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IBM Global CEO Study The Government of the Future

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

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IBM Global CEO Study The Government of the Future

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  1. IBM Global CEO StudyThe Government of the Future IBM CEO Study Messages & Insights July 2008

  2. 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 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 Global CEO Study 2008 | May 2008

  3. The wisdom of the Executive Leaders led us to the five core traits of the “Enterprise of the Future” Core Traits 1 2 3 4 5 Hungry for change Innovative beyond customer imagination Globally integrated Disruptive by nature Genuine, not just generous Global CEO Study 2008 | May 2008

  4. Public Sector leaders are developing citizen centric solutions and joining up government – we are observing similar trends in the private sector PRIVATE vs. PUBLIC PUBLIC SECTOR LEADERS CORE TRAITS Lower Higher 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. Global CEO Study 2008 | May 2008

  5. The Government of the Future is …Hungry for Change

  6. Public Sector Leaders Global CEOs 2006 2008 2008 22 23 % % 21 % CHANGE GAP* CHANGE GAP* CHANGE GAP* Change Needed No/limited Change Moderate Change Substantial Change Past Change Success No/limited Success Moderate Success Successful Hungry for Change 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 Source: IBM Global CEO Study 2008; n (2006) = 709, n (2008) = 1104, n (Government)= 180 * Difference or ‘gap’ between expected level of change needed and past success in managing change Global CEO Study 2008 | May 2008

  7. Hungry for Change 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? Global CEO Study 2008 | May 2008

  8. The Government of the Future is …Innovative Beyond Public Imagination

  9. 10% Rise of the informed, engaged citizen and stakeholder 6% 10% Positive Impact No Impact Negative Impact 15% 35% INCREASE INCREASE 28% 26% Public Sector Leaders 84% 22% 25 18 % % 75% Global CEOs Investment* Investment* Investment* Investment* past 3 years next 3 years past 3 years next 3 years Innovative beyond Public Imagination Public Sector Leaders see more positive potential with informed and engaged citizens and stakeholders and are rapidly increasing their investment Global CEOs PS Leaders 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 Global CEO Study 2008 | May 2008

  10. Innovative beyond Public Imagination 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? Global CEO Study 2008 | May 2008

  11. The Government of the Future is …Globally Integrated

  12. Wide Multi-lateral Cooperationwithin Own Geography Limited Multi-lateral Cooperation Wide Multi-lateral Cooperation Globally Limited Global Cooperation Intensive Use of Near/Off-Shoring Everything in Home Country/Region Exclusive Use of Public/NGO Organizations Intensive Use of Private Sector for Services Public Sector 3 2 1 0 1 2 3 Both sides equally important 0 Globally Integrated Public Sector organizations are pursuing different types of integration* *Note: We observed different levels of integration based on a number of factors, including type of business, jurisdiction, political factors, and societal expectations. Source: IBM Global CEO Study 2008; * n (Public sector) = 38 Global CEO Study 2008 | May 2008

  13. Globally Integrated 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? Global CEO Study 2008 | May 2008

  14. The Government of the Future is …Disruptive by Nature

  15. Global CEOs Public Sector Leaders Enterprise Model Revenue Model Industry Model Multiple BMI 67% 67% 54% 41% Global CEOs Public Sector Leaders Work Within Intense Collaboration Organization with External Partners Disruptive by Nature Public Sector Leaders are strongly focused on collaboration – internally and externally Business Model Innovation Preferences Enterprise Model Innovation Focus 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) Global CEO Study 2008 | May 2008

  16. Disruptive by Nature 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? Global CEO Study 2008 | May 2008

  17. The Government of the Future is …Genuine, not just Generous

  18. 26 % Positive Impact No Impact Negative Impact INCREASE INCREASE 24 % Genuine, not just Generous Public Sector Leaders are increasing investment to meet growing expectations from citizens and stakeholders Increasing citizen/stakeholder expectations of social responsibility Global CEOs PS Leaders Public Sector Leaders Global CEOs 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 Global CEO Study 2008 | May 2008

  19. Genuine, not just Generous 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? Global CEO Study 2008 | May 2008

  20. Conclusion Where are you today on the maturity matrix? Where do you need to be? Building the Organization of the Future HUNGRY FOR CHANGE Ad hoc and reactive change Project driven change Change portfolio and program Anticipating and proactive change Change becomes the strategy INNOVATIVE BEYOND PUBLIC IMAGINATION Citizen intelligence Citizen information transparency Two-way Citizen interaction Citizen collaborative development Expanding Citizen aspirations GLOBALLYINTEGRATED Exploring global opportunities Driving specific global initiatives Building global capabilities systematically Global centers of excellence Global enterprise innovation DISRUPTIVE BY NATURE Exploring Business Model Innovation opportunities Experimenting with BMI Implementing BMI initiatives Multiple BMI strategies Radical and pervasive BMI GENUINE, NOT JUST GENEROUS Regulatory compliance Strategic philanthropy Values based self-regulation Efficiency through CSR CSR as growth platform Global CEO Study 2008 | May 2008

  21. IBM Institute for Business Value James (Jim) Cortada (WW) jwcorta@us.ibm.com John Reiners (AP, EMEA) john.reiners@uk.ibm.com Lynn Reyes (US) Lynn_Reyes@us.ibm.com Edgar Mounib (WW, Healthcare) edgar.mounib@us.ibm.com Contact Information For more information, please contact Public Sector (PS), Contacts • GBS, Global Government Industry • Sietze Dijkstra, Global Industry Leader, sietze.dijkstra@nl.ibm.com • GBS, Public Sector (Americas) • Toni Yowell, PS Strategy & Change (S&C), yowell@us.ibm.com • Kerri Stevens, Sr. Consultant, PS S&C, kmsteven@us.ibm.com • GBS, Public sector (Asia Pacific) • Michael Dixon, AP PS Leader, mdixon@au1.ibm.com • Jeffrey Rhoda, China PS Leader, rhodaj@cn.ibm.com • Steven Davidson, AP S&C Leader, steven.davidson@hk1.ibm.com • GBS, Public Sector (EMEA) • Geir Haugen, Nordics PS Leader, Ghaugen@no.ibm.com • Frans Bentlage, Europe SW & Benelux PS Leader, frans.bentlage@nl.uk.ibm.com • Jacqui Warren UK PS S&C Leader, jacqui.e.warren@uk.ibm.com • Thorsten Gorchs, Germany PS Leader, thorsten.gorchs@de.ibm.com For all study materials and book orders: • www.ibm.com/enterpriseofthefuture • w3.ibm.com/services/gbs/ceo_study_2008.html For additional Government–Public Sector materials: • http://www-03.ibm.com/industries/government/index.jsp Global CEO Study 2008 | May 2008

  22. 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 Acknowledgements Acknowledgements 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. 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 Global CEO Study 2008 | May 2008

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