hasuploaded_IBM全球CEO调查(1)

1TheGlobalCEOStudy(2006)MajorityofGlobalCEOsPlanFundamentalChangeandExpectNewFormsofInnovationtoDriveGrowth,AccordingtoIBMStudyCEOsDeclareCollaborationandPartnershipsamongTopSourcesforNew,InnovativeIdeas.IBMPressRoomNEWYORK,NY-01Mar2006:InastudyunveiledtodaybyIBMBusinessConsultingServices,65%oftheworld'stopcorporateCEOsdeclaredthatduetopressuresfromcompetitiveandmarketforces,theyplantoradicallychangetheircompaniesinthenexttwoyears.TheIBMGlobalCEOStudy2006isbasedonin-personinterviewswithmorethan750oftheworld'stopCEOsandbusinessleaders,andisthemostcomprehensiveCEO-levelstudyofitskind.Thisyear'sstudyfollowsTheIBMGlobalCEOStudy2004,whichrevealedthatCEOshadmovedtheiragendafromcost-cuttingtodrivingprofitablegrowth.Astheycontemplatethisradicalchange,only20%ofCEOsrecognizethattheyhavebeenhighlysuccessfulinsuchendeavorsinthepast.Indrivingthischange,thestudyfoundthatCEOsarelookingbeyondgrowththroughnewproductsandservices.Theyareincreasinglyfocusedoninnovationintheirbusinessmodelsandoperationsaskeymechanismsfordrivingchange.Indeed,CEOsstatedthatapproximatelytwo-thirdsoftheireffortsarenowtargetedatbusinessmodelandoperationalinnovation.Furthermore,fully61%ofCEOswhohaveaprimaryfocusonbusinessmodelinnovationfearthatchangesinthebusinessmodelofacompetitorcouldlikelyresultinaradicalchangetotheentirelandscapeoftheirindustry.It'sveryclearthatCEOstodayarelookingatnewkindsofinnovationtodrivesubstantialorganizationalchangeandbusinessgrowth,saidGinniRometty,SeniorVicePresident,IBMEnterpriseBusinessServices.It'snotjustproductinnovationanymore.It'saboutunderstandinghowtoinnovateabusinessmodel,oranoperationalprocess,ormanagementbehavior--suchasreal-timeriskmanagement,collaborativepharmaceuticaldevelopment,ordigitalfilmdistribution.Inmakingthispoint,oneCEOcommentedthatThebusinessmodelwechoosewilldeterminethesuccessorfailureofourstrategy,whileanotherstatedthatProductsandservicescanbecopied,thebusinessmodelisthedifferentiator.2Intermsofhowtodriveinnovation,thestudyfoundthat76%ofCEOsrankedbusinesspartnerandcustomercollaborationastopsourcesfornewideas.ThisgreatlycontrastswithinternalR&D,whichrankedeighthasasourcefornewideas--citedbyonly14%ofCEOs.Despitethevaluetheyplaceoncollaboration,manyCEOsarestillintheplanningstage.While76%ofCEOssaythatcollaborationiscritical,51%saytheirorganizationscurrentlycollaborateextensively.Interestingly,thisisexaggeratedinemergingmarkets,where73%arecollaborating,comparedto47%inmaturemarkets.Thestudyalsosuggestsalinkbetweencollaborationandfinancialperformance.Companieswithhigherrevenuegrowthreportusingexternalsourcessignificantlymorethanslowergrowersdo.Outperformersusedexternalsources30%morethanunderperformers.Additionally,CEOsstatedthatthetopbenefitsfromcollaborationwithpartnersare:reducedcosts,higherqualityandcustomersatisfaction,accesstoskillsandproducts,increasedrevenue,andaccesstonewmarketsandcustomers.Oncollaboration,oneCEOsaidWehaveatourdisposaltodayalotmorecapabilityandinnovationinthemarketplaceofcompetitivedynamicsuppliersthanifweweretotrytocreateonourown.Anothercommentedthat,Weneedthirdpartiesasbenchmarksandsparringpartners.Thisalsohelpsourstafftobroadentheirview.WhileanotherstatedsimplyIfyouthinkyouhavealloftheanswersinternally,youarewrong.Intermsofdrivinginnovation,CEOsstatedthatinternalinhibitorsweremoresignificantthanexternalhurdles.However,only35%ofCEOswerewillingtotakeontheseinhibitorsbymakinginnovationaCEOresponsibility.Thestudyrevealsstarkcontrastsinvaryinggeographiesintermsoftheresponsibilityforinnovation.Forexample,inJapan,China,KoreaandEasternEurope,47%ofCEOstakestrongownershipoftheinnovationagenda,versus20%inIndiaandtheUnitedStates,whereinnovationmanagementiswidelydistributedwithintheorganizationandexternallyviabusinesspartnersandothers.Inmostmaturemarkets,theCOOplaysaparticularlystrongroleinmanaginginnovation.TheIBMGlobalCEOStudy2006,thelargestsurveyeverundertakenbasedonin-personCEOinterviews,polledmorethan750topCEOsworldwide.TheCEOsinterviewedrepresentallmajorcountriesandindustries.ThesurveyisintendedtoprovideacomprehensiveviewoftheCEOplanningagendaforthenext2-3years.3Photo:CEO's(L-R)DickKelly,XcelEnergy,KenDenman,iPass,BrianGallagher,UnitedWayofAmerica,RonWilliams,AetnaInc.andJayBertelliofMercuryComputerdiscussthefindingsofIBM'snewsurveyof750oftheworld'stopCEO's,March1,2006inNewYork.Accordingtothestudy,65percentofCEO'splantoradicallychangetheircompaniesinthenexttwoyears.(Date:March1st,2006)IBM全球CEO調查創新是企業決勝關鍵95/04/11【中央社記者韋樞台北十一日電】台灣IBM公司今天發表「2006全球CEO調查」(TheGlobalCEOStudy2006)結果，經與全球765位CEO訪談後，獲得三項「創新」的最新觀點，「業務模式創新是新的決勝關鍵」、「協同創新不可或缺」及「創新有賴企業高層縝密規劃、全心投入」。IBM的「全球CEO調查」的訪談對象擴及20個產業的765位企業CEO，其中包括台灣的11位企業CEO與政府官員。調查發現「產品、服務與市場創新」仍是企業創新的根本，且有八成的CEO認為業務與科技的整合十分重要，但是只有45%的受訪者認為所屬組織落實這項目標。近三成(28%)的CEO表示將專注於「業務模式創新」；其中，「改變組織結構(66%)」及「建立重要策略夥伴關係(53%)」是最常見的業務模式創新途徑。4台灣IBM公司企業顧問暨資訊整合服務事業部副總經理劉鏡清表示，業務模式創新將有助於降低成本及增加企業彈性，且藉由分析200位受訪者所屬組織的財報發現，重視業務模式創新的企業比專注於其他創新型態的企業，營收利潤更高，證明了「業務模式創新」將是企業新的決勝關鍵。根據受訪者所屬企業的財報，透露了更多「創新」與「組織績效」的關連性。結果顯示，績效優的企業，四成的創新觀點來自於公司以外，而獲利少的企業創新觀點僅三成來自公司以外。顯示了「創新」的重要性；近八成(76%)的受訪