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IBM Global CEO Study The Government of the Future. IBM CEO Study Messages & Insights July 2008. ANALYSIS Quantitative and Qualitative Current behavior Investment patterns Future intent Choices of financial outperformers Case studies of excelling organizations. SCOPE & APPROACH - PowerPoint PPT Presentation
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© Copyright IBM Corporation 2008
IBM Global Business Services
IBM Global CEO Study
The Government of the Future
IBM CEO StudyMessages & Insights
July 2008
Global CEO Study 2008 | May 2008 2 © Copyright IBM Corporation 2008
We spoke to 1,130 CEOs and Public Sector Leaders to determine the characteristics of organizations of the future
How are organizations addressing: New and changing customers and clients – needs and issues Global integration – changes within the value chain Organizational innovation – their response to these changes
ANALYSIS
Quantitative and Qualitative
Current behavior Investment patterns Future intent Choices of financial outperformers Case studies of excelling organizations
SCOPE & APPROACH
1130 CEOs and Public Sector Leaders
One-hour interviews 78% Private, 22% Public Sector 32 Industries 33% Asia, 36% EMEA, 31% Americas 80% Established, 20% Emerging
Economies
Global CEO Study 2008 | May 2008 3 © Copyright IBM Corporation 2008
The wisdom of the Executive Leaders led us to the five core traits of the “Enterprise of the Future”
Core Traits
Hungry for change
Innovative beyond customer imagination
Globally integrated
Disruptive by nature
Genuine, not just generous
1 2 3 4 5
Global CEO Study 2008 | May 2008 4 © Copyright IBM Corporation 2008
Public Sector leaders are developing citizen centric solutions and joining up government – we are observing similar trends in the private sector
PUBLIC SECTOR LEADERS CORE TRAITS
1. Hungry for change: pursuing transformation programs as a means of meeting elevated expectations, despite financial constraints. Implementing sophisticated approaches to manage complex change.
2. Innovative beyond customer imagination: developing citizen centric solutions to deliver enhanced, tailored services and provide increased transparency and accountability.
3. Globally integrated: increasingly collaborating with different public bodies, NGOs and the private sector, sometimes even internationally. Considering more flexible organizational models, focused on core competencies.
4. Disruptive by nature: have fewer levers at their disposal than the private sector, but are using new technologies to develop innovative services and ways of working, delivered to citizens in new ways.
5. Genuine, not just generous: recognising increased citizen and public sector awareness of CSR issues to lead on CSR issues; through developing policy, implementing initiatives or acting as an exemplar through their own behaviors.
HigherLower
PRIVATE vs. PUBLIC
© Copyright IBM Corporation 2008
IBM Global Business Services
The Government of the Future is …
Hungry for Change
Global CEO Study 2008 | May 2008 6 © Copyright IBM Corporation 2008
Public Sector Leaders continue to face a significant change gap, similar to their Private Sector peers, but are less confident about managing the change ahead
* Difference or ‘gap’ between expected level of change needed and past success in managing changeSource: IBM Global CEO Study 2008; n (2006) = 709, n (2008) = 1104, n (Government)= 180
Change Needed
No/limited Change
Moderate Change
Substantial Change
No/limited Success
Moderate Success
Successful
Past Change Success
Hungry for Change
77%
56%
78%
55%
83%
61%
15%
27%
12%
16%
11%
20%
8% 17%27% 19%6%9%
ChangeNeeded
PastChangeSuccess
ChangeNeeded
PastChangeSuccess
ChangeNeeded
PastChangeSuccess
2006 2008
23 %CHANGE GAP*21 %
CHANGE GAP*
2008
22 %CHANGE GAP*
Public Sector Leaders Global CEOs
Global CEO Study 2008 | May 2008 7 © Copyright IBM Corporation 2008
Are you ready to develop or enhance the competencies that are needed to drive the change ahead?
How far are you on the change journey?
How do you respond to budget constraints and changing priorities?
What are the particular challenges that make change difficult to manage in your organization?
Does your organization have the skills required to manage complex change programs?
Hungry for Change
© Copyright IBM Corporation 2008
IBM Global Business Services
The Government of the Future is …
Innovative Beyond Public Imagination
Global CEO Study 2008 | May 2008 9 © Copyright IBM Corporation 2008
Public Sector Leaders see more positive potential with informed and engaged citizens and stakeholders and are rapidly increasing their investment
Source: IBM Global CEO Study 2008, n (Global) = 1061; n (Government) = 177* Total investments: all asset investments + all investments in R&D, marketing and sales
6%
84%
10%15%
75%
10%
Global CEOs
Public SectorLeaders
Positive Impact
No Impact
Negative Impact
Rise of the informed, engaged citizen and stakeholder
Global CEOs
18%INCREASE 25%
INCREASE
PS Leaders
22%
26%28%
35%
Investment*
past 3 years
Investment*
next 3 years
Investment*
past 3 years
Investment*
next 3 years
Innovative beyond Public Imagination
Global CEO Study 2008 | May 2008 10 © Copyright IBM Corporation 2008
Are you ready to meet the rising expectations of citizens, and develop new ways of engaging with your stakeholders?
Does the potential exist to deliver more tailored services to your citizens, based on an enhanced understanding of their needs?
Can you measure the extent of citizen participation in, and satisfaction with, the delivery of services?
What are the barriers in your organization to effective collaboration?
What is your organization doing to create a collaborative culture?
Innovative beyond Public Imagination
© Copyright IBM Corporation 2008
IBM Global Business Services
The Government of the Future is …
Globally Integrated
Global CEO Study 2008 | May 2008 12 © Copyright IBM Corporation 2008
Public Sector organizations are pursuing different types of integration*
Source: IBM Global CEO Study 2008; * n (Public sector) = 38
Both sides equally important0Public Sector
3 2 1 0 1 2 3
Limited Global CooperationWide Multi-lateral Cooperation Globally
Everything in Home Country/Region Intensive Use of Near/Off-Shoring
Exclusive Use of Public/NGO Organizations
Intensive Use of Private Sectorfor Services
Limited Multi-lateral CooperationWide Multi-lateral Cooperationwithin Own Geography
*Note: We observed different levels of integration based on a number of factors, including type of business, jurisdiction, political factors, and societal expectations.
Globally Integrated
Global CEO Study 2008 | May 2008 13 © Copyright IBM Corporation 2008
Are you ready to become a more fully integrated government organization?
Are there opportunities for your organization to become more integrated?
Are there opportunities to develop a more flexible and efficient operating model?
What are the constraints in your organization to becoming more integrated?
Do you have and are you developing leaders that think and act with integration in mind?
Globally Integrated
© Copyright IBM Corporation 2008
IBM Global Business Services
The Government of the Future is …
Disruptive by Nature
Global CEO Study 2008 | May 2008 15 © Copyright IBM Corporation 2008
Public Sector Leaders are strongly focused on collaboration – internally and externally
Business Model Innovation Preferences
Source: IBM Global CEO Study 2008; n (Global) =350; n (Government) = 107; Strong focus on BMI type includes 6 to 7 scores on a 1 to 7 scale (69% of total population)
13%
25%
22%
55%
7%
26%
34%
18%
Global CEOs
Public Sector Leaders
Enterprise Model
Revenue Model
Industry Model
Multiple BMI
Enterprise Model Innovation Focus
Global CEOs
Public Sector Leaders
41%
67%
54%
67%
Work WithinOrganization
Intense Collaborationwith External Partners
Disruptive by Nature
Global CEO Study 2008 | May 2008 16 © Copyright IBM Corporation 2008
Are you ready to innovate?
Are you collaborating with other organizations – public, private or internationally?
Are you exploiting the potential offered by new technologies to deliver new services and change your ways of working?
What are the barriers to realizing innovative business models for your organization?
How do you encourage innovative ideas and nurture them through to implementation?
Disruptive by Nature
© Copyright IBM Corporation 2008
IBM Global Business Services
The Government of the Future is …
Genuine, not just Generous
Global CEO Study 2008 | May 2008 18 © Copyright IBM Corporation 2008
Public Sector Leaders are increasing investment to meet growing expectations from citizens and stakeholders
Increasing citizen/stakeholder expectations of social responsibility
Source: IBM Global CEO Study 2008; n (Global) = 794; n (Government) = 130; * Total investments: all asset investments + all investments in R&D, marketing and sales
78%
7%
23%
20%
67%
13%
Positive Impact
No Impact
Negative Impact
14%
17%
20%
25%
Investment*past 3 years
Investment*next 3 years
Investment*past 3 years
Investment*next 3 years
24%INCREASE 26 %
INCREASE
Global CEOs PS Leaders
Genuine, not just Generous
Global CEOs
Public SectorLeaders
Global CEO Study 2008 | May 2008 19 © Copyright IBM Corporation 2008
Are you ready to meet the increasing expectations of citizens and the private sector regarding CSR?
Are you collaborating with others on CSR issues?
Does your organization have a strategy and someone at the most senior level responsible for CSR issues?
Is your organization a leader on CSR issues?
How do you communicate your organization’s achievements regarding CSR?
Genuine, not just Generous
Global CEO Study 2008 | May 2008 20 © Copyright IBM Corporation 2008
Where are you today on the maturity matrix? Where do you need to be?
Ad hoc and reactive change
Citizen intelligence
Exploring global opportunities
Exploring Business Model Innovation opportunities
Regulatory compliance
Project driven change
Citizen information transparency
Driving specific global initiatives
Experimenting with BMI
Strategic philanthropy
Change portfolio and program
Two-way Citizen interaction
Building global capabilities systematically
Implementing BMI initiatives
Values based self-regulation
Anticipating and proactive change
Citizen collaborative development
Global centers of excellence
Multiple BMI strategies
Efficiency through CSR
Change becomes the strategy
Expanding Citizen aspirations
Global enterprise innovation
Radical and pervasive BMI
CSR as growth platform
HUNGRY FORCHANGE
GLOBALLYINTEGRATED
DISRUPTIVE BY NATURE
GENUINE, NOT JUST GENEROUS
INNOVATIVE BEYONDPUBLICIMAGINATION
Building the Organization of the Future
Conclusion
Global CEO Study 2008 | May 2008 21 © Copyright IBM Corporation 2008
For more information, please contact
IBM Institute for Business Value
• James (Jim) Cortada (WW)[email protected]
• John Reiners (AP, EMEA)[email protected]
• Lynn Reyes (US)[email protected]
• Edgar Mounib (WW, Healthcare) [email protected]
For all study materials and book orders: www.ibm.com/enterpriseofthefuture w3.ibm.com/services/gbs/ceo_study_2008.html
Public Sector (PS), Contacts- GBS, Global Government Industry
• Sietze Dijkstra, Global Industry Leader, [email protected]
- GBS, Public Sector (Americas)• Toni Yowell, PS Strategy & Change (S&C), [email protected]
• Kerri Stevens, Sr. Consultant, PS S&C, [email protected]
- GBS, Public sector (Asia Pacific)• Michael Dixon, AP PS Leader, [email protected]
• Jeffrey Rhoda, China PS Leader, [email protected]
• Steven Davidson, AP S&C Leader, [email protected]
- GBS, Public Sector (EMEA)• Geir Haugen, Nordics PS Leader, [email protected]
• Frans Bentlage, Europe SW & Benelux PS Leader, [email protected]
• Jacqui Warren UK PS S&C Leader, [email protected]
• Thorsten Gorchs, Germany PS Leader, [email protected]
For additional Government–Public Sector materials: http://www-03.ibm.com/industries/government/index.jsp
Contact Information
Global CEO Study 2008 | May 2008 22 © Copyright IBM Corporation 2008
Acknowledgements
Public Sector Contributors• Sietze Dijkstra, Global Industry Leader
Government, GBS
- Asia Pacific• Michael Dixon, Partner, GBS AP Public
SE Executive, GBS• Jeffrey Rhoda, IBM Sales & Distribution,
Public Sector (China)
- Europe• Marie-Odile Crinon, Directeur Secteur
Public, GBS (France)• Dr. Thorsten Gorchs, Partner, Leiter
Public Industry, GBS• Geir Haugen, Public Sector Leader,
GBS, Nordics• Jacqui Warren, Strategy & Change,
Public Sector, UK
Continued…- Americas
• Bert Bleckwenn, GBS Public Sector Strategy & Operations PMO
• Jonathan Breul, Partner & Executive Director, IBM Center for The Business of Government
• Emily Craig, Service Area Manager, Organization Change Strategy
• Nicole Gardner, Vice President, Social Services
• Brenda Kunkel, GBS Federal Healthcare & Social Services
• Al Morales, General Manager, Public Sector Federal Industry Leader
• Tom Romeo, VP, Federal GBS• Dick Warrick, Associate Partner, Public
Sector Business Strategy• Toni Yowell, V.P., Practice Area Leader,
Public Sector Strategy & Change
We particularly want to thank everyone (clients and IBMers) involved in the 181 interviews with Public Sector leaders. We also extend our appreciation to the following subject matter experts who contributed to the development of this publication.
Acknowledgements