Redefining Boundaries - Digiworld 2015
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This document summarizes the findings of a study by IBM that surveyed over 5,000 C-level executives from over 30 countries. The key findings were: 1) Executives feel increased competition, both from within their industry and outside from other industries, especially due to new digital business models like Uber. 2) Technology changes, especially cognitive computing, were seen as the main driver of changes to business over the next 3-5 years. 3) The study identified "Torchbearers", innovative companies that were early adopters of new technologies and business models and outperformed financially as a result. 4) Torchbearers embraced strategies like decentralized decision making, a focus on new markets,
Redefining Boundaries - Digiworld 2015
- 1. Rob van den Dam / Global Telecommunications Industry Leader IBM Institute for Business Value
- 2. For this study we surveyed business 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
- 3. ©2015 IBM Corporation3 …from more than countries North America Central and South America Western Europe Middle East and Africa Central and Eastern Europe Asia Pacific Japan
- 4. ©2015 IBM Corporation 10 December 20154 What’s putting the world’s top executives on edge?
- 5. ©2015 IBM Corporation5 CxOs are terrified of outsiders making a land grab More competition expected from other industries More competition expected from within the same industry “We used to look at the Four Seasons as a competitor. Now we look at disruptors like Airbnb.” CMO, Travel, United Arab Emirates Business landscape change (in 3 to 5 years) 54%29%
- 6. ©2015 IBM Corporation6 In Telecom and China, competition from outside has already been a threat for many years 76% 69% More competition expected from other industries Telecom industry China ….. any many more
- 7. ©2015 IBM Corporation 10 December 20157 “The ‘Uber syndrome’ – where a competitor with a completely different business model enters your industry and flattens you.” Judy Lemke, CIO, Schneider, United States
- 8. ©2015 IBM Corporation8 Prepare for the digital invaders Create a panoramic perspective Be first, be best, or be nowhere ©2015 IBM Corporation8
- 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) 80% TelecomChina
- 10. ©2015 IBM Corporation10 External forces impacting the enterprise (in 3 to 5 years) For the first time, the entire C-suite selected technology as the main game changer Technology factors Market factors Regulatory concerns Macro- economic factors People skills Socio- economic factors Globalization Geopolitical factors Environmental issues 72% 71% 55% 51% 48% 34% 31% 31% 27%
- 11. ©2015 IBM Corporation11 Technology is by far the main game changer in Telecommunications
- 12. ©2015 IBM Corporation12 In coming years, CSPs expect increased impact from cognitive, SDN/NFV, eSIMs, IoT and energy savings Which of the following TECHNOLOGIES will be most important for the industry? SPECTRUM EFFICIENCY BIG DATA MOBILE PAYMENTS CLOUD COMPUTING ENERGY SAVINGS INTERNET OF THINGS SDN/NFV eSIM/ VIRTUAL SIM COGNITIVE COMPUTING SECURITY SOLUTIONS 80% 72% 71% 69% 66% 51% 50% 44% 24% 19% COGNITIVE eSIM/ Virtual SIM VIRTUALIZATION ENERGY SAVING INTERNET OF THINGS 2020 67% 67% 68% 52% 65% 64% 76% 73% 82% 90% NOW
- 13. ©2015 IBM Corporation13 We have identified a small group of leading innovators that financially outperform: Torchbearers Torchbearers 100% 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 growth and profitability
- 14. ©2015 IBM Corporation14 Torchbearers are better placed to take on the disrupters 47% 38% More decentralized decision-making Greater focus on new markets Cognitive computing Market FollowersTorchbearers 69% 57% 62% 45% more 38% more 21% more 24%
- 15. ©2015 IBM Corporation 10 December 201515 “We need to change the way we make decisions. If we empower our employees more and more, we’ll be able to accelerate the speed at which we do business.” Shogo Ikeuchi, CHRO, Recruit Holdings, Japan
- 16. ©2015 IBM Corporation16 Torchbearers are far more concerned with preparing to change how they go to market 70% 56% Revenue model 64% 51% Customer segments Parts of the business most impacted by the next wave more 25% more 25% Market FollowersTorchbearers
- 17. ©2015 IBM Corporation 10 December 201517 “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 Corporation17
- 18. ©2015 IBM Corporation18 Torchbearers are more likely to have deployed a more future-oriented business model 38% 29% Open (ecosystem) 27% 20% Platform Business model types (currently using) more 31% more 35% Market FollowersTorchbearers
- 19. ©2015 IBM Corporation19 Whether launching a new business model or a new product offering, Torchbearers prefer to be first 80% 41% 80% 41% Preference to reach the market first more 95% Market FollowersTorchbearers
- 20. ©2015 IBM Corporation 10 December 201520 Speed ©2015 IBM Corporation20 Scale Scope
- 21. ©2015 IBM Corporation21 What’s next? ibm.com/csuitestudy