Webcast:
The IBM CEO Study 2008 represents a unique window into the ideas and concerns from senior leaders from 40 countries around the globe. Based on interviews with 1,130 CEOs across industries and geographies, the study provides unique insight into the issues that separate organizational success from failure. Across industries, geographies and organizations of different sizes, the view was surprisingly similar — the Enterprise of the Future is:
- Hungry for change and disruptive by nature
- Innovative beyond customer imagination
- Globally integrated
- Genuine, not just generous
Each of these dimensions has clear implications for today's workforce. Without addressing the employee implications of change, innovation, globalization and corporate social responsibility, organizations have little hope for executing the strategies that CEOs have deemed critical to future success. Based on our consulting experience and research in human capital management, we see very clear opportunities for organizations to apply the lessons from the CEO study in managing and developing a workforce that can drive the Enterprise of the Future.
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Presenters
Eric Lesser is the Research Director with IBM's Institute for Business Value, where he is responsible for a global team of over 50 professionals that drive IBM's research and thought leadership on strategic business issues. Previously, as Associate Partner Mr. Lesser was responsible for global research and thought leadership on workforce effectiveness and human capital issues, including workforce and talent management, knowledge management and collaboration, learning and development and the future of the HR organization. Mr. Lesser also led the Knowledge and Organizational Performance Forum, an IBM-sponsored consortium focused on knowledge and human capital issues. In this role, Mr. Lesser managed multi-client studies on knowledge strategy, communities of practice, knowledge retention and customer knowledge issues. As a consultant, he has worked with clients in the financial services, legal, technology and government sectors on a number of knowledge and organization change issues.Mr. Lesser speaks frequently on the topics of knowledge, collaboration and human capital in organizations and has most recently edited (with Laurence Prusak) Creating Value with Knowledge: Insights from the IBM Institute for Business Value, published by Oxford University Press. He has also edited Knowledge and Social Capital and co-edited Knowledge and Communities, both published by Butterworth-Heinemann in 2000. Mr. Lesser has also written numerous articles, including:
- "Time Well Spent: Addressing the Challenges and Opportunities of the Maturing Workforce" in International Human Resources Information Management Journal (March/April, 2006)
- "HR Challenges of Back Office and Customer Care Centers in Emerging Economies" in the International Human Resources Information Management Journal (March/April, 2005)
- "Knowledge and the Supply Chain" Inside Supply Management (April, 2005)
- "Nurturing Interpersonal Trust in Knowledge-Sharing Networks" in The Academy of Management Executive (November, 2003)
- "What Are Your Customers Saying?" in Marketing Management (November/December 2002.)
- "Preserving Knowledge in an Uncertain World" in the Sloan Management Review (Fall, 2001)
- "Communities of Practice and Organizational Performance" in the IBM Systems Journal (Winter, 2001)
- "Using Communities of Practice to Manage Intellectual Capital" in the Ivey Business Journal (March/ April 2001)
- "Managing Customer Knowledge" in the Journal of Business Strategy (Nov/Dec, 2000)
- "Using Organizational Knowledge to Redesign Work" in Knowledge Management Review (May/June, 1998).
He has been quoted in a number of publications including the Wall Street Journal, Financial Times, Australian Financial Review, Washington Business Journal, Chicago Tribune, Atlanta Business Chronicle, Knowledge Management, Government Executive, Training, Knowledge Management Review and Computing (UK).Prior to joining IBM, Mr. Lesser was a consultant with Mercer Consulting Group, where he worked for Mercer Management Consulting and William M. Mercer's Health Care Provider Consulting practice. While at Mercer, he served as a project manager and lead consultant on a number of assignments, including reengineering, new product development, organization strategy and design, and change management efforts. Prior to joining Mercer, Mr. Lesser worked as a consultant for Andersen Consulting in its Change Management practiceMr. Lesser received his MBA from Emory University, where he was a Robert W. Woodruff Fellow. He graduated summa cum laude from Brandeis University in Economics. Mr. Lesser has also studied at the London School of Economics and Political Science. He is a member of Phi Beta Kappa and Beta Gamma Sigma.