Embracing connectedness: insights from the IBM 2012 CEO study

Purpose – This article seeks to highlight some of the findings of the 2012 IBM CEO Study, Leading through Connection, based on interviews with CEOs and public sector leaders in every part of the world. Design/methodology/approach – The study was designed to determine how technology is fundamentally changing how stakeholders engage. Findings – A major finding was that CEOs are focusing on how recent advances in technology allow companies to re‐imagine connections among people – customers, employees, partners and investors. Research limitations/implications – Between September 2011 and January 2012, IBM met face to face with 1,709 CEOs and senior public sector leaders in 64 countries and 18 industries. Practical implications – CEOs are reevaluating how they engage partners. Boundaries between organizations are becoming more porous. Interactions span more functions and are more continuous. Originality/value – The study points to two conclusions. These are, first, empowering employees through values. For CEOs, organizational openness offers tremendous upside potential – empowered employees, free‐flowing ideas, more creativity and innovation, happier customers, better results. Teams will need processes and tools that inspire collaboration on a massive scale. Second, amplifying innovation with partnerships. Rising complexity and escalating competition have made partnering a core innovation strategy for many organizations.