The document discusses four major trends facing businesses: increased globalization, social impact of mobility and networking, exploding data and analytics opportunities, and consumers taking more control. It also summarizes views of CEOs on external forces, differences between growth markets and mature markets, and how CEOs can create value by cultivating new connections within their organizations, through data insights, and by engaging customers individually. Finally, it discusses how CIOs are helping use technology to innovate and extract value through collaboration, analytics, and new partnership models.

2. A Mandate for
Leadership

3. Bete Demeke
General Manager, Software
IBM Growth M arkets

4. Within our transforming landscape, we see four major trends
Increased globalization Social impact
The shift from domestic Mobility and social
to global is being networking are key
propelled by economic drivers to innovate new
Crisis, unlike anything business models.
we have seen before.
Data explodes Consumers are seizing control
Big Data and analytics People increasingly
will be a key connect with each other
differentiator. Driven by to exchange information
increasing use the
mobile internet and
video.
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5. CEOs view of external forces impacting the organization
2004 2006 2008 2010 2012
1 1 1 1 1 Technology factors
2 2 2 2 2 People skills
3 3 3 3 3 Market factors
4 4 4 4 4 Macro-economic factors
5 5 5 5 5 Regulatory concerns
6 6 6 6 6 Globalization
7 7 7 7 7 Socio-economic factors
8 8 8 8 8 Environmental issues
9 9 9 9 9 Geopolitical factors
IBM Software Day 2013 #IBMSWDay2013 Source: IBM Global CEO Study 2012

6. Growth market perspective of external forces
Where CEOs in mature markets identify technology as the most important external force, in
growth markets people skills are # 1
2012
Growth Markets Mature Markets
2004 2006 2008 2010 2012
People skills Technology factors
1 1 1 1 1 Technology factors
2 2 2 2 2 People skills
Market factors People skills
3 3 3 3 3 Market factors
Macro-economic factors Market factors
4 4 4 4 4 Macro-economic factors
5 5 5 5 5 Regulatory concerns Technology factors Macro-economic factors
6 6 6 6 6 Globalization
Regulatory concerns Regulatory concerns
7 7 7 7 7 Socio-economic factors
8 8 8 8 8 Environmental issues Socio-economic factors Globalisation
9 9 9 9 9 Geopolitical factors
Globalisation Socio-economic factors
Environmental issues Environmental issues
Geopolitical factors Geopolitical factors
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7. CEOs will create more economic value by cultivating new
connections within and across three domains
Organisational openness introduces
new opportunities to create value
through employee collaboration
Differentiate through
better data access, insight
and translation into
actions
Partner for innovation, disrupt, and
derive revenue from new sources
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8. CEOs will create more economic value by empowering employees
through values
76% of CIOs of MEA rate
68% of MEA CIOs say “internal building “people skills” as top
communication and collaboration” is priority over the next five
of great importance, five points years…which is ten points
more than the global average. higher than the global average.
“We need to invest in our people to be prepared for the coming complexity; not only
in skills but in attitude, communication and capabilities.” Chemicals & Petroleum
CIO, UAE
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9. Engaging employees through values
IBM
Collaboration with one simple click and the 4000 + IBM
ability to build social communities both inside
and outside the organisation to increase collaborate
customer loyalty and speed business results.
IBM Connections is available both on premise
and in the cloud.
Through IBM Connections,
generating 35 million
67,000 communities have been developed, instant message chats.
475,000 files shared globally have generated
more than 9 million downloads...
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10. CEOs will create more economic value by engaging customers as
individuals
94% say business
62% of CIOs in MEA say improving intelligence & analytics is
customer intimacy is a key element a top priority, more than
of their business and IT strategy. ten points higher than the
global average.
“Following our latest innovations, “We need to build BI to look at
our customers saw that something external and competitive data
big & for example, using
unexpected was happening at the interconnected data to formulate
bank. They became eager to see
IBM Software Day 2013 #IBMSWDay2013 campaign strategy, churn.”

11. Engaging customers as individuals
A communications service provider in ME of mobile,
Internet services, telephony and messaging,
Increased
implemented a customer experience management Customer
solution based on IBM Netezza technology .
Satisfaction and
Results
Loyalty
 Increased responsiveness to customer needs
 Reduced customer Churn
 Better decisions based on customer experience
 Boost revenue
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12. CEOs will create more economic value by innovating differently with
partners
56% of MEA CIOs rate 81% of MEA CIOs rate
business model changes as mobility solutions as a
a critical element of their IT top priority, seven points
strategy, eight points higher higher than the global
than the global average. average.
“We have to provide information in new and innovative ways and help the business
outperform the competition. ” Telecom CIO, Pakistan
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13. Amplifying Innovation with Partnerships
Safaricom is one of Kenya’s leading
mobile network operators and has
1 3 .5
transformed the way money moves
around Kenya.
Its mobile banking service, M-PESA m illio n
helps Kenyans who don’t have bank c u s to m e r s
accounts transfer funds quickly and a n d o v e r 2 4 ,0 0 0
a g e n t o u tle ts s in c e
easily via their mobile phones. 2007
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14. Business needs and expectations drive technology use
As the world becomes more instrumented, interconnected and intelligent, the
CIO role holds even more importance
CIOs report their organizations have largely
58%
integrated business and technology to innovate
CIOs have a seat at the executive table to help infuse technology into
products, services and processes
The role of CIO is now to extract value from technology and gain insight from
complex systems.
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15. Leading in the connected era
 Provide the means to
collaborate at scale
 Let “big data” reveal the
customer you never knew
 Fundamentally change how you
partner
 Break collaboration boundaries
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16. Thank you
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