IBM‘s latest report on global CEOs – Leading Through Connections – makes fascinating reading and I commend it to you in extenso. It is packed with data and based on interviews with many hundreds of the top corporate (and some other) leaders.
But I have a problem. I just don’t find it very convincing. The answers are too good, too positive, too forward-looking. And on�the core issue of “leading through connections,” social, while the nostrums are as expected the evidence (as we know separately; see various earlier blogs here and much elsewhere) is that hardly any top CEOs (or CIOs! hard though that is to believe) are engaged with social at all. In fact, the evidence suggests that the Fortune 500 C-Suite is largely a social-free zone.�
My problem is that knowing this distracting fact undermines my confidence in the generally smooth prose of the report at large.
Read it, and read the social-usage evidence, and try to make sense of a situation that looks so good from the outside (or, should I say, from the inside; it’s the CEOs themselves who shaped the data in this document).
- The IBM CEO Study: The Directors Cut (dealarchitect.typepad.com)
- The Social Revolution: Customer Service and those who don’t get it(futureofbiz.org)
- Social Media is NOT necessary for the C-Suite . . .? (futureofbiz.org)
- Risk, Risk, Risk: Competitive Advantage, Value, and Knowledge in C21(futureofbiz.org)