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Parte I – Introdução
Parte II – Dez Forças que Achataram o Mundo
Parte III – IBM CEO Study
Parte IV – O Papel da Inovação
Parte V – “Spam”
Vídeo “Ideiando”
Parte I – Introdução
Parte II – Dez Forças que Achataram o Mundo
Parte III – IBM CEO Study
Parte IV – O Papel da Inovação
Parte V – “Spam”
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“We no longer have to replicate IBM from floor to ceiling in every country. We are optimizing
key operations in the right places in the world – eliminating redundancies and excess
overhead – and integrating those operations horizontally and globally. … This is about doing
the right tasks, with the right skills, in the right places.”
- Sam Palmisano, IBM CEO, May 20, 2005 Analyst Meeting
Parte I – Introdução
Parte II – Dez Forças que Achataram o Mundo
Parte III – IBM CEO Study
Parte IV – O Papel da Inovação
Parte V – “Spam”
1 2 3 4 5
Hungry Innovative Globally Disruptive Genuine,
for beyond integrated by nature not just
change customer generous
imagination
8 %
CHANGE
GAP*
22 %
CHANGE
GAP*
65%
61%
57%
Source: IBM Global CEO Study 2008; n (2006) = 709, n (2008) = 1104 * Difference or ‘gap’ between expected level of change needed and past success in managing change
Market Factors are still People Skills are as Technological Factors are
important but less dominant important as market factors steady at third position
84%
67%
48% 48%
42% 44% 41%
33% 35%
“Our inability to find talent has been an “External factors affect me and my competitors
inhibitor to growth globally.” equally. The differentiator is talent management.”
Lorman Correa, Presidente, Inelectra S.A. Hector Ruiz, Chairman & CEO, AMD
Source: IBM Global CEO Study 2008; n (2004) = 403, n (2006) = 760, n (2008) = 1130
Recommendations
Strategic Continue to build the expectations of continuous
and disruptive “damage” into the culture of the
organization
People Hire, recognize and retain visionary challengers
who are given freedom to infuse deep change
Process Develop processes to ensure viable new ideas
that can be quickly exploited
Develop process internally – and across partners
- that can adapt to frequently changing business
models
Technology Leverage technologies that create new and
disrupt current industry structures
Develop adaptive IT infrastructure to support
changing business models
Innovative Beyond
Customer Imagination
Negative
impact
No
impact
10%
22 %
INCREASE
20.4%
14%
16.7%
Positive
impact
Investment* past 3 Investment* next 3
76%
years years
“The rise of the informed and knowing consumer will “We must redefine our value proposition to
continue to have an impact regarding our go-to-market customers. Information and advisory content
priorities. We must know how to leverage new media. are becoming even more valuable than
We' ve been surprised by the impact that just a few traditional drivers.”
consumers can have with their blog entries.” H. Edward Hanway, Chairman & CEO, CIGNA Corp.
Rob Hurlbut, CEO, Attune Foods
Source: IBM Global CEO Study 2008, n = 609; * Total investments: all asset investments + all investments in R&D, marketing and sales
Recommendations
Strategic Build collaborative relationships with key
external partners and key customers for open
innovation
People Proactively approach customers to co-develop
ideas for mutual benefit
Process Develop and integrate processes and
guidelines for external partner management
Enable open innovation
Technology Leverage collaborative tools to support co-
development
Deliver technology platform to support open
innovation
Globally Integrated
Actively enter new markets 43% 37%37% 20% Defend your core
Grow through mergers & acquisitions 24% 50%50% 26% Grow organically
Recommendations
Strategic Adopt a proactive position across multiple
innovation levers to drive new value and maintain
market leadership
People Embed collaboration into performance
management system
Identify new business opportunities based on
global talent sourcing
Process Business services enable new market innovations
Enable processes to support open innovation
Leverage global “centers of excellence” to optimize
capability and delivery
Technology Create technology services to enable new market
innovations
Deliver technology platform to support open
innovation across the ecosystem
Disruptive by Nature
91% 73%
71%
57% 56%
36% 36%
38%
Work Within Focus on Intense New Pricing/Taxation Reconfigure Create Entirely Move Into New Redefine
Organization Differentiating Collaboration Structures and Models Product/Service/Value New Industries Industries Existing Markets
Activities with External Mix
U.S. pharmaceutical maker Eli Lilly and Company is constantly evolving its
business model
Bringing new medicines to market faster through integrated partner network
Recommendations
Strategic Constantly innovate across BMI dimensions to
maximize value creation
People Have an adaptable workforce that can sense,
anticipate and respond to changes
in the outside market
Process Allow for freedom in processes where needed
Implement rigorous idea stage-gating process
to select new BMI opportunities
Technology Fully exploit enabling power of technology in
transforming business models
Negative
25 %
INCREASE
impact
13.4%
11% 10.7%
No
impact
20%
Source: IBM Global CEO Study 2008, n = 609; * Total investments: all asset investments + all investments in R&D, marketing and sales
Recommendations
Strategic Identify and act upon opportunities to apply
firm capabilities to solve significant social
issues with positive commercial value
People Develop new business opportunities based on
investments in employee CSR innovations
Process Embed discussions of stakeholder value into
business decision processes
Technology Employ and enhance collaboration,
transparency and traceability capabilities
Create new technologies to address
opportunities
Vídeo “Green”
© Copyright IBM Corporation 2008
Agenda
Parte I – Introdução
Parte II – Dez Forças que Achataram o Mundo
Parte III – IBM CEO Study
Parte IV – O Papel da Inovação
Parte V – “Spam”
Parte I – Introdução
Parte II – Dez Forças que Achataram o Mundo
Parte III – IBM CEO Study
Parte IV – O Papel da Inovação
Parte V – “Spam”
Parceiros Funcionários
Clientes Comercial
Consultores P&D
Competidores Outros
Gerenciamento
de Projetos
Baixo
Insuficiente Desempenho
“Fazer Certo”