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Article
Publication date: 19 September 2016

Saul J. Berman, Steven Davidson, Kazuaki Ikeda, Peter J. Korsten and Anthony Marshall

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…

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Abstract

Purpose

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.”

Design/methodology/approach

The report also focuses specifically on what a subset of the 818 – CEOs of the most successful enterprises surveyed – do differently.

Findings

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.

Practical implications

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.

Originality/value

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.

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Article
Publication date: 18 July 2016

Saul J. Berman, Peter J. Korsten and Anthony Marshall

Digital reinvention helps organizations create unique, compelling experiences for their customers, partners, employees and other stakeholders.

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Abstract

Purpose

Digital reinvention helps organizations create unique, compelling experiences for their customers, partners, employees and other stakeholders.

Design/methodology/approach

Digital reinvention combines the capabilities of multiple technologies, including cloud, cognitive, mobile and the Internet of Things (IoT) to rethink customer and partner relationships from a perspective of fundamental customer need, use or aspiration.

Findings

The most successful digitally reinvented businesses establish a platform of engagement for their customers, with the business acting as enabler, conduit and partner

Practical implications

For successful digital reinvention, organizations need to pursue a new strategic focus, build new expertise and establish new ways of working.

Originality/value

The article offers a blueprint for digital reinvention that involves rethinking customer and partner relationships from a perspective of fundamental customer need, use or aspiration.

Details

Strategy & Leadership, vol. 44 no. 4
Type: Research Article
ISSN: 1087-8572

Keywords

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Article
Publication date: 26 April 2013

Peter J. Korsten, Eric Lesser and James W. Cortada

This is a report on an IBM Institute for Business Value study, based on responses from more than 1,100 individuals and interviews with more than two dozen executives from leading

2217

Abstract

Purpose

This is a report on an IBM Institute for Business Value study, based on responses from more than 1,100 individuals and interviews with more than two dozen executives from leading organizations, that aims to suggest ways organizations can use social approaches to create meaningful business value.

Design/methodology/approach

IBM conducted interviews of key executives of companies learning to embed their external social tools into core business processes and capabilities.

Findings

The paper reveals that leading firms are using social approaches not only to communicate better with their customers, but also to share knowledge with their suppliers, business partners and, perhaps most important, their employees.

Practical implications

Social business tools facilitate engagement in extensive discussions with employees, customers, business partners and other stakeholders and allow sharing of resources, skills and knowledge to drive business outcomes. Executives are concerned because social business represents a different way of thinking about employees, customers and how work is accomplished, as well as the potential risks of increased organizational openness and transparency.

Originality/value

Leading firms are rapidly progressing to a substantive transformation in how they work, an approached called social business. Social business can create valued customer experiences, increase workforce productivity and effectiveness and accelerate innovation.

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Article
Publication date: 20 July 2015

Fred Balboni, Saul J. Berman and Peter J. Korsten

This article explains how, by combining the power of analytics with the ubiquity of mobile, organizations have the opportunity to provide employees with “mobility” solutions that…

552

Abstract

Purpose

This article explains how, by combining the power of analytics with the ubiquity of mobile, organizations have the opportunity to provide employees with “mobility” solutions that will enable them to work more effectively than ever before, a new Individual Enterprise model.

Design/methodology/approach

The article shows how organizations that design their business and information systems with this Individual Enterprise model in mind can evolve their business models, or even create totally new ones, and thus realize the full transformational benefits of mobility.

Findings

Together mobile and analytics will redefine how companies deliver value to customers.

Practical implications

Dynamically configurable platforms and apps will allocate organizational expertise precisely where and when needed, enabling employees to make faster, better-informed decisions.

Social implications

By creating an Individual Enterprise, organizations will be able to discover, define and refine new and emerging customer wants and needs, and create truly unique, exciting customer experiences.

Originality/value

By transforming in an Individual Enterprise a company evolves from managing employees to optimizing ecosystems; from assigning “a person for the process” to creating “a process for a person.”

Details

Strategy & Leadership, vol. 43 no. 4
Type: Research Article
ISSN: 1087-8572

Keywords

Available. Content available
Article
Publication date: 14 January 2014

656

Abstract

Details

Strategy & Leadership, vol. 42 no. 1
Type: Research Article
ISSN: 1087-8572

Available. Content available
Article
Publication date: 19 September 2016

Robert M. Randall

364

Abstract

Details

Strategy & Leadership, vol. 44 no. 5
Type: Research Article
ISSN: 1087-8572

Available. Content available
Article
Publication date: 18 July 2016

Robert M. Randall

529

Abstract

Details

Strategy & Leadership, vol. 44 no. 4
Type: Research Article
ISSN: 1087-8572

Available. Content available
Article
Publication date: 26 April 2013

Robert M. Randall

183

Abstract

Details

Strategy & Leadership, vol. 41 no. 3
Type: Research Article
ISSN: 1087-8572

Available. Content available
Article
Publication date: 18 July 2016

Catherine Gorrell

494

Abstract

Details

Strategy & Leadership, vol. 44 no. 4
Type: Research Article
ISSN: 1087-8572

Available. Content available
Article
Publication date: 20 July 2015

Robert M. Randall

148

Abstract

Details

Strategy & Leadership, vol. 43 no. 4
Type: Research Article
ISSN: 1087-8572

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