How “Dynamic CEOs” outperformed by adopting a transformation mindset

Abstract

Purpose

The recent IBM Institute for Business Value CEO survey of 3,000 chief executives globally offers insight into CEO attitudes and behaviors in order to discern the strategies and actions most highly correlated to successful digital transformation and performance.

Design/methodology/approach

The IBM Institute for Business Value, in collaboration with the Oxford Economics, surveyed 3,000 CEOs and senior public sector executives between September and November 2020. The analysis identified a group of CEOs whose outlook on transformation and success with digital implementation sets them apart from others.

Findings

These Dynamic CEOs, who represent 38 percent of all commercial leaders in the IBM IBV research, shared two crucial insights: that traditional business models no longer differentiate their organizations; their organization?s digital transformation journey will never be complete.

Practical/implications

These Dynamic CEOs are almost 70 percent more likely to lead high performing organizations than other top leaders.

Originality/value

Almost 90 percent of Dynamic CEOs expect their business and IT investments to deliver a material improvement in business performance over the next three years, with the greatest emphasis on investments in customer experience improvement, decision-making processes and business agility.

Citation

Cooney, H., Korsten, P. and Marshall, A. (2021), "How “Dynamic CEOs” outperformed by adopting a transformation mindset", Strategy & Leadership, Vol. 49 No. 4, pp. 25-30. https://doi.org/10.1108/SL-06-2021-0055