Okay, I’ll admit it. I am a sucker for management research data, especially on trends shaping the modern workplace. Therefore it was with great interest that I tore into IBM’s most recent Global CEO Study, “Future of the Enterprise.”

The report contains enough data to keep a data miner digging for days, but what impressed me most was the design and layout. As someone who works with executives on their communications, this document serves as a template for how to articulate a point of view directly with simplicity and style. Reading this document will give any executive insights into how to structure her next presentation, be it a speech in front of one thousand or a written report to the board of directors. Here’s the process the IBM followed.

Have something important to say. The Global CEO Study, which surveyed more than a thousand CEOs, presents three clear, important conclusions: one, change “bombards” us and some are overwhelmed; two, demanding customers are an opportunity not a threat; and three, two-thirds of the CEOs are implementing innovations for their business models.

Organize your thoughts. Artistole wrote (and the Jesuits taught me) that when you have something important to say, tell it, explain it, and then tell it again. Simple, you bet! Simplistic, no way! From its executive summary through the chapters and case studies, this report is on target. It's also laid out cleanly, with plenty of white space to make skimming easy.

Use your data points carefully. Fundamentally, the Global CEO Study is a piece of research, but the report is sparing in its use of data. The graphics convey impact. Take the “change gap,” for instance. In 2006, 65% of CEOs expected substantial change; today 81% do. The 8% and 22% are “pulled out” for impact. The entire report follows the same formula, highlighting statistics that reinforce the conclusions.

Tell stories. The report is really the narrative of what CEOs think about the future. Case studies of companies that exemplify the chapters' topics augment the data. Nintendo serves as example of customer collaboration, Eli Lilly represents innovative business models, and Marks & Spencer represents corporate social responsibility.

Write sparingly and well. The prose is well-polished and to the point. While this document is professionally written, any executive who must write (or narrate) his own presentation can learn from this piece. Keep your sentences short and to the point.

Something else about this report is instructive. It offers clear implications for the research, transforming data from the abstract to the accessible. For example, the chapter on innovative business models offers conclusions such as, “thinks like an outsider, draws breakthrough ideas from other industries, and experiments creatively in the market, not just the lab.”

Communicating clearly and concisely is essential. Doing it with verve and vitality is an art form. This report does both and in the process educates, challenges, and stimulates thought, something all leaders must learn.