Leading in the connected era. Issue 1 (14th January 2014)

• Record Type: Journal Article
• Authors: Berman, Saul; Korsten, Peter
• Editors: Randall and Brian Leavy, Robert
• Is Part Of: Strategy and leadership. Volume 42:Issue 1(2014)
• Page Start: 37
• Page End: 46
• Publication Date: 2014-01-14
• Subjects: Continuous innovation -- Partnerships -- CEO change management -- Corporate openness -- Customer customization -- Digital networks; Industrial management -- Periodicals; Strategic planning -- Periodicals; 658.4012
• DOI: 10.1108/SL-10-2013-0078
• Languages: English
• ISSNs: 1087-8572

Abstract

Abstract : Purpose: – Leaders are recognizing that the current connected era is fundamentally changing how customers, employees and partners engage, according to an IBM survey of CEOs and senior public sector leaders from around the globe. Design/methodology/approach: – Between September 2011 and January 2012, IBM leaders met face to face with leaders worldwide to better understand their future plans and challenges in an increasingly connected economy. The CEOs surveyed lead organizations of different sizes in 64 countries and 18 industries The analysis also sought to understand differences between responses of CEOs in financially outperforming organizations and those in underperforming organizations. Findings: – Key survey findings include: CEOs are creating more open and collaborative cultures – encouraging employees to connect, learn from each other and thrive in a world of rapid change; the emphasis on openness and collaboration is even higher among outperforming organizations; to engage customers as individuals, CEOs are investing in customer insights more than any other functional area; and extensive partnering is providing the edge CEOs need to take on radical innovation. Practical implications: – Three suggested initiatives to promote superior performance are: embrace connectivity and openness; engage customers as individuals; and amplify innovation with partnerships. Originality/value: – Explains that to create greater value, CEOs must take advantage of newly enabled connections with and among employees, customers and partners. Shows that to lead in this unfamiliar territory amid constant change, CEOs will need to learn from their own networks. They will need to assemble those networks like portfolios – with generational, geographic, institutional diversity. Then, they will need to help their organizations do the same.