How are CEOs coping with 21st-century changes?

IBM recently interviewed global leaders, including education respondents in 13 countries. It published its findings in “Capitalizing on Complexity,” which included four primary insights into how global leaders think they will fare in a technologically transitional marketplace:
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IBM recently interviewed global leaders, including education respondents in 13 countries. It published its findings in “Capitalizing on Complexity,” which included four primary insights into how global leaders think they will fare in a technologically transitional marketplace:

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1 The vast majority of CEO s anticipate even greater complexity in the future, and more than half doubt their ability to manage it.

2 CEO s believe that creativity is the most important leadership quality. Creative leaders encourage experimentation and make deeper business-model changes to realize their strategies, take more calculated risks, and keep innovating in how they lead and communicate.

3 The most successful organizations co-create products and services with customers and integrate customers into core processes.

4 Better performers manage complexity on behalf of their organizations, customers, and partners. They do so by simplifying operations and products and increasing dexterity to change the way they work, access resources, and enter markets around the world.

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