CEOs Turn to Tech in a Newly Connected Enterprise

There is a glib and massively over-used phrase that permeates consulting: ‘What keeps CEOs awake at night?’. Ten years ago however, IBM's consulting arm—Global Business Services—started sitting down with thousands of CEOs to explore a far more pressing agenda; that being what CEOs are doing by day to differentiate their organizations, to transform their businesses and succeed in an increasingly complex and competitive global environment.

Joe Kornik | October 11, 2012

By John Granger

CEOs Turn to Tech There is a glib and massively over-used phrase that permeates consulting: 'What keeps CEOs awake at night?'. Ten years ago however, IBM's consulting arm—Global Business Services—started sitting down with thousands of CEOs to explore a far more pressing agenda; that being what CEOs are doing by day to differentiate their organizations, to transform their businesses and succeed in an increasingly complex and competitive global environment.

A decade on, IBM recently published the results of its 2012 Global CEO Study, the fifth of its biennial deep-dive examinations into the attitudes and opinions of global business leaders.

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