What do enterprises need to do to develop the competencies to cope effectively with the increasing level of global complexity? What competencies are needed? How are those competencies developed? What role does HRM play in defining these competencies and in developing them? Introductory letter from the [IBM] Chairman (Samuel J. Palmisano):

In a very short time, we've become aware of global climate change; of the geopolitical issues surrounding energy and water supplies; of the vulner¬ abilities of supply chains for food, medicine and even talent; and of sobering threats to global security.

The common denominator? The realities —and challenges—of global inte¬ gration.

We occupy a world that is connected on multiple dimensions, and at a deep level —a global system of systems. That means, among other things, that it is subject to systems-level failures, which require systems-level thinking about the effectiveness of its physical and digital infrastructures.

It is this unprecedented level of interconnection and interdependency that underpins the most important findings contained in this report. Inside this revealing view into the agendas of global business and public sector leaders, three widely shared perspectives stand in relief:

B The world's private and public sector leaders believe that a rapid escalation of "complexity" is the biggest challenge confronting them. They expect it to continue—indeed, to accelerate—in the coming years.

E They are equally clear that their enterprises today are not equipped to cope effectively with this complexity in the global environment.

B Finally, they identify "creativity" as the single most important leadership competency for enterprises seeking a path through this complexity.