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Redefining Boundaries
Insights from the Global C-suite Study
Government Industry Perspective
©2015 IBM Corporation2
For this study we surveyed
industry leaders…
Chief Executive Officers (CEOs)
Chief Financial Office...
©2015 IBM Corporation3
The study covers more than countries
North America
Central and
South America
Western Europe
Middle ...
©2015 IBM Corporation4
interviews
6%
4%
5%
7%
3%
2%
8%
4%
3%
3%
2%
6%
18%
6%
8%
5%
3%
8%
Our respondents represent
a wide ...
©2015 IBM Corporation5
We identified a small group of leading innovators
that financially outperform: Torchbearers
Torchbe...
©2015 IBM Corporation6
What’s putting the world’s
top executives on edge?
“The ‘Uber syndrome’ – where a competitor with a...
©2015 IBM Corporation7
So what does this mean for Governments?
2. Governments must create business environments that enabl...
©2015 IBM Corporation8
Industry convergence – redefining boundaries
Prepare for the new digital competition
Create a panor...
©2015 IBM Corporation9
CxOs expect industry convergence to have the
biggest impact on their business
Total CEO CFO CHRO CI...
©2015 IBM Corporation10
Government CxOs expect rising cyber risk and the
“anywhere” workplace to have the greatest impact
...
©2015 IBM Corporation11
CEOs again selected technology as the most
important external force that will affect their enterpr...
©2015 IBM Corporation12
Government CxOs rate budgets, people skills and
geopolitical factors higher than global CxOs
Exter...
©2015 IBM Corporation13
New permutations are emerging
out of “old” industries
©2015 IBM Corporation14
“The biggest threat is new competitors
that aren’t yet classified as competitors.”
Piotr Ruszowski...
©2015 IBM Corporation15
Industry convergence – redefining boundaries
Prepare for the new digital competition
Create a pano...
©2015 IBM Corporation16
CxOs continue to see interactions with constituents
moving increasingly online…
no change
no chang...
©2015 IBM Corporation17
…and CxOs plan to create more individualized
customer experiences
no change
no change
Business lan...
©2015 IBM Corporation18
…against
of the global sample
of Government CxOs plan to
expand their partner network
©2015 IBM Corporation19
CxOs in general see a need for more decentralized
decision-making – Government CxOs are mixed
no c...
©2015 IBM Corporation20
How to prepare for the new digital competition
Decentralize and delegate
Delegate all but the most...
©2015 IBM Corporation21
Industry convergence – redefining boundaries
Prepare for the new digital competition
Create a pano...
©2015 IBM Corporation22
“The hardest thing is working
out whether what’s happening
is hype, trend or tsunami.”
Faik Açıkal...
©2015 IBM Corporation23
CxOs see cloud and mobile having the greatest
impact on their business in the future
Cloud computi...
©2015 IBM Corporation24
“There’s no one technology that matters
most. It’s connecting the dots between
them all that’s imp...
©2015 IBM Corporation25
IT security has emerged as the top risk;
Government CxOs are even more concerned
68% 83%
36% 36%
3...
©2015 IBM Corporation26
CxOs rely mainly on conventional techniques to
identify new trends – Governments are no exception
...
©2015 IBM Corporation27
Government CxOs look to external thought leaders for
insight; less than half rely on customer feed...
©2015 IBM Corporation28
Torchbearers pay greater attention to customer
feedback than CxOs in Government…
External sources ...
©2015 IBM Corporation29
… and they place far more weight on next
generation technologies than Government CxOs
Cognitive co...
©2015 IBM Corporation30
How to create a panoramic perspective
Form your own futures squad
Set up a specialist forecasting ...
©2015 IBM Corporation31
Industry convergence – redefining boundaries
Prepare for the new digital competition
Create a pano...
©2015 IBM Corporation32 ©2015 IBM Corporation32
Partnerships
Product/service
portfolio
Operating
model
Strategic
direction...
©2015 IBM Corporation33
Government CxOs believe technology will force
them to reassess most aspects of their business
Prod...
©2015 IBM Corporation34
of global CxOs are experimenting with different
business models or thinking of doing so
©2015 IBM ...
©2015 IBM Corporation35
When Government CxOs explore new business
models, “open” and “platform” are the top choices
Open
(...
©2015 IBM Corporation36
“Uber has a market cap that exceeds the
market cap of all the car rental companies
combined, and i...
©2015 IBM Corporation37
Nobody said it would be easy: CxOs face many
obstacles when deploying new business models
©2015 IB...
©2015 IBM Corporation38
Torchbearers are leveraging innovative business
models; governments are embracing “open” models
Op...
©2015 IBM Corporation39
… and whether launching a new business model or
product offering, Torchbearers prefer to be first
...
©2015 IBM Corporation40 ©2015 IBM Corporation40
How to be first, or best
Investigate unfamiliar territory
Look to unrelate...
©2015 IBM Corporation41
Industry convergence – redefining boundaries
Prepare for the new digital competition
Create a pano...
©2015 IBM Corporation42
The public sector must create business environments
that enable the private sector to thrive
Sourc...
©2015 IBM Corporation43
Key takeaways to enable economic vitality
 Understand your clients’ value chains and keep your fi...
©2015 IBM Corporation44
What’s next?
©2015 IBM Corporation45
We invite you to continue the conversation
ibm.com/csuitestudy
©2015 IBM Corporation45
Redefining
...
Redefining Boundaries Government Point of View
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Redefining Boundaries Government Point of View

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Management guru Clayton Christensen coined the term “disruptive innovation” to describe how new entrants target the bottom of a market and then relentlessly move up market, eventually ousting established providers in an industry. But what was once a relatively rare phenomenon has now become a regular occurrence across industries.
Innovations that harness new technologies or business models, or exploit old technologies in new ways, are emerging on an almost daily basis.
Our latest C-Suite study, Redefining Boundaries, looks at how organizations across industries are responding to these new forces. While most government organizations are not faced with these competitive challenges, there are both implications for governments and lessons to be learned from how market leaders are coping with these challenges.
Explore the global C-suite Study here: http://bit.ly/cSuiteStudy

Publicada em: Governo e ONGs
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Redefining Boundaries Government Point of View

  1. 1. Redefining Boundaries Insights from the Global C-suite Study Government Industry Perspective
  2. 2. ©2015 IBM Corporation2 For this study we surveyed industry leaders… Chief Executive Officers (CEOs) Chief Financial Officers (CFOs) Chief Human Resources Officers (CHROs) Chief Information Officers (CIOs) Chief Marketing Officers (CMOs) Chief Operating Officers (COOs) 818 643 601 1,805 723 657 ©2015 IBM Corporation2 were from Government organizations 347
  3. 3. ©2015 IBM Corporation3 The study covers more than countries North America Central and South America Western Europe Middle East and Africa Central and Eastern Europe Asia Pacific Japan
  4. 4. ©2015 IBM Corporation4 interviews 6% 4% 5% 7% 3% 2% 8% 4% 3% 3% 2% 6% 18% 6% 8% 5% 3% 8% Our respondents represent a wide range of public and private enterprises Energy and Utilities Media and Entertainment Telecommunications Consumer Products Life Sciences and Pharma Professional and Computer Services Retail Travel and Transportation DISTRIBUTION SECTOR COMMUNICATIONS SECTOR Banking and Financial Markets Insurance Aerospace and Defense Automotive Chemicals and Petroleum Electronics Industrial Products Education and Research Healthcare Government and NGOs INDUSTRIAL SECTOR PUBLIC SECTOR FINANCIAL SERVICES SECTOR
  5. 5. ©2015 IBM Corporation5 We identified a small group of leading innovators that financially outperform: Torchbearers Torchbearers 24% of the total population are Leading Innovators 20% of Leading Innovators are Outperformers; thus 5% of the total population are Torchbearers * Peer level Market Followers Leading Innovators 24%42%34% 2% 5% 20% * Outperformers in revenue growth and profitability Market perception of the enterprise
  6. 6. ©2015 IBM Corporation6 What’s putting the world’s top executives on edge? “The ‘Uber syndrome’ – where a competitor with a completely different business model enters your industry and flattens you.” CIO, Transportation, United States
  7. 7. ©2015 IBM Corporation7 So what does this mean for Governments? 2. Governments must create business environments that enable the private sector to compete in increasingly dynamic industries and contribute to economic vitality 1. Governments can leverage lessons from market leaders to help improve service delivery and transform business and operating models
  8. 8. ©2015 IBM Corporation8 Industry convergence – redefining boundaries Prepare for the new digital competition Create a panoramic perspective Be first, be best, or be nowhere Enabling economic vitality Agenda ©2015 IBM Corporation8
  9. 9. ©2015 IBM Corporation9 CxOs expect industry convergence to have the biggest impact on their business Total CEO CFO CHRO CIO CMO COO 70% 60% 50% 40% 30% 20% 10% 0% Industry convergence The “anywhere” workplace Rising cyber risk The redistribution of consumer purchasing power The sustainability imperative Alternative finance and financing mechanisms The sharing economy Top trends to impact business (in 3 to 5 years)
  10. 10. ©2015 IBM Corporation10 Government CxOs expect rising cyber risk and the “anywhere” workplace to have the greatest impact Industry convergence The “anywhere” workplace Rising cyber risk The redistribution of consumer purchasing power The sustainability imperative Alternative finance and financing mechanisms The sharing economy Top trends to impact business (in 3 to 5 years) 66% 49% 50% 65% 46% 67% 43% 18% 32% 39% 25% 17% 24% 26% Global Government
  11. 11. ©2015 IBM Corporation11 CEOs again selected technology as the most important external force that will affect their enterprise External forces impacting the enterprise (in 3 to 5 years) 2006 2008 2010 2012 20152004 Technology factors Market factors Regulatory concerns Macro-economic factors Socio-economic factors Globalization People skills Geopolitical factors Environmental issues 2013
  12. 12. ©2015 IBM Corporation12 Government CxOs rate budgets, people skills and geopolitical factors higher than global CxOs External forces impacting the enterprise (in 3 to 5 years) Technology factors Budgets People skills Geopolitical factors Regulatory concerns 72% 15% 48% 31% 55% 72% 68% 64% 51% 49% Global Government
  13. 13. ©2015 IBM Corporation13 New permutations are emerging out of “old” industries
  14. 14. ©2015 IBM Corporation14 “The biggest threat is new competitors that aren’t yet classified as competitors.” Piotr Ruszowski, CMO, Mondial Assistance, Poland ©2015 IBM Corporation 25 January 201614
  15. 15. ©2015 IBM Corporation15 Industry convergence – redefining boundaries Prepare for the new digital competition Create a panoramic perspective Be first, be best, or be nowhere Enabling economic vitality Agenda ©2015 IBM Corporation15
  16. 16. ©2015 IBM Corporation16 CxOs continue to see interactions with constituents moving increasingly online… no change no change Business landscape change (in 3 to 5 years) More face-to-face interaction More digital/virtual interaction Global Government
  17. 17. ©2015 IBM Corporation17 …and CxOs plan to create more individualized customer experiences no change no change Business landscape change (in 3 to 5 years) More focus on customers as segments More focus on customers as individuals Global Government
  18. 18. ©2015 IBM Corporation18 …against of the global sample of Government CxOs plan to expand their partner network
  19. 19. ©2015 IBM Corporation19 CxOs in general see a need for more decentralized decision-making – Government CxOs are mixed no change More centralized decision-making More decentralized decision-making Business landscape change (in 3 to 5 years) Global Government
  20. 20. ©2015 IBM Corporation20 How to prepare for the new digital competition Decentralize and delegate Delegate all but the most important decisions to the people closest to your customers Share to shine Ratchet up plans to form new partnerships and share key resources with partners Seize the middle space Look to become the linchpin in networks where other companies reach their customers ©2015 IBM Corporation20
  21. 21. ©2015 IBM Corporation21 Industry convergence – redefining boundaries Prepare for the new digital competition Create a panoramic perspective Be first, be best, or be nowhere Enabling economic vitality Agenda ©2015 IBM Corporation21
  22. 22. ©2015 IBM Corporation22 “The hardest thing is working out whether what’s happening is hype, trend or tsunami.” Faik Açıkalın, CEO, Yapı Kredi Bankası, Turkey ©2015 IBM Corporation22
  23. 23. ©2015 IBM Corporation23 CxOs see cloud and mobile having the greatest impact on their business in the future Cloud computing and services Mobile solutions Internet of Things (IoT) Cognitive computing Advanced manufacturing technologies New energy sources and solutions Bioengineering Man-machine hybrids Technologies revolutionizing business (in 3 to 5 years) 63% 79% 61% 72% 57% 54% 37% 38% 28% 13% 23% 17% 12% 6% 10% 5% Global Government
  24. 24. ©2015 IBM Corporation24 “There’s no one technology that matters most. It’s connecting the dots between them all that’s important.” Mike Mancuso, Executive Vice President & CEO, Philips Healthcare, United States ©2015 IBM Corporation24
  25. 25. ©2015 IBM Corporation25 IT security has emerged as the top risk; Government CxOs are even more concerned 68% 83% 36% 36% 35% 30% 35% 26% 30% 35% 27% 29% 25% 11% 24% 26% Global Government IT security risks Reputational damage Financial risks Regulatory compliance violations Loss of intellectual property Extended periods of downtime Data tampering Workforce disruption Future risks (based on next “wave” of technology)
  26. 26. ©2015 IBM Corporation26 CxOs rely mainly on conventional techniques to identify new trends – Governments are no exception Brainstorming Predictive analytics Simulations Prescriptive analytics Crowd-sourcing Cognitive computing Internal tools and techniques to identify and explore new trends and technologies Global Government
  27. 27. ©2015 IBM Corporation27 Government CxOs look to external thought leaders for insight; less than half rely on customer feedback External thought leaders Customer feedback Market research firms and analysts Competitors Companies in adjacent industries Blogs and social media sites Traditional media 55% 69% 51% 45% 50% 42% 47% 26% 39% 32% 29% 30% 21% 41% Global Government External sources to identify and explore new trends and technologies
  28. 28. ©2015 IBM Corporation28 Torchbearers pay greater attention to customer feedback than CxOs in Government… External sources to identify and explore new trends and technologies Customer feedback GovernmentGlobal Torchbearers
  29. 29. ©2015 IBM Corporation29 … and they place far more weight on next generation technologies than Government CxOs Cognitive computing Advanced manufacturing technologies New energy sources and solutions GovernmentGlobal Torchbearers Technologies revolutionizing business (in 3 to 5 years)
  30. 30. ©2015 IBM Corporation30 How to create a panoramic perspective Form your own futures squad Set up a specialist forecasting team, equipped with the right technologies and skills Cultivate your cognitive capabilities Look to cognitive and predictive analytics capabilities to improve confidence levels in forecasts Take an ecocentric view of the world Leverage the collective abilities of your ecosystem to better read – and prepare for – the future ©2015 IBM Corporation30
  31. 31. ©2015 IBM Corporation31 Industry convergence – redefining boundaries Prepare for the new digital competition Create a panoramic perspective Be first, be best, or be nowhere Enabling economic vitality Agenda ©2015 IBM Corporation31
  32. 32. ©2015 IBM Corporation32 ©2015 IBM Corporation32 Partnerships Product/service portfolio Operating model Strategic direction Customer segments Delivery channels Revenue model “Disruptive technologies could change the fundamentals of our business.” Kazuo Hirai, CEO, Sony Corporation, Japan
  33. 33. ©2015 IBM Corporation33 Government CxOs believe technology will force them to reassess most aspects of their business Product/service portfolio Operating model Partnerships Delivery channels Revenue model Customer types or segments Parts of the business most impacted by technology Global Government
  34. 34. ©2015 IBM Corporation34 of global CxOs are experimenting with different business models or thinking of doing so ©2015 IBM Corporation34
  35. 35. ©2015 IBM Corporation35 When Government CxOs explore new business models, “open” and “platform” are the top choices Open (ecosystem) Platform Integrator Freemium Razor and blade Long tail Business model types (experimenting with or considering) Global Government
  36. 36. ©2015 IBM Corporation36 “Uber has a market cap that exceeds the market cap of all the car rental companies combined, and it’s only an app.” CMO, Transportation, United States ©2015 IBM Corporation36
  37. 37. ©2015 IBM Corporation37 Nobody said it would be easy: CxOs face many obstacles when deploying new business models ©2015 IBM Corporation37
  38. 38. ©2015 IBM Corporation38 Torchbearers are leveraging innovative business models; governments are embracing “open” models Open (ecosystem) Platform Business model types (currently using) GovernmentGlobal Torchbearers
  39. 39. ©2015 IBM Corporation39 … and whether launching a new business model or product offering, Torchbearers prefer to be first Preference to reach the market first GovernmentGlobal Torchbearers
  40. 40. ©2015 IBM Corporation40 ©2015 IBM Corporation40 How to be first, or best Investigate unfamiliar territory Look to unrelated industries and organizations for completely new and different ideas Go offline to test for the best Set up an innovation center outside the current organization structure Create – and capture – the moment Once you’ve decided to launch a new business model, product or service, move fast
  41. 41. ©2015 IBM Corporation41 Industry convergence – redefining boundaries Prepare for the new digital competition Create a panoramic perspective Be first, be best, or be nowhere Enabling economic vitality Agenda ©2015 IBM Corporation41
  42. 42. ©2015 IBM Corporation42 The public sector must create business environments that enable the private sector to thrive Source: Improving economic competitiveness and vitality: A smarter approach to economic development. IBM Institute for Business Value. October 2013.
  43. 43. ©2015 IBM Corporation43 Key takeaways to enable economic vitality  Understand your clients’ value chains and keep your finger on the pulse  Collaborate with private sector leaders to better understand their needs  Ensure your education ecosystem is coordinated and agile  Embrace open data initiatives to encourage and enable innovation
  44. 44. ©2015 IBM Corporation44 What’s next?
  45. 45. ©2015 IBM Corporation45 We invite you to continue the conversation ibm.com/csuitestudy ©2015 IBM Corporation45 Redefining Boundaries Insights from IBM’s Global C-suite Study

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