Jean-Stéphane Payraudeau, Anthony Marshall, Jacob Dencik and Stephen Ballou
The Virtual Enterprise model expands potential for extreme digitalization, extended value chains and intelligent workflows, along with new partnership and ecosystem approaches.
Abstract
Purpose
The Virtual Enterprise model expands potential for extreme digitalization, extended value chains and intelligent workflows, along with new partnership and ecosystem approaches.
Design/methodology/approach
Analysis of a new survey of more than 7000 C-suite executives conducted by the IBM Institute for Business Value (IBV) provides new and striking insights into what operational, organizational and cultural environments are most conducive to effective and enduring digital transformation.
Findings
The Virtual Enterprise re-imagines how and where work is done, re-evaluating the necessity for physical assets, infrastructure and talent.
Practical/implications
The single most important characteristic of the Virtual Enterprise is “openness”, which brings value at three levels: inside the enterprise, with partners outside the enterprise and with the wider ecosystem.
Originality/value
The research found that the high technology adopters who focus on “openness” and “ecosystems” enjoy a 40 percent revenue growth performance premium over their advanced competitors.
Jean-Stéphane Payraudeau, Anthony Marshall, Dencik Jacob and Rachna Handa
Executives surveyed by the IBM Institute for Business Value indicated that they are dramatically accelerating their company’s digital transformation during the pandemic. And fully…
Abstract
Purpose
Executives surveyed by the IBM Institute for Business Value indicated that they are dramatically accelerating their company’s digital transformation during the pandemic. And fully two-thirds said that the pandemic has allowed them to advance specific transformation initiatives that previously had encountered resistance.
Design/methodology/approach
To better guide others seeking to make the transformation, the researchers looked at which technologies make a difference between high performing and struggling businesses in this period of extraordinary change and challenges.
Findings
The “technology mix” recipe for success is changing. Increasingly, cloud and AI are becoming performance differentiators. Not only does technology adoption vary greatly across industries, but the relationship between technology adoption and financial performance varied significantly among industries.
Practical implications
Cloud has become a more important contributor to revenue performance during the pandemic in 11 of the industries analyzed
Originality/value
Tech-savvy organizations outperformed their peers in revenue growth across the 12 industries where technology acted as a performance differentiator.
Haynes Cooney, Anthony Marshall and David Zaharchuk
Over the past year, the IBM Institute for Business Value (IBV) surveyed and interviewed tens of thousands of executives, employees and consumers around the world to learn what…
Abstract
Purpose
Over the past year, the IBM Institute for Business Value (IBV) surveyed and interviewed tens of thousands of executives, employees and consumers around the world to learn what high-performing organizations are doing differently, and where executives are making the biggest bets.
Design/methodology/approach
After thousands of interviews over several years the researchers identified five trends that executives can explore to help prepare for a future characterized by disruption and change.
Findings
Executives are learning how to redefine how humans and technology work together.
Practical/implications
Businesses need to reinvent their operations holistically to realize the full benefits of digital transformation.
Originality/value
A comprehensive record of strategic tech and talent trends the leaders can use to prepare for 2022 and beyond.
Jacob Dencik and Anthony Marshall
IBM IBV research shows that interactions between several new digital technologies and between these technologies and other organizational capabilities enable and drive the…
Abstract
Purpose
IBM IBV research shows that interactions between several new digital technologies and between these technologies and other organizational capabilities enable and drive the business value needed for successful transformation.
Design/Methodology/Approach
Organizations should first identify the high value workflows and focus on what it takes to transform them.
Findings
IBM IBV analysis found that if an organization excels at implementing four key elements of transformation together with an integrated set of digital technologies, the revenue impact of a dollar invested is as much as 13 times greater than the revenue impact of a single technology such as cloud alone.
Practical/implications
Workflows provide an end-to-end perspective of what scaled transformation will look like while enabling identification of appropriate areas of immediate transformation.
Originality/Value
This paper especially valuable to practitioners and academics because it is sourced from multiple recent large-scale C-suite executive surveys conducted by the IBM Institute for Business Value, working in collaboration with Oxford Economics.
Cindy Anderson, Christian Bieck and Anthony Marshall
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
This research paper looks at the elements underpinning employee satisfaction and loyalty, as well as how these are related to performance. The questionnaire results revealed that the IT consultant employees were overall satisfied or very satisfied, and in turn were loyal to their current company. This satisfaction drove good job general job performance, but didn’t have the same impact on task performance. Managers are advised to acknowledge and strive to meet the needs of their employees at a human level by deploying empathy and by viewing each individual as being unique, as opposed to just a job role holder.
Originality/value
The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.