The IBM Institute for Business Value leverages IBM's global industry, functional and topical teams and experts to discover emerging trends, business innovations and success patterns.
Pushing the frontiers: CFO insights
In this new CFO point of view report, we focus on the perspectives of the 576 CFOs we interviewed. During our previous 2010 Global CFO Study, we identified four different profiles for the finance organization. We also established that one profile – the Value Integrators, as we called them – outperformed all the rest.
Our most current research shows that Value Integrators still stand out from the crowd. We’ve now unearthed a small subset of Value Integrators that do even better than the other members of their group. We’ve named these finance organizations Performance Accelerators, and in this new report we explore the key traits they possess. We look, in particular, at what they’re doing to become more efficient, more forward-looking and more proficient at creating profitable growth.
Featured Cross-industry Thought Leadership
Creating a smarter enterprise: The science of transformation
Change is essential to progress. Today’s global business leaders embrace this conventional wisdom. The ability to transform is a prerequisite not only for progress, but also for survival in the shifting, modern global economy. But how do you orchestrate a corporate culture of constant reinvention? How do you ingrain it into the DNA of your organization? How do you manage it? Measure it? Make it a competency for your leaders and your entire organization? While no two organizations are alike, IBM believes its approach can be helpful to transformation journeys of others. Indeed, every year IBM leaders meet with hundreds of clients to exchange ideas and discuss transformation experience and collaborate on challenges and strategies. This guide shares the best practices and lessons learned (thus far) as IBM and its clients seek to master the ever-evolving science of transformation.
Featured Industry Thought Leadership
What being global really means: Why global integration is crucial for international communications service providers
The reality is that the international CSPs are not nearly as globally integrated as they might be. To determine what barriers they face and how they can accelerate the benefits associated with a GIE structure, we conducted financial analyses on 15 on the largest global CSPs, as well as interviews with executives. We discovered that global CSPs are in a nascent stage in terms of leveraging economies of scale. In fact, only a quarter of executives interviewed believe their organizations are successful in realizing economies of scale. The good news is that there are many opportunities to leverage global capabilities for further competitive advantage. To transform from multi-national companies into globally integrated enterprises, CSPs must develop and clearly articulate a global vision and operating model that achieves economies of scale, expands consolidation and drives continuous improvements. In doing, they become true global entities, agile and able to respond to this new era of global economics.
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Evaluate business process performance using open standards for benchmarking
Our benchmarking data is built around a common, cross-industry Process Classification Framework, which means that business performance can be objectively evaluated.
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IBM hits top spot in thought leadership rankings
The White Space Thought Leadership Rankings released February 24, 2014 rank the IBM Institute for Business Value as #1 among 24 firms that produce strategic business thought leadership for executives. Using four criteria – differentiation, appeal, resilience and prompting action – Source for Consulting cites "IBM’s unswerving focus on quality at the cost of volume” as how the top spot was earned.
“By understanding weak signals and early indicators of industry transformation, we help our clients to be ahead of the pack.”
Vice President and Global Leader,
IBM Institute for Business Value
IBM Global C-suite Study: The Customer-activated Enterprise
Across the boardroom, CEOs, CIOs, CFOs, CMOs, CHROs and CSCOs must open up to customer influence, pioneer digital-physical innovation and craft engaging customer experiences.
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Read our most popular studies
IBM C-Suite Studies
2012 IBM Global CEO Study: Leading Through Connections
Interviews with more than 1,700 CEOs worldwide.
2011 IBM Global CMO Study: From Stretched to Strengthened
Interviews with 1,734 CMOs reveal three necessary actions: serve empowered customers, deliver customer value and be accountable to the business.
2011 IBM Global CIO Study: The Essential CIO
Conversations with 3,108 CIOs show how CIOs can be essential by leveraging business and IT to meet their particular organization's goals.
2010 Global Chief Financial Officer Study: The New Value Integrator
More than 1,900 CFOs share the secrets of outperforming their peers by combining two capabilities: finance efficiency and business insight.
2010 Global Chief Human Resource Officer: Working Beyond Borders
The insights provided by more than 700 Chief Human Resource Officers around the world show how workforce investment is shifting.
2009 Global Chief Supply Chain Officer Study: The Smarter Supply Chain of the Future
Interviews with 393 supply chain executives describe how they are making supply chains more sustainable, flexible and responsive through increased instrumentation, interconnection and intelligence.