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Cited by 269Business Strategies and InnovationInnovation and Knowledge ManagementService and Product Innovation

The DOI matches its Crossref record.

“IBM's global CEO report 2006: Business model innovation matters

Pohle, George, Chapman, Marc·2006·Strategy & Leadership
DOI 10.1108/10878570610701531
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Abstract

Purpose To ascertain whether the choices CEOs were making about particular types of innovation and key enablers had any correlation with financial performance, IBM looked at a subset of our sample where publicly reported financial information was available. Design/methodology/approach The findings in this report are based on in‐depth, consultative interviews on the topic of innovation with 765 CEOs, business executives and public sector leaders from around the world. Findings For a subset, the authors compared their financial performance to that of an industry‐accepted list of their nearest competitors (up to ten companies with similar revenue and publicly available information). Some of their competitors were CEO study participants, but most were not. By taking a five‐year view, the researchers were able to identify which companies outperformed and under‐performed the average revenue growth, operating margin growth and historical operating margins of their closest competitors. Research limitations/implications Throughout the analysis, IBM used these top‐half and bottom‐half groupings to look for notable financial correlations. In this report, the term outperformers refers to the study participants that are in the top 50 percent based on this competitive comparison, and under‐performers are those that fall in the bottom 50 percent. Practical implications The authors report on how business leaders are seeking and finding new ways to adapt their business models to remain competitive in their current industry – or to seek growth by entering new industries. Originality/value Companies focusing on business model innovation have enjoyed significant operating margin growth, while those using products/services/markets and operational innovation have sustained their margins over time.

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Metadata

Authors
Pohle, G., & Chapman, M.
Affiliations
IBM (United States) (US)
Venue
Strategy & Leadership
Publisher
Emerald
Published
2006-09-01
Volume
34
Issue
5
Pages
34-40
ISSN
  • 0094-064X (ISSN-L)
  • 1087-8572
DOI
10.1108/10878570610701531
OpenAlex
W2050058009
Cited by
269
References
0
Citations by year
2026: 2 · 2025: 14 · 2024: 9 · 2023: 19 · 2022: 13 · 2021: 14 · 2020: 22 · 2019: 18 · 2018: 21 · 2017: 41 · 2016: 15 · 2015: 23 · 2014: 21 · 2013: 13 · 2012: 5
FWCI
5.52
Type
journal article
Language
en
Open access
closed
Licence
www.emerald.com/insight/site-policies (tdm)
Locations
Strategy and Leadership (publishedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Business Strategies and Innovation
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
  • Social Sciences › Business, Management and Accounting › Marketing › Service and Product Innovation
Keywords
business model innovation, CEO decision-making, financial performance, product innovation, service innovation, market innovation, operational innovation, enterprise competitiveness, industry entry

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