IBM Institute for Business Value
IBM Global Business Services
Executive Report
Strategy and Change
After the crisis: What now?
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 Services toprovide 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.
In the wake
o the recent economic crisis, companies worldwide arescrambling to prepare or growth in an increasingly complex atmosphere. As they seek a trajectory or success in the post-crisis environment, what can organizations do tohelp them successully manage uncertainty and complexity and, ultimately, ostergrowth? We believe the answer involves decisive actions designed to preempt scarcity,drive cost efciency through productivity and agility, and seek targeted and innovativeapproaches to revenue growth.
Action amid uncertainty
The inancial industry meltdown and subsequent globaleconomic crisis were perhaps the biggest economic disruptorsin recent history. While the inancial system seems to havestabilized and a number o economies are positioned orgrowth, the overall economic environment remains highly volatile.Economists continue to speculate whether the economy isindeed on a road to recovery or whether it will experiencea stall, a urther downturn or “its and starts.” Regardless o which scenario is accurate, one thing is clear: today’s businessenvironment is increasingly complex and uncertain, withorganizations acing increased global interconnectedness,accelerated industry transormation, growing volumes o dataand rapidly evolving customer preerences (see Figure ).
By Saul J. Berman, Richard Christner and Ragna Bell
Sources: IBM Institute for Business Value analysis; Taleb, Nissam Nicholas.
The Black Swan, The Impact of the Highly Improbable.
New York: RandomHouse, 2007.
Figure 1:
Increasing uncertainty and complexity in today’s businessenvironment.
Data overload ProtectionismNetworked economy Complex interdependenciesGovernment hand in business
Black swans
Demographic shiftsCredit constraintsIndustry restructuringPrice instability
- Exchange rates- Commodity prices
- Infation
Debt overload End to stimulusSovereign defaults
Pre-crisis
Uncertainty
C o m p l e x i t y
“We don’t know whatwe don’t know.”
- Nicholas Taleb
Business environment
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After the Crisis: What Now?
http://www.ibm.com/services/c-suite/insights/index.html?cmp=usbrb&cm=c&csr=wp-crisis&cr=scribd&ct=usbrb301&cn=agus_csuitecd-20100721
Despite the multitude of challenges organizations face, companies must be prepared to act decisively and remain flexible enough to adapt to constantly changing conditions. This paper, After the Crisis: What now? outlines our latest thinking… (More)
Despite the multitude of challenges organizations face, companies must be prepared to act decisively and remain flexible enough to adapt to constantly changing conditions. This paper, After the Crisis: What now? outlines our latest thinking… (More)
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