Scott Neuman: The Social Business Imperative

© 2013 IBM Corporation

The Social Business Imperative

Scott Neuman

Director of Marketing & Communications

IBM Central & Eastern Europe


The IBM global C-suite Study draws on a decade of research with over 20,000 interviews

600CSCOs

4,500CFOs

1,500CHROs

2,200 CMOs

7,000 CIOs

6,300 CEOs


North America

605

182Middle East & Africa 475

Asia Pacific

Central & Eastern Europe

398Western Europe

1,349

Japan

631

Source: Question E–Participant Country; n=4,183

This study covers 4,183 face-to-face conversations with CxOs in 70 countries

South America

637


CEOs now consider technology the single most important force shaping their future

CEO Studies 2004–2013

2004 2006 2008 2010 2012 2013

Technology factors

Market factors

Macro-economic factors

People skills

Regulatory concerns

Socio-economic factors

Globalization

Environmental issues

Geopolitical factors

Source: Question E8–What are the most important external forces that will impact the enterprise over the next 3 to 5 years?; n=884 [CEO only]


CxOs vary on the which the most significant external pressures, but agree technology is top 3

External forces impacting the enterprise (3–5 Years)

Technology factors

Market factors

Macro-economic factors

People skills

Regulatory concerns

Socio-economic factors

Globalization

Environmental issues

Geopolitical factors

CEO CFO CHRO CIO CMO CSCO

Source: Question E8–What are the most important external forces that will impact the enterprise over the next 3 to 5 years?; n=4,009


“It’s a race to the finish line. The companies that best understand all aspects of the value chain and get a 360-degree view for the customer experience will win.”

Hubertus (Huub) Devroye, Director of Global Marketing & Demand Generation, The

Dow Chemical Company, Switzerland

CXOs in outperforming enterprises are focusing more on improving the customer experience

Source: Question B3–What are the top five areas you are personally involved in at an enterprise level [3–5 Years]?; n=460

29%more

54% Outperformers

42%

Underperformers

Focus on improving the customer experience


High level of customer understanding

Most CxOs say they don’t understand their customers well, yet anticipate improving this

Source: Question C1–How well do you understand your customers today?; n = 2,916. Question C8: How well do you think you will understand your customers in 3 to 5 years?; n=2,889

117% more76%

35%

35% Today

76%

3–5 Years


36%

10%

54%

54%

influenced toa large extent

“As customers gain more power over the business via social media, their expectations keep rising and their tolerance keeps decreasing.”

CIO, Retail, Turkey

Source: Question C4–How much influence do your customers have on your enterprise today?; n=2,909

CxOs are compelled to act and change course, in response to the influence of the customer

Large extent

Some extent

Limited extent

Customer clout: customer influence on the enterprise


Implementing a smarter car insurance system to provide faster and more accurate services while reducing risk


Digital ambitions – CMOs

CMOs plan to put the components of a broad digital strategy throughout the organization

Source: Question CMO1–To what extent have you activated the following digital strategy components in your organization?; n=430 to 468 [CMO only]

16% 87%

11% 69%

13% 83%

20% 78%

13% 73%

Integration of cross-channel touchpoints

Digitally enabled supply chain

Analytics to capture customer insights

Social networks tofoster collaboration

Workforce aligned to opportunities 3–5 Years

Today


Executing multi-channel marketing campaigns based on consumer shopping patterns and the creation of intelligent

trade offers adjusted to needs of each client


Initiatives to improve the customer experience

Source: Question C5–To what extent is your enterprise focused on the following initiatives to improve the customer experience?; n=2,994 to 2,995

Balance local offerings with global efficiencies 38%

Engage customers via social business 37%

Improve collaboration in the value chain 55%

Create consistent customer experiences 70%

Optimize the entire customer lifecycle 64%

Combine internal and external data for insights 67%

Identify unmet customer needs 79%

Respond quickly to emerging trends 79%

Many CXOs struggle to be successful with social business


Created a social hub providing full range of digital services for both students and university staff


73% of CEOsare prioritizing investments in customer insights

82% of CMOsPlan to increase the use

of social media

74% of CIOssay mobile solutions are part of the vision to increase competitiveness

70% of CSCOsIdentify supply chain visibility as the top challenge in delivering on their agendas

Leaders are now redefining their agendas and reprioritizing investments


What if an enterprise had all the answers it needed to succeed?

Word spread virally of the victory reaching 11.7M tweets, 30K blog mentions and 15K forum posts

On February 14, 2011, IBM Watson changed history . . .


Contact Center

Healthcare Financial Services

Government

Diagnostic/treatment assistance, evidenced-based insights, collaborative medicine

Investment and retirement planning, institutional trading and decision support

Call center & support services, knowledge management and consumer insight

Public safety, improved information sharing, security, fraud and abuse prevention

From Jeopardy! to changing the way the world thinks, acts, and operates


All these intertwined dynamics require a comprehensive point of view

SOCIAL ADOPTION

BIG DATA AND

ANALYTICS

INCREASEDVISIBILITY

MOBILE TECHNOLOGY


To drive performance, CxOs form an intricate web of relationships

Scott Neuman: The Social Business Imperative

Business

Transcript of Scott Neuman: The Social Business Imperative