IBM Global Business Services
Executive Report
IBM Institute for Business Value
Inheriting a complex world
Future leaders envision sharing the planet
Strategy and Change
IBM Institute for Business Value
IBM Global Business Services, through the IBM Institute or Business Value, developsact-based strategic insights or senior executives around critical public and privatesector issues. This executive report is based on an in-depth study by the Institute’sresearch team. It is part o an ongoing commitment by IBM Global Business Servicesto provide analysis and viewpoints that help companies realize business value. You may contact the authors or send an e-mail to iibv@us.ibm.com or more inormation. Additional studies rom the IBM Institute or Business Value can be ound atibm.com/iibv
Introduction
“Organizations need to start
looking at the world as i they were standing on the moon. Driving innovation, managing andanalyzing data, and delivering value to customers – all with a global view – will lead tothe most successul organizations.”
– Student, United States
Introduction
Since 2004, IBM has published a Global CEO Study every two years to understand and articulate the goals o leaders worldwide. In 2010, or the rst time, we supplemented insightrom our CEO Study, published in May, with the GlobalStudent Study 2010.
1
We asked college aculty and administrators to invite graduateand undergraduate students to participate in a Web-basedsurvey between October 2009 and January 2010. We receivedover 3,600 responses rom students in more than 40 countriesacross the world (see Figure
1
).
2
By asking students many o the same questions we askedCEOs, we were able to discern areas o commonality anddierence. Side by side, these two studies provide views o leadership as experienced by two distinctly dierent groups,as well as implications or the uture.In a ew short years, the “Millennial” generation, sometimescalled “Generation Y,” will make up hal o the workorce worldwide
.
3
In light o our respondents’ relative inexperience(88 percent have under ve years o proessional experience),their viewpoints about private and public organizations may betempered over time. However, there is a growing body o research suggesting that the attitudes, behaviors and leadershipstyles o Millenials – tomorrow’s leaders – will be markedly dierent than previous generations
.
4
Figure 1:
Globally 3,619 students responded to the online survey.
RegionsEducation
Japan
4%
PhD
3%
MBA
13%
Graduate(non-MBA)
27%
Growth markets*
50%
North America
25%
Europe
21%
Other
4%
Undergraduate
52%
*Growth markets include Latin America, Asia Pacic (excluding Japan),
Middle East and Africa.
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