{"id":53074,"date":"2016-01-08T11:44:45","date_gmt":"2016-01-08T16:44:45","guid":{"rendered":"http:\/\/danielschristian.com\/learning-ecosystems\/?p=53074"},"modified":"2016-01-08T11:45:51","modified_gmt":"2016-01-08T16:45:51","slug":"is-the-next-uber-coming-your-way-ibms-global-c-suite-study","status":"publish","type":"post","link":"https:\/\/danielschristian.com\/learning-ecosystems\/2016\/01\/08\/is-the-next-uber-coming-your-way-ibms-global-c-suite-study\/","title":{"rendered":"Is the next Uber coming your way? [IBM’s Global C-suite Study]"},"content":{"rendered":"

Is the next Uber coming your way?<\/strong><\/a> — from ibm.com IBM’s Global C-suite Study<\/p>\n

Excerpt:<\/em><\/p>\n

This report is IBM\u2019s second study of the entire C-suite and the eighteenth in the ongoing series of CxO studies developed by the IBM Institute for Business Value. We now have data from more than 28,000 interviews stretching back to 2003. Our latest study draws on input from:<\/p>\n

Chief Executive Officers (CEOs): 818
\nChief Finance Officers (CFOs): 643
\nChief Human Resources Officers (CHROs): 601
\nChief Information Officers (CIOs): 1,805
\nChief Marketing Officers (CMOs): 723
\nChief Operating Officers (COOs): 657<\/p>\n

…<\/p>\n

Innovations that harness new technologies or business models, or exploit old technologies in new ways, are emerging on an almost daily basis. And the most disruptive enterprises don\u2019t gradually displace the incumbents; they reshape entire industries, swiftly obliterating whatever stands in their way. So how are C-suite executives (CxOs) tackling the threat of competition from companies in other sectors or with very different business models? Our latest study explores what they think the future holds, how they\u2019re identifying new trends and how they\u2019re positioning their organizations to prosper in the \u201cage of disruption.\u201d<\/p>\n

 <\/p>\n

\"NextUberComingYourWay-IBM-2015\"<\/a><\/p>\n

 <\/p>\n

From DSC:<\/em><\/span>
\n Is looking out for the next Uber just something that corporations\/businesses should be doing? Isn’t this true for us as individuals as well?<\/strong> That is, aren’t our jobs\/positions vulnerable to disruption as well? As our organizations go, so we often go.\u00a0 As such, should we leave the pulse checking to others or should we be developing these types of skills ourselves? That is, shouldn’t our own gazes be set on the horizons so that we aren’t broadsided as individuals?\u00a0 <\/span><\/p>\n

Given the pace of change and given that more of us are freelancing, <\/span>this is why I think that we need more such training within K-12 and higher education — programs that focus on pulse checking a variety of landscapes. Futurism is not gazing into some magic ball; such skills can be useful today.<\/span>
\n<\/span><\/p>\n

 <\/p>\n

 <\/p>\n

\"DanielChristian-MonitoringTrends\"<\/p>\n

 <\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

Is the next Uber coming your way? — from ibm.com IBM’s Global C-suite Study Excerpt: This report is IBM\u2019s second study of the entire C-suite and the eighteenth in the ongoing series of CxO studies developed by the IBM Institute for Business Value. We now have data from more than 28,000 interviews stretching back to […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[113,314,318,387,473,86,209,112,200,72,143,287,37,35,547,419,458,180,239,44,436,310,212,460,38,321,299],"tags":[],"class_list":["post-53074","post","type-post","status-publish","format-standard","hentry","category-21st-century","category-asia","category-australia","category-business","category-canada","category-change","category-changing-business-models","category-corporate-business-world","category-corporate-universities","category-daniel-s-christian","category-disruption","category-europe","category-future","category-game-changing-environment","category-ibm","category-ideas-teaching","category-india","category-innovation","category-new-business-models","category-pace-of-change","category-reinvent","category-staying-relevant","category-surviving","category-technology-general","category-uk","category-united-states","category-workplace"],"_links":{"self":[{"href":"https:\/\/danielschristian.com\/learning-ecosystems\/wp-json\/wp\/v2\/posts\/53074","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/danielschristian.com\/learning-ecosystems\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/danielschristian.com\/learning-ecosystems\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/danielschristian.com\/learning-ecosystems\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/danielschristian.com\/learning-ecosystems\/wp-json\/wp\/v2\/comments?post=53074"}],"version-history":[{"count":4,"href":"https:\/\/danielschristian.com\/learning-ecosystems\/wp-json\/wp\/v2\/posts\/53074\/revisions"}],"predecessor-version":[{"id":53080,"href":"https:\/\/danielschristian.com\/learning-ecosystems\/wp-json\/wp\/v2\/posts\/53074\/revisions\/53080"}],"wp:attachment":[{"href":"https:\/\/danielschristian.com\/learning-ecosystems\/wp-json\/wp\/v2\/media?parent=53074"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/danielschristian.com\/learning-ecosystems\/wp-json\/wp\/v2\/categories?post=53074"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/danielschristian.com\/learning-ecosystems\/wp-json\/wp\/v2\/tags?post=53074"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}