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Beyond its initial hype, and based on original new surveying, this paper explores the impact of metaverse on business in the medium to long-term.

IBM Institute for Business Value, in collaboration with Oxford Economics, surveyed 400 C-Suite executives, (CEOs, CIO/CTOs and CMOs) in the U.S. across 25 industries on their investments in metaverse, business cases and outcomes.

Despite the media hype, the majority of investment in metaverse is B2B.

Although the biggest impacts of metaverse are medium to long-term, there are benefits immediately accessible in the short-term.

More success is likely if organizations develop metaverse strategies with ecosystem partners.

Metaverse was extremely fashionable, now far less so. Both extremes are inappropriate. Metaverse, especially as a B2B strategy, has an important role to play in an organizations' strategy.

Many businesses are making investments in metaverse. They should continue.

Metaverse impacts extends beyond B2C applications into the B2B workplace.

This work is completely original, based on new data and analysis that has not been published elsewhere.

A recent IBM Institute of Business Value (IBV) global survey of 3,450 business leaders, conducted during the full force of the pandemic, explored which business capabilities executives are prioritizing, and how they ranked familiar concerns: cost management and cash flow management. This article urges that cost cutting should be viewed as a mechanism to redirect resources to enterprise transformation investments.

Article warns that an organization that wants to cut costs and not invest in transformation does not effectively serve an environment is which transformation is a mandate.

In the course of the pandemic crisis that disrupted supply chains, executives have realized an underappreciated aspect of ownership: it increases independence and buffers against outside shocks.

A central theme in the search for cost efficiency is the question of investment and ownership, or capital expenditure (CapEx), versus operating expenditure (OpEx).

In a reversal of the OpEx shift paradigm, executives state they plan to increase CapEx and decrease OpEx. Organizations with a high agility score invest almost one percentage point more in CapEx. Also, an increase in CapEx has a small but statistically significant effect on revenue growth.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This research paper looks at the elements underpinning employee satisfaction and loyalty, as well as how these are related to performance. The questionnaire results revealed that the IT consultant employees were overall satisfied or very satisfied, and in turn were loyal to their current company. This satisfaction drove good job general job performance, but didn’t have the same impact on task performance. Managers are advised to acknowledge and strive to meet the needs of their employees at a human level by deploying empathy and by viewing each individual as being unique, as opposed to just a job role holder.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

IBM Institute for Business Value research suggests five key discoveries for the post-pandemic business landscape offering new perspectives on digital transformation, the future of work, transparency and sustainability.

The data referenced in this report were collected from a number of surveys: The IBM Institute for Business Value, in collaboration with Oxford Economics, surveyed 3,450 executives in 20 industries and 22 countries from April to June 2020. The IBM Institute for Business Value, again in collaboration with Oxford Economics, conducted in July and August 2020 an Executive Pulse survey of 400 CEOs, CIO/CTOs, COOs and Chief Transformation Officers in the US across 20 industries. The IBM Institute for Business Value has fielded a survey instrument with Survey Monkey since April 2020 with more than 50,000 adult respondents across eight countries.

Analysis confirms that the business competencies that account for the largest part of an organization’s expected growth are those centered on employees and customers.

The survey data also point to greater reliance on platform business models and partner networks.

The research highlights a gaping chasm between what executives think they are offering their employees and how those employees feel.

Most recent C-suite surveying suggests current applications of generative AI, although hyped, are fragmented and unlikely to yield major financial returns anticipated. Instead, business leaders expect major value from generative AI will be achieved through application of generative AI to innovation: operational innovation, product and service innovation, and most elusive of all, business model innovation.

Findings and analysis presented draws on data from several surveys of C-level executives conducted by IBM Institute for Business Value in collaboration with Oxford Economics during 2023. Each survey focused on the potential of generative AI in a particular business area. The n-count of each survey ranged from 100-3000.

1. Business leaders expect generative AI to build on returns achieved from investments in traditional AI, with 10 percent RoI expected on generative AI investments by 2025. 2. Executives anticipate that generative AI will have most impact when implemented to expand innovation. 3. Specific examples provided for operational innovation, product innovation, and business model innovation

We are still very early in the generative AI development cycle. We have made best efforts to project, but only time will tell for sure.

Business application of generative AI are extremely fragmented. Despite the desire to throw investments at the wall to see what sticks, it is important that leaders take a structured approach to generative AI, focusing on RoI from innovation investments.

To alleviate negative impacts of generative AI, focusing on innovation potential and value maximization is crucial.

This research is based on completely new surveying and data. This papers adds to the sum total of new knowledge in the generative AI domain.