How business is adapting to COVID-19: Executive insights reveal post-pandemic opportunities

Q4 Business, Management and Accounting Strategy and Leadership Pub Date : 2020-12-14 DOI:10.1108/sl-11-2020-0140
Cindy Anderson, C. Bieck, Anthony Marshall
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引用次数: 12

Abstract

Purpose IBM Institute for Business Value research suggests five key discoveries for the post-pandemic business landscape offering new perspectives on digital transformation, the future of work, transparency and sustainability. Design/methodology/approach The data referenced in this report were collected from a number of surveys: The IBM Institute for Business Value, in collaboration with Oxford Economics, surveyed 3,450 executives in 20 industries and 22 countries from April to June 2020. The IBM Institute for Business Value, again in collaboration with Oxford Economics, conducted in July and August 2020 an Executive Pulse survey of 400 CEOs, CIO/CTOs, COOs and Chief Transformation Officers in the US across 20 industries. The IBM Institute for Business Value has fielded a survey instrument with Survey Monkey since April 2020 with more than 50,000 adult respondents across eight countries. Findings Analysis confirms that the business competencies that account for the largest part of an organization’s expected growth are those centered on employees and customers. Practical implications The survey data also point to greater reliance on platform business models and partner networks. Originality/value The research highlights a gaping chasm between what executives think they are offering their employees and how those employees feel.
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企业如何适应新冠肺炎:高管见解揭示疫情后的机遇
目的IBM商业价值研究所为疫情后的商业格局提出了五项关键发现,为数字化转型、工作的未来、透明度和可持续性提供了新的视角。设计/方法论/方法本报告中引用的数据来自多项调查:IBM商业价值研究所与牛津经济研究院合作,于2020年4月至6月对20个行业和22个国家的3450名高管进行了调查。IBM商业价值研究所再次与牛津经济学院合作,于2020年7月和8月对美国20个行业的400名首席执行官、首席信息官/首席技术官、首席运营官和首席转型官进行了Executive Pulse调查。自2020年4月以来,IBM商业价值研究所与survey Monkey合作推出了一项调查工具,共有8个国家的50000多名成年受访者参与。FindingsAnalysis证实,在组织预期增长中占最大份额的业务能力是以员工和客户为中心的业务能力。实际含义调查数据还表明,人们更加依赖平台商业模式和合作伙伴网络。独创性/价值这项研究突显了高管们认为他们为员工提供的服务与员工的感受之间的巨大差距。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
Strategy and Leadership
Strategy and Leadership Business, Management and Accounting-Strategy and Management
CiteScore
1.20
自引率
0.00%
发文量
45
期刊介绍: As a leader responsible for the competitive development of your organization, as well as a desire to keep ahead of the game, you have a responsibility to ensure that you are fully aware of new strategies and developments that can impact upon your personal growth as a leader of others. Strategy & Leadership gives you insight into your own leadership abilities without wasting your time. Each issue brings you informed opinion from leading specialists, gives you professional support and looks at strategies, tools and techniques from an objective position. Strategy & Leadership explains the how and why in order to keep you clearly focused. Its thoughtful, in-depth analysis and advice tells you where you should be going and what to avoid on your journey. Strategy & Leadership is a bi-monthly briefing that brings you the thoughts, advice and analysis of some of the world''s current revolutionary thinkers. Your subscription will show you: -How to improve existing leadership skills and develop new skills -Maintain a competitive position for your organization -Motivate your workforce -Adapt strategies in the light of technological change -Reassess current strategies based on practical insights into how other organizations have structured and managed change for a success -Consider new theories that could reshape current thinking and create future success -Benefit from the advice of prominent futurists -Learn from the experiences of leading CEOs and avoid the pitfalls that they have encountered -Select, develop and retain senior colleagues who will help you steer your organization in the future -Stay one step ahead of the competition - both internally and externally -Gain an insight into competitors'' strategies -Keep abreast of the latest trends in strategic planning -Implement successful strategies for your organization
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Can strategic planning adapt to an era that requires enhanced reactive capability? Editor’s letter Quick takes Rethinking the role of middle management for the new world of work Driving growth, productivity and engagement through “good jobs strategy”
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