economic value by engaging customers
as individuals?


Key Discovery

CEOs want to understand individual customers better and respond
faster
Change required to meet customer expectations (3 to 5 years)

Improve understanding of individual customer needs 72%
72%
Improve response time to market needs 72%
72%
Harmonize customer experiences across channels 55%
55%
Include customers / citizens across product / service life cycle 48%
48%
Increase transparency and corporate accountability 47%
47%
Increase social and environmental responsibility 44%
44%
Government
Improve response time to market needs 68%
68%
58%
Improve understanding of individual citizen 58%
needs
Increase transparency and corporate accountability
56%
56%
Increase social and environmental responsibility
37%
37%

Source: Q9 “To what extent will your organization change to meet customer expectations compared to your industry peers over the next 3 to 5 years?”

Key Discovery

To connect individually, CEOs plan a step-change from traditional to
social media, while continuing face-to-face engagement
Mechanisms to engage customers
80%

Government
67%
66%
62%61%
57% 59%
55%

47%
45%
41% 40%
Today 38% 39%
In 3 to 5 years
31%

22%22%
16% 15%
14%

Face-to-face* Social Websites Channel Call Advisory Traditional
media partners centers groups media Websites Social Face-to-face*
media

Source: Q8 “What are the three most important mechanisms your organization will use with customers over the next 3 to 5 years?”
*Face-to-face / sales force / institutional representatives


So, how do you win the race to gather and
convert data into customer insight and action?

1. Let “big data” reveal the customer you never knew
1. Let “big data” reveal the customer you never knew

2. Listen lavishly, respond with focus
2. Listen lavishly, respond with focus

3. Be where your customers expect you to be
3. Be where your customers expect you to be



Question: Theme # 2

think will be engaging citizens* as individuals in the next
3-5 years?
*Customers if the government is offering paid services

a) 75-100%
c) Less than 50%



How will CEOs create more economic value by innovating differently
with partners?



CIOs and CMOs have diverse motivations for external collaboration

For CIOs, increased partnering is associated
For CIOs, increased partnering is associated CMOs increase use of external partnerships
CMOs increase use of external partnerships
with aadesire to refine the mix of capabilities
with desire to refine the mix of capabilities in the areas of sales, analytics, and IT skills
in the areas of sales, analytics, and IT skills

Sales contact/lead management
7%
7% 14%
14%
Partnering extensively with other
organizations Customer and data analytics
65%
65% 12%
12% 23%
23%

Direct/relationship marketing
13%
13% 23%
23%
Significantly change mix of capabilities,
knowledge and assets IT skills
66%
66% 23%
23% 37%
37%
Today In 3 to 5 years

Source: 2011 CIO Study Q7 “To benefit from global integration will your organization do the following?”; 2011 CMO Study Q16 “What do you do within
marketing and what resources will you tap into, to manage marketing?”

Outperformance drivers

Partnering for innovation is particularly important for Public
Sector leaders

External partnering for innovation

To a very large extent
53%

68%
28%
more
Global
Government

Source: QD “To what extent does your organization collaborate and partner (externally) to innovate?” (Global n=627 to 1625) (Government n=170)


So, how can organizations partner more
effectively to meet the innovation challenge?

1. Fundamentally change how you partner
1. Fundamentally change how you partner

2. Make partnerships personal
2. Make partnerships personal

3. Break collaboration boundaries
3. Break collaboration boundaries



Question: Theme # 3

think will be amplifying innovation with partnerships in
the next 3-5 years?

a) 75-100%
c) Less than 50%



After what you have heard from the leaders synopsis on
the CEO study's three themes, how confident are you that
you can improve your skills, knowledge and experience to
be a significant contributor in the marketplace in the coming
3 to 5 years

1. Very confident
2. Some what confident
3. Not sure
4. Not confident
5. Not confident at all


CEO Study Insights; Career Resiliency In Time of Change

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