Purpose IBM’s latest Global C-suite Study asked 2,131 top executives around the globe about the value they derive from data, how they intend to turn data into a differentiating advantage and how far they have progressed with their plans. Design/methodology/approach During the course of the research, researchers identified four distinct kinds of enterprises – torchbearers, aspirationals, explorers and builders – each at a different stage on the path to data leadership. Comparing Torchbearer CEOs with Aspirational CEOs reveals pronounced variations in the performance of the enterprises they run. An example is innovation: 79 percent of Torchbearer CEOs head organizations with a history of operating at the leading edge, versus just 25 percent of Aspirational CEOs. Findings The efforts of the leading CEOs to drive a differentiating advantage through AI, data analytics and insight have paid off handsomely: 64 percent of Torchbearer CEOs have presided over superior revenue growth, and 66 percent have delivered outsized profits. Practical implications The article offers practitioners guidelines for three key initiatives: 1 Automate intelligently. 2. Strategize with ecosystems. 3. Extract value through new models. Originality/value The Torchbearer CEOs in the study show what it takes to become a data leader. These CEOs use AI and intelligent automation to inform their decisions. They promote a culture of belief in data. They make ecosystems a core part of their business strategy. They share data judiciously to gain the benefits of networking without giving away their competitive edge. And they use data to develop new business models with the potential for outsized returns. 10; 10;
{"title":"How leading CEOs drive a differentiating advantage through AI, data analytics and insight","authors":"Saul J. Berman, Anthony Marshall, Kazuaki Ikeda","doi":"10.1108/sl-02-2020-0028","DOIUrl":"https://doi.org/10.1108/sl-02-2020-0028","url":null,"abstract":"\u0000Purpose\u0000IBM’s latest Global C-suite Study asked 2,131 top executives around the globe about the value they derive from data, how they intend to turn data into a differentiating advantage and how far they have progressed with their plans.\u0000\u0000\u0000Design/methodology/approach\u0000During the course of the research, researchers identified four distinct kinds of enterprises – torchbearers, aspirationals, explorers and builders – each at a different stage on the path to data leadership. Comparing Torchbearer CEOs with Aspirational CEOs reveals pronounced variations in the performance of the enterprises they run. An example is innovation: 79 percent of Torchbearer CEOs head organizations with a history of operating at the leading edge, versus just 25 percent of Aspirational CEOs.\u0000\u0000\u0000Findings\u0000The efforts of the leading CEOs to drive a differentiating advantage through AI, data analytics and insight have paid off handsomely: 64 percent of Torchbearer CEOs have presided over superior revenue growth, and 66 percent have delivered outsized profits.\u0000\u0000\u0000Practical implications\u0000The article offers practitioners guidelines for three key initiatives: 1 Automate intelligently. 2. Strategize with ecosystems. 3. Extract value through new models.\u0000\u0000\u0000Originality/value\u0000The Torchbearer CEOs in the study show what it takes to become a data leader. These CEOs use AI and intelligent automation to inform their decisions. They promote a culture of belief in data. They make ecosystems a core part of their business strategy. They share data judiciously to gain the benefits of networking without giving away their competitive edge. And they use data to develop new business models with the potential for outsized returns. 10; 10;\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"48 1","pages":"39-50"},"PeriodicalIF":0.0,"publicationDate":"2020-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-02-2020-0028","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44656521","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose Artificial Intelligence is a general-purpose technology that is bound to affect every industry. To develop successful corporate and business strategies with AI, leaders have to capture the technological opportunity, understand the economics of AI and lead organizational change. Design/methodology/approach What to do with AI? How to set up for AI? Where is the value? Initial answers to these three fundamental questions are derived based on an interdisciplinary and integrated literature review. Findings AI leaders pursue competitive advantage by taking up the technological offer to predict-prescribe-automate, they enact machine learning by entering into a portfolio of experiments within a modular strategic framework, they organize the business to form of man-machine teams following the concept of human-agent collectives and they avoid falling victim to exponential growth bias. Practical implications In a business environment where the cognification of everything will lead to exponential growth of both, volume of data and intelligence of machines, it will be paramount for strategic leaders to have a robust AI strategy in place and to develop the competencies required for managing the Artificially Intelligent Firm. Originality/value This overview enables strategic leaders to prepare themselves and their organizations for AI. It spearheads making required connections between technology, economics and management of AI.
{"title":"Strategically managing the artificially intelligent firm","authors":"D. Wagner","doi":"10.1108/sl-08-2019-0119","DOIUrl":"https://doi.org/10.1108/sl-08-2019-0119","url":null,"abstract":"\u0000Purpose\u0000Artificial Intelligence is a general-purpose technology that is bound to affect every industry. To develop successful corporate and business strategies with AI, leaders have to capture the technological opportunity, understand the economics of AI and lead organizational change.\u0000\u0000\u0000Design/methodology/approach\u0000What to do with AI? How to set up for AI? Where is the value? Initial answers to these three fundamental questions are derived based on an interdisciplinary and integrated literature review.\u0000\u0000\u0000Findings\u0000AI leaders pursue competitive advantage by taking up the technological offer to predict-prescribe-automate, they enact machine learning by entering into a portfolio of experiments within a modular strategic framework, they organize the business to form of man-machine teams following the concept of human-agent collectives and they avoid falling victim to exponential growth bias.\u0000\u0000\u0000Practical implications\u0000In a business environment where the cognification of everything will lead to exponential growth of both, volume of data and intelligence of machines, it will be paramount for strategic leaders to have a robust AI strategy in place and to develop the competencies required for managing the Artificially Intelligent Firm.\u0000\u0000\u0000Originality/value\u0000This overview enables strategic leaders to prepare themselves and their organizations for AI. It spearheads making required connections between technology, economics and management of AI.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"48 1","pages":"19-25"},"PeriodicalIF":0.0,"publicationDate":"2020-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-08-2019-0119","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48712349","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Editor's letter","authors":"Robert M. Robert","doi":"10.1108/sl-03-2020-191","DOIUrl":"https://doi.org/10.1108/sl-03-2020-191","url":null,"abstract":"","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2020-03-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-03-2020-191","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45864154","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"How should I know?","authors":"H. Hornstein","doi":"10.1108/sl-03-2020-192","DOIUrl":"https://doi.org/10.1108/sl-03-2020-192","url":null,"abstract":"","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"48 1","pages":"39-40"},"PeriodicalIF":0.0,"publicationDate":"2020-03-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-03-2020-192","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49603200","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose When firms embrace an adaptive interactive development mindset—obsessing over the needs of customers, systematically working in small self-organizing teams working in short cycles, operating as a network rather than command-and-control hierarchy—its software developers can work with management to innovate new customer value. Design/methodology/approach The article identifies the reasons that the need for innovative, rapid software developments has had on the way corporations are organized and managed. Findings Software development went from being a drag on organizational performance to being a key driver of success. Practical implications Business agility thus isn’t just a matter of applying agile software practices to other functions. Originality/value Computer software, including artificial intelligence, machine learning and cloud computing, is now enabling, improving or accelerating almost everything that humans, machines and organizations do. This article explains why an Agile mindset is the key to winning in the competitive race to offer high-value, innovative, digitally powered products and services.
{"title":"How software developers instigated the transformation of management","authors":"S. Denning","doi":"10.1108/sl-02-2020-0029","DOIUrl":"https://doi.org/10.1108/sl-02-2020-0029","url":null,"abstract":"Purpose When firms embrace an adaptive interactive development mindset—obsessing over the needs of customers, systematically working in small self-organizing teams working in short cycles, operating as a network rather than command-and-control hierarchy—its software developers can work with management to innovate new customer value. Design/methodology/approach The article identifies the reasons that the need for innovative, rapid software developments has had on the way corporations are organized and managed. Findings Software development went from being a drag on organizational performance to being a key driver of success. Practical implications Business agility thus isn’t just a matter of applying agile software practices to other functions. Originality/value Computer software, including artificial intelligence, machine learning and cloud computing, is now enabling, improving or accelerating almost everything that humans, machines and organizations do. This article explains why an Agile mindset is the key to winning in the competitive race to offer high-value, innovative, digitally powered products and services.","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"48 1","pages":"27-32"},"PeriodicalIF":0.0,"publicationDate":"2020-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-02-2020-0029","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49504416","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose The author explains how networked interaction, propelled by the internet and the forces of digitalization, ubiquitous connectivity, globalization and social media has become the new locus for creating value. And how that networked interaction is accelerating the shift of value creation towards the experiences of individuals who want to define choices in a manner that reflects their view of value and their own expressions of personalization. 10; Design/methodology/approach The article explains that every enterprise is now faced with the challenge of learning how to create valuable impacts of experienced outcomes through smarter, connected offerings and the networked interactions of individuals. Findings Instead of having fixed economic value, offerings are increasingly a means for the dynamic creation of experience value through ongoing and new types of networked interactions. Practical implications Rather than simply elevating the user experience of a good or service, the co-created experience itself becomes the product. Originality/value The Starbucks and Burberry examples suggest how offerings are being enhanced by interactive technologies that open up new sources and avenues of experience value creation. The article explains how any enterprise can now adopt a strategy of ‘capabilities as a service’ by innovating its own ecosystems of customer and stakeholder experiences.
{"title":"Leading the experience ecosystem revolution: innovating offerings as interactive platforms","authors":"V. Ramaswamy","doi":"10.1108/sl-01-2020-0014","DOIUrl":"https://doi.org/10.1108/sl-01-2020-0014","url":null,"abstract":"\u0000Purpose\u0000The author explains how networked interaction, propelled by the internet and the forces of digitalization, ubiquitous connectivity, globalization and social media has become the new locus for creating value. And how that networked interaction is accelerating the shift of value creation towards the experiences of individuals who want to define choices in a manner that reflects their view of value and their own expressions of personalization. 10;\u0000\u0000\u0000Design/methodology/approach\u0000The article explains that every enterprise is now faced with the challenge of learning how to create valuable impacts of experienced outcomes through smarter, connected offerings and the networked interactions of individuals.\u0000\u0000\u0000Findings\u0000Instead of having fixed economic value, offerings are increasingly a means for the dynamic creation of experience value through ongoing and new types of networked interactions.\u0000\u0000\u0000Practical implications\u0000Rather than simply elevating the user experience of a good or service, the co-created experience itself becomes the product.\u0000\u0000\u0000Originality/value\u0000The Starbucks and Burberry examples suggest how offerings are being enhanced by interactive technologies that open up new sources and avenues of experience value creation. The article explains how any enterprise can now adopt a strategy of ‘capabilities as a service’ by innovating its own ecosystems of customer and stakeholder experiences.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":" ","pages":"3-9"},"PeriodicalIF":0.0,"publicationDate":"2020-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-01-2020-0014","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45585420","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose The case of Philips Lighting shows how management coped with the ambiguous but real threats and opportunities of a highly disruptive emerging technology using three insight-producing approaches: 10; 10;∙9; Probe and learn widely. 10;∙9; Explore creative hypotheses. 10;∙9; Develop multiple scenarios. 10; Design/methodology/approach The case shows how leadership teams can effectively respond when confronted with ambiguous but potentially disruptive signals. Findings When assessing a potential digital disruption, leaders can begin by probing the latent needs of current as well as potential customers more thoroughly. Once ‘probe and learn’ approaches have surfaced new perspectives and strategic possibilities, the organization should generate context-expanding hypotheses about the meaning and consequences of various weak signals. Practical implications A limited number of disparate scenarios, clearly organized around a few pivotal uncertainties, provide leaders with a strategic context for interpreting ambiguous signals. Originality/value In the current VUCA environmen, when turbulence is high or major disruption is feared, all leaders need to examine at least one scenario that directly challenges the organization’s current mindset.
{"title":"Converting strategic ambiguity to competitive advantage: How Philips Lighting solved the challenge of LED technology disruption","authors":"P. Schoemaker, G. Day, G. Rao","doi":"10.1108/sl-12-2019-0189","DOIUrl":"https://doi.org/10.1108/sl-12-2019-0189","url":null,"abstract":"\u0000Purpose\u0000The case of Philips Lighting shows how management coped with the ambiguous but real threats and opportunities of a highly disruptive emerging technology using three insight-producing approaches: 10; 10;∙9; Probe and learn widely. 10;∙9; Explore creative hypotheses. 10;∙9; Develop multiple scenarios. 10;\u0000\u0000\u0000Design/methodology/approach\u0000The case shows how leadership teams can effectively respond when confronted with ambiguous but potentially disruptive signals.\u0000\u0000\u0000Findings\u0000When assessing a potential digital disruption, leaders can begin by probing the latent needs of current as well as potential customers more thoroughly. Once ‘probe and learn’ approaches have surfaced new perspectives and strategic possibilities, the organization should generate context-expanding hypotheses about the meaning and consequences of various weak signals.\u0000\u0000\u0000Practical implications\u0000A limited number of disparate scenarios, clearly organized around a few pivotal uncertainties, provide leaders with a strategic context for interpreting ambiguous signals.\u0000\u0000\u0000Originality/value\u0000In the current VUCA environmen, when turbulence is high or major disruption is feared, all leaders need to examine at least one scenario that directly challenges the organization’s current mindset.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"48 1","pages":"10-17"},"PeriodicalIF":0.0,"publicationDate":"2020-02-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-12-2019-0189","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41813085","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Oleksiy Osiyevskyy, Amir Bahman Radnejad, Hossein Mahdavimazdeh
Purpose The article introduces the Entrepreneurial Management System (EMS), which delineates a strategic process within an organizational context that is aimed at encouraging and supporting the pursuit of opportunities that have the potential to create value through innovative strategic actions. It is designed to stimulate entrepreneurial thinking and corporate venturing at all levels. Design/methodology/approach The authors offer an approach to organization-wide continuous innovation that incorporates proven concepts from existing research with lessons learned from the authors’ research analysis and consulting experience in helping large and medium companies across different industries and markets to establish effective entrepreneurial management. Findings Given the spectre of constant disruption from new technologies or business models, management teams will be judged on how they proactively respond to these challenges by turning them into value-creating opportunities. Practical implications Multidisciplinary teams allow employees to become familiar with other domains and see possible solutions, share their problems and ideas and vet their insights with the input of colleagues. Originality/value An Entrepreneurial Management System allows a firm to "internalize" the marketplace’s evolutionary processes so that a company can generate, develop and implement ideas that will have value for customers. It should be a clear decision for all of today’s business leaders and investors to have an implementation plan to ensure continuous innovation.
{"title":"An Entrepreneurial Management System for established companies","authors":"Oleksiy Osiyevskyy, Amir Bahman Radnejad, Hossein Mahdavimazdeh","doi":"10.1108/sl-12-2019-0190","DOIUrl":"https://doi.org/10.1108/sl-12-2019-0190","url":null,"abstract":"\u0000Purpose\u0000The article introduces the Entrepreneurial Management System (EMS), which delineates a strategic process within an organizational context that is aimed at encouraging and supporting the pursuit of opportunities that have the potential to create value through innovative strategic actions. It is designed to stimulate entrepreneurial thinking and corporate venturing at all levels.\u0000\u0000\u0000Design/methodology/approach\u0000The authors offer an approach to organization-wide continuous innovation that incorporates proven concepts from existing research with lessons learned from the authors’ research analysis and consulting experience in helping large and medium companies across different industries and markets to establish effective entrepreneurial management.\u0000\u0000\u0000Findings\u0000Given the spectre of constant disruption from new technologies or business models, management teams will be judged on how they proactively respond to these challenges by turning them into value-creating opportunities.\u0000\u0000\u0000Practical implications\u0000Multidisciplinary teams allow employees to become familiar with other domains and see possible solutions, share their problems and ideas and vet their insights with the input of colleagues.\u0000\u0000\u0000Originality/value\u0000An Entrepreneurial Management System allows a firm to \"internalize\" the marketplace’s evolutionary processes so that a company can generate, develop and implement ideas that will have value for customers. It should be a clear decision for all of today’s business leaders and investors to have an implementation plan to ensure continuous innovation.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"48 1","pages":"24-31"},"PeriodicalIF":0.0,"publicationDate":"2020-02-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-12-2019-0190","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47130675","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose An interview with Rita McGrath a pioneer of “discovery-driven planning,” now widely recognized as one of the most effective approaches for strategy development in the face of uncertainty. Design/methodology/approach Her research and experience interacting with executive teams positions her to offer corporate leaders practical perspectives and advice on how to approach strategically the great opportunities and dangers that lie ahead in this VUCA environment. Findings Major inflection points that create real change unfold gradually, then suddenly. Because they do take a while to unfold, an astute strategist who was paying attention to the signs could take advantage of the inflection. The future doesn’t happen all at once. It begins to unfold unevenly, and if you can “interview” where it is starting to take place now, you can begin to develop an early point of view about it. Practical implications There’s no substitute for watching how customers interact with your product or service and listening to their conversations about their experience. Originality/value McGrath’s thesis is when an inflection point does indeed reach a tipping point, it can feel as though it came out of nowhere. Her advice: if you are making a series of small options-style investments that are at the “edges” of your mainstream activities, you are likely to pick up on weak signals that allow you to, in an optimistic scenario, surf along an inflection point so that when the opportunity presents itself, you can move with speed to capture an advantage.
{"title":"Rita McGrath: anticipating and exploiting strategic inflection points","authors":"B. Leavy","doi":"10.1108/sl-12-2019-0181","DOIUrl":"https://doi.org/10.1108/sl-12-2019-0181","url":null,"abstract":"\u0000Purpose\u0000An interview with Rita McGrath a pioneer of “discovery-driven planning,” now widely recognized as one of the most effective approaches for strategy development in the face of uncertainty.\u0000\u0000\u0000Design/methodology/approach\u0000Her research and experience interacting with executive teams positions her to offer corporate leaders practical perspectives and advice on how to approach strategically the great opportunities and dangers that lie ahead in this VUCA environment.\u0000\u0000\u0000Findings\u0000Major inflection points that create real change unfold gradually, then suddenly. Because they do take a while to unfold, an astute strategist who was paying attention to the signs could take advantage of the inflection. The future doesn’t happen all at once. It begins to unfold unevenly, and if you can “interview” where it is starting to take place now, you can begin to develop an early point of view about it.\u0000\u0000\u0000Practical implications\u0000There’s no substitute for watching how customers interact with your product or service and listening to their conversations about their experience.\u0000\u0000\u0000Originality/value\u0000McGrath’s thesis is when an inflection point does indeed reach a tipping point, it can feel as though it came out of nowhere. Her advice: if you are making a series of small options-style investments that are at the “edges” of your mainstream activities, you are likely to pick up on weak signals that allow you to, in an optimistic scenario, surf along an inflection point so that when the opportunity presents itself, you can move with speed to capture an advantage.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"48 1","pages":"3-9"},"PeriodicalIF":0.0,"publicationDate":"2020-02-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-12-2019-0181","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43069027","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Saul J. Berman, C. Baird, Kevin Eagan, Anthony Marshall
Purpose A new IBM Institute for Business Value (IBV) study has now found that the appointment of a CDO–along with a robust digital transformation program–is strongly correlated with stronger corporate financial performance. Design/methodology/approach IBM IBV surveyed more than 1,500 business executives in 23 countries and across eighteen industries, of which 750 were CDOs. Based on our analysis, we have created a framework to determine under what circumstances it makes sense to appoint a CDO, and if a CDO is appointed, the set of CDO characteristics and responsibilities that are most likely to yield maximum business benefits and returns. Findings The analysis indicates top CDOs’ strongest characteristic is actually business strategy, not technology. The data indicates there is a higher positive financial impact when a CDO reports to the CIO—not when they report to a CEO Practical implications Top CDOs take a balanced approach toward transformation. They seem to be evolutionaries and not revolutionaries. Originality/value The study found that, contrary to conventional expectations, CDOs most valuable skill could well be their ability to think and act strategically.
{"title":"What makes a Chief Digital Officer successful?","authors":"Saul J. Berman, C. Baird, Kevin Eagan, Anthony Marshall","doi":"10.1108/sl-12-2019-0180","DOIUrl":"https://doi.org/10.1108/sl-12-2019-0180","url":null,"abstract":"\u0000Purpose\u0000A new IBM Institute for Business Value (IBV) study has now found that the appointment of a CDO–along with a robust digital transformation program–is strongly correlated with stronger corporate financial performance.\u0000\u0000\u0000Design/methodology/approach\u0000IBM IBV surveyed more than 1,500 business executives in 23 countries and across eighteen industries, of which 750 were CDOs. Based on our analysis, we have created a framework to determine under what circumstances it makes sense to appoint a CDO, and if a CDO is appointed, the set of CDO characteristics and responsibilities that are most likely to yield maximum business benefits and returns.\u0000\u0000\u0000Findings\u0000The analysis indicates top CDOs’ strongest characteristic is actually business strategy, not technology. The data indicates there is a higher positive financial impact when a CDO reports to the CIO—not when they report to a CEO\u0000\u0000\u0000Practical implications\u0000Top CDOs take a balanced approach toward transformation. They seem to be evolutionaries and not revolutionaries.\u0000\u0000\u0000Originality/value\u0000The study found that, contrary to conventional expectations, CDOs most valuable skill could well be their ability to think and act strategically.\u0000","PeriodicalId":39797,"journal":{"name":"Strategy and Leadership","volume":"48 1","pages":"32-38"},"PeriodicalIF":0.0,"publicationDate":"2020-02-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/sl-12-2019-0180","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42029000","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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