This document discusses collaboration between academicians and practitioners to enhance accounting knowledge through network-centric approaches. It outlines principles of wikinomics and network-centric competition that emphasize openness, sharing, and leveraging global networks. Examples are provided of how companies like Boeing, Salesforce, and Li & Fung create value through networked partnerships. The document argues that academicians can add value across all aspects of the value creation process for companies. Applying a network-centric model to accounting knowledge development could involve academicians providing expertise to address real-life issues while practitioners provide feedback to enhance teaching. Successful collaboration requires understanding each other's motivations and constraints.
ICTLabs™ International is a new initiative, it is a company represents the interest of high profile Technology Syndicate working to enhance the ICT foundation and industries in the emerging market, through establishing local initiatives aimed at R&D output commercializing, attracting foreign investment into emerging markets, developing the means to transfer technology and facilitate technology diffusion.
My task is to promote the concept of ICT for Development via creating the ecosystem that all the Technology partners will collaborate through, for both funding the Technology Research & Development or adopting the Information & Communication Technology programs. I’m a member of the Foundation Committee and the Directors Board as well.
ICTLabs™ International is a new initiative, it is a company represents the interest of high profile Technology Syndicate working to enhance the ICT foundation and industries in the emerging market, through establishing local initiatives aimed at R&D output commercializing, attracting foreign investment into emerging markets, developing the means to transfer technology and facilitate technology diffusion.
My task is to promote the concept of ICT for Development via creating the ecosystem that all the Technology partners will collaborate through, for both funding the Technology Research & Development or adopting the Information & Communication Technology programs. I’m a member of the Foundation Committee and the Directors Board as well.
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This document brings together a set
of latest data points and publicly
available information relevant for
Digital Customer Experience
Industry. We are very excited to share
this content and believe that readers
will benefit from this periodic
publication immensely.
The Research & Development training programme will increase R&D skills within your business, giving you the information, knowledge and improved practices your business needs to succeed. This high quality training programme is an essential, flexible and rewarding experience.
Studies have shown that companies that invest in Research & Development (R&D) grow and prosper regardless of how competitive their markets may be.
For eligible organisations, it is being fully funded by the European Social Fund so there is no cost to you.
business development strategies,
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Digital maturity matters
It matters in every industry
And the approaches that digitally mature companies use can be adopted by any company that has the leadership drive to do so
The future is arriving quickly. Take action now to create your own digital advantage
Proposal for a Tech Incubator in Peel RegionIT Club GTA
Bjoern Kingsley and Jason Lavigne are proposing developing a 6,500 square foot ICT Business Incubator offering the Region of Peel services including: business incubation and acceleration; public-private funding and collaboration in the areas of business and technology development, research and education; mentorship and coaching for entrepreneurs; focus programs for female tech entrepreneurs and foreign investors, businesses and talent.
Proud to be one of the speakers at the CWI 2021 Global #DigitalHR Conference & Analytics on 23rd -25th March.
"Going Digital" means winning people hearts and brains so that they embrace new Digital Technologies.
And Digital Transformation will bring a sustainable competitive advantage to organizations as long as their employees and partners desire to embed it permanently in their daily behaviors.
Are we ready?
Companies that have set up ‘Global Business Services’
have significantly boosted their support functions
performance, optimizing the cost-quality trade off through
efficiency improvements and a clear shift towards a
strong and compelling value proposition to the business.
With this major transformation, Next Generation Shared
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partners of business operations, and not just providers of
services.
Cloud Computing Asia Pacific Congress 2010Cindy Chow
Cloud APAC will bring together 500+ active buyers and serves as the most efficient and effective platform to drive growth and innovation in the cloud computing landscape in Asia Pacific Market
This document brings together a set
of latest data points and publicly
available information relevant for
Digital Customer Experience
Industry. We are very excited to share
this content and believe that readers
will benefit from this periodic
publication immensely.
The Research & Development training programme will increase R&D skills within your business, giving you the information, knowledge and improved practices your business needs to succeed. This high quality training programme is an essential, flexible and rewarding experience.
Studies have shown that companies that invest in Research & Development (R&D) grow and prosper regardless of how competitive their markets may be.
For eligible organisations, it is being fully funded by the European Social Fund so there is no cost to you.
business development strategies,
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Digital maturity matters
It matters in every industry
And the approaches that digitally mature companies use can be adopted by any company that has the leadership drive to do so
The future is arriving quickly. Take action now to create your own digital advantage
For Companies who want to build agile networks, the Digital Team Platform delivers Digital Leadership Capabilities which enables dynamic value creation trough the collective intelligence of cross-boundary interactions and cooperation.
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Collaboration Between Academicians And Practitioners In Enhancing Accounting Knowledge
1. Collaboration between Academicians and Practitioners in Enhancing Accounting Knowledge Nik Mohd Hasyudeen Yusoff CEO and Thought Leader, Inovastra Competitiveness Through Innovation and Strategy
2. Agenda Wikinomics Network-Centric competition Value creation through networks Applying the network-centric concepts in accounting knowledge development Concluding thoughts
3. Wikinomics A business: Need to serve customers Need to be ahead of competition Business environment keeps on changing Affected by global developments Stakeholders beyond shareholders Innovation is key Profit is the result of risk taking
4. Wikinomics Inovastra’s view of value creation Leadership Strategy Values Value proposition Internal resources Value creation Customers People Processes Functionality Platform Intellectual assets Feelings Physical resources Financials Protocol External network Business partners Institutional partners
5. Politics Your Competitors Your Competitors Economy Your Customers Your Customers Your Customers Society Technology Your Business Your Suppliers Your Network Partners Environment Wikinomics
6. Wikinomics “Thanks to Web 2.0, companies are beginning to conceive, design, develop, and distribute products and services in a profoundly new ways. The old notion that you have to attract, develop and retain the best and the brightest inside your corporate boundaries is becoming null. With the cost of collaboration falling precipitously, companies can increasingly sources ideas, innovations, and uniquely qualified minds from a vast global pool of talents”
7. Wikinomics Principles of Wikinomics Being open – Need to be competitive requires access to global talent pool, more open standards being used, more transparency Peering – succeeds because it leverages self-organization , a style of production that is based on sharing, participation and recognition
8. Wikinomics Principles of Wikinomics Sharing– Smart firms are treating intellectual property (IP) like a mutual fund — they manage a balanced portfolio of IP assets, some protected and some shared Acting Globally - The new globalisation is both causing and caused by changes in collaboration and the way firms orchestrate capability to pioneer and produce things. Winning companies will need to know the world, including its markets, technologies and people
9. An enterprise vertically structured Vertical Integration? Market 1 Direct present Market 2 Market 3 Direct present Direct present Network-Centric Competition
10. Network-Centric Competition An Enterprise leveraging on network Network- Centric? Market 1 Direct present Service Platform Owner Market 2 Market 3 Network Partner Network Partner
11. Network-Centric Competition Business Services Firm 3 Business Services Firm 1 Yes, we have solutions! Problems Subject Matter Expert Clients Knowledge provider Business Services Firm 2 Sorry, no capability
12. New services to new clients based on partner’s capabilities Business Partner New Clients New services based on partner’s capabilities Business Services Firm Existing Clients Existing services based on existing capabilities New services based on newly acquired capabilities Business Partner New Clients New services to new clients based on partner’s capabilities and new distribution channels Network-Centric Competition
15. Could an enterprise build strategic relationships with like-minded enterprises to serve common customers or markets? What would bind these enterprises together? Who should lead the network? What are the reasons for this right of leadership? How would the members of the network benefit from the network? How should an enterprise structure itself internally to be effective in the network? Value Creation Through Networks
16. Leadership – willingness to share strategic issues and rely on network partners based on agreed parameters Team – ability to understand the strategic relationship and execute plans holistically, need to do away with “Not Invented Here” and “We Know Everything” syndromes Internal processes and procedures need to be change to accommodate the network-centric strategy – training and re-training needed Value Creation Through Networks
17. The Big-4 accounting firms are competing on Network-to-Network basis Global leadership but innovative structure to accommodate various domestic regulation Offers diversified range or services and some do not identify themselves as accounting practices but just by their brands Experts need not necessarily reside in all firms but could be brought into the picture from various offices and jurisdictions Share knowledge-base, intellectual assets, business platforms but RISKS are confined to respective jurisdictions Sharing P&L on regional basis Value Creation Through Networks
18. Boeing 787 Dreamliner project: Boeing (network leader) assembled global partners it trust to create the plane, from concept to production Designs and development not only outsourced to partners, they made financial investment as well Part of the strategy to shift Boeing from being a manufacturer to a designer and assembler of airplanes Facilitated by a sophisticated virtual Global Collaboration Environment system Trust and shared understanding developed across all members of the network Value Creation Through Networks
19. Salesforce.Com – Leader in software as a service Salesforce.Com offers CRM system and provides the platform for external developers to build applications on The network leader is Salesforce who own the technology and make decisions on the platform Partners develop applications that compliment the core CRM and manage their on IPs Value Creation Through Networks
20. Li & Fung – world largest sourcing company which does not own a single factory It assumes itself as a “network orchestrator”, working with more than 8,300 suppliers serve by more than 70 outsourcing offices in more than 40 countries and territories Li & Fung develops and manages networks and designs and manages specific supply chain to meet specific customer needs Value Creation Through Networks
21. The principles applied by Li & Fung in orchestrating network are: Design and manage networks – competing through networks, the best supply chain will win Control through empowerment – empowerment, trust, training and certification to bind the network together, entrepreneurship is encouraged Create value through integration – bridging borders and leveraging on company’s value and intellectual property across the network Value Creation Through Networks
22. InnoCentive – an open innovation community which provide solutions to tough business, science and product development Launched by pharmaceutical giant Eli Lilly, a match making system links experts to unsolved R&D problems, allowing link to global experts without the need to hire them This approach recognises the fact that not all the smart people in the world works for a particular organisation Value Creation Through Networks
23. International Enterprise Singapore iPartners programme Encourages Singapore companies to band together in pursuing international projects This would allow the consortia to: Combine resources Provide holistic solutions to customers Achieve economic of scale Lead by anchor companies which act as network leader and orchestrate the activities of the network members Aims to secure more than $3 billion in the next 5 years Value Creation Through Networks
27. Applying the network-centric concepts in accounting knowledge development More academic issues to build up competency Feedback to enhance the teaching of new accountants Academicians Real life issues with real implications Mixture of real life and academic issues
28. Opportunities for academicians to add value to each components of the value creation process is huge but this need to be viewed beyond a specific knowledge concentration Leadership Strategy Values Value proposition Internal resources Value creation Customers People Processes Functionality Platform Intellectual assets Feelings Physical resources Financials Protocol External network Business partners Institutional partners Applying the network-centric concepts in accounting knowledge development
29. Financial And Business Reporting Supply Chain Source: XBRL International Even financial Reporting could provide ample opportunities for value add Applying the network-centric concepts in accounting knowledge development
35. Applying the network-centric concepts in accounting knowledge development Corporations should leverage on the skill sets and knowledge based of academicians in exploring opportunities for innovation Academicians must appreciate that they need to add value to the corporations when provided research and consulting opportunities The skill sets required need not necessarily be from one source or limited to Malaysia only Both sides should understand the motivation and constraints of each side to ensure a successful collaboration Shared objectives and goals are critical, this may require long term relationship development Need be, conventional wisdom need to be challenged in order for this country to progress
36. Moving Forward Thoughts The sustainability of a business is dependent on how far it could innovate to create value to the market it serves and be relevant to the surrounding community Companies are now more open towards collaborative approach instead of relying on internal resources per se
37. Moving Forward Thoughts Network-centric value creation and competition would be more apparent in the future This creates opportunities for academicians to be involved in many ways However, understanding the needs of the practitioners would be key to a successful partnership
38. Moving Forward Thoughts Corporations on the other hand need to understand then constraint and motivations of academicians of formulating the collaboration Having a clear outcomes in mind which benefits both the academicians and corporations would be critical in a successful partnership