·
For CEOs and their organizations, avoiding
complexity is not an option — the choice comes in how they respond to it. Will
they allow complexity to become a stifling force that slows responsiveness,
overwhelms employees and customers, or threatens profits?
· 2010 IBM Global
CEO Study
How do you respond to these statements?
Today's business environment is unpredictable,
uncertain and increasingly complex. Most business environments are expected to grow
significantly more complex but only a handful of businesses are equipped to
deal with it successfully. Complexity of an interconnected world is aggravated
by a number of factors. For example, CEOs expect revenue from new sources to
double over the next five years and some of the CEOs foresee the shift of
economic power to rapidly developing markets.
According to some researches done by the
IBM global CEO study, they say that the expected impact of technology on
organizations has risen from 6th to 2nd place in importance, revealing that
CEOs understand that technology and the interconnection of the world's
infrastructures is contributing to the complexity they face, and also reveals
that they need more technology-based answers to succeed in a world that is
massively interconnected.
According to my view, CEOs should learn to
respond swiftly with new ideas to address the deep changes affecting their
organizations. They should target to get
closer to customers as their most important strategic initiative over the
future - using Web, interactive and social media channels to rethink how they
engage with customers and citizens. They should view the historic explosion of
information and global information flows as opportunities, rather than threats.
Vast complexity is further intensified by
regional differences. These regional variations also compound the complexities
with which CEOs must contend. The differences of opinion about what changes to
make, the new skills will be needed and how to succeed in the new economic
environment should also be taken into consideration.
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