The Web has changed the core economic principles of strategic management and competitive advantage. Do you understand how digital, social media. mobile, transaction cost, network economics and big data analytics have transformed global strategy for Fortune 50 corporations, midmarket companies and startups. Are your company's leaders savvy about Big Data, win-win open ecosystems, network effects, Web 2.0 business models and the updated eco-version of "stone soup" -- crowdsourcing, crowdfunding, innovation jamming and collaborative consumption? Examples include Skype, Apple, Google, Amazon, IBM, Cisco, Intuit, Mint, LinkedIn, Flickr, Xing and the Obama 08 mobile campaign.
Learn how people's needs have changed, resulting in changes in future business models. This illustrated storyboard makes it easy to understand. by Jeremiah Owyang, Chief Catalyst, Crowd Companies. #FutureOf
Please note: some of the formatting issues (words smashed together) are not in the initial PPT version, but appear to be unique to this site.
Pablo Sanchez is the director of user experience design with experience leading UX teams for companies like HP, Yahoo, Western Digital, and others. He discusses how the proliferation of mobile devices and cloud services has changed consumer habits and expectations, with people now demanding access to content and services anywhere, anytime across fragmented digital lives. However, building unified ecosystems that meet these expectations across organizations is challenging due to coordination costs. Sanchez argues the goal for experience designers is to design user-centered ecosystems of devices, objects, services, and platforms in a simple, delightful way.
Human: Thank you for the summary. Can you provide a 2 sentence summary as well?
The Web Summit 2014 document provides a summary of the key topics, trends, learnings, and insights from the annual technology conference. Some of the major discussions included the continued exponential growth of technology and how it is decreasing the time needed to create value; the shift to more engaged audiences who are creators rather than just consumers; and the importance of storytelling and focusing on the consumer for both tech companies and brands. Privacy, big data, and the future of virtual reality were also highlighted as important issues covered at the event.
Inside the Driving Forces of Disruptive InnovationMSL
Â
In this short publication, we touch upon, among others, some of our clientsâ stories and our perspective on how disruption plays out as a force within markets: the creative process, technology and communications. And to the marketing communications industry, we lay down the gauntlet: disruptive innovation offers us all an opening to embrace the polar shift towards a greater integration combining dissimilar currents into explosive ideas, the chance to help create ever-more meaningful partnerships for our clients, and the prospect of delivering insight-fueled foresight to help companies predict whatâs over the horizon.
If you would like to talk to MSLGROUP about how we can support you in your business transformation, please contact Trudi Harris, Chief Communications Officer, trudi.harris@mslgroup.com
Yahoo presented an innovative new ad unit to Chevy as their first Digital AdVentures partner. Tracking showed search volume soared almost immediately, with some models increasing over 700%. This demonstrates the power of combining science, art, and scale in online advertising. The document promotes Yahoo's advertising services and capabilities.
Yahoo presented an innovative new ad unit to Chevy as their first Digital AdVentures partner. Tracking showed that search volume soared almost immediately for some Chevy models, increasing over 700%. This demonstrates the power of combining science, art, and scale in online advertising. The document discusses best practices for using interactive media to build brands through data-driven planning, measurement, and creative approaches.
Curtis Marvis, President of Digital Media, Lionsgate, reveals how film studios are getting into the business of tackling the digital space. Learn about the creation of the Weeds Social Club and the Dirty Dancing Social Game, which became the #2 fastest growing facebook game in the world within two weeks of its launch. Lionsgate produces critically acclaimed television titles Mad Men, Weeds, and Nurse Jackie, and has released numerous box office hits including THE EXPENDABLES, THE LAST EXORCISM, SAW 3D, and PRECIOUS. Lionsgate continues to lead the way as an independent producer and distributor of motion pictures and television programming as it explores new opportunities in multi-platform and digitally delivered content.
In this issue of the Peopleâs Insights monthly briefs, we cover three big innovations launched by Apple, Amazon and Google; three new approaches to Black Friday from TD Bank, Santander Bank and Patagonia; and two examples of upcycling by Southwest Airlines and Ben & Jerryâs ice cream. As a bonus, we also take a quick look at the immensely popular podcast Serial â which mashes-up different types of storytelling.
Hereâs an overview of the examples featured in this report:
⢠Apple Pay â Simplifying mobile payments
⢠Amazon Echo â Virtual assistant for your home
⢠Google Inbox â A new way to Gmail
New approaches to Black Friday
⢠Santander Bankâs Black Tea Friday
⢠Patagonia and Yerdleâs Worn Wear swap parties
Upcycling & Paying it Forward
⢠Southwest Airlinesâs Project LUV Seat
⢠Ben & Jerryâs The Chunkinator
Bonus! A new way to tell stories
⢠Serial Podcast
Weâd love to hear your take on these approaches. Do share your thoughts with us at @PeoplesLab on Twitter. You can also reach out to us on Twitter @msl_group.
Learn how people's needs have changed, resulting in changes in future business models. This illustrated storyboard makes it easy to understand. by Jeremiah Owyang, Chief Catalyst, Crowd Companies. #FutureOf
Please note: some of the formatting issues (words smashed together) are not in the initial PPT version, but appear to be unique to this site.
Pablo Sanchez is the director of user experience design with experience leading UX teams for companies like HP, Yahoo, Western Digital, and others. He discusses how the proliferation of mobile devices and cloud services has changed consumer habits and expectations, with people now demanding access to content and services anywhere, anytime across fragmented digital lives. However, building unified ecosystems that meet these expectations across organizations is challenging due to coordination costs. Sanchez argues the goal for experience designers is to design user-centered ecosystems of devices, objects, services, and platforms in a simple, delightful way.
Human: Thank you for the summary. Can you provide a 2 sentence summary as well?
The Web Summit 2014 document provides a summary of the key topics, trends, learnings, and insights from the annual technology conference. Some of the major discussions included the continued exponential growth of technology and how it is decreasing the time needed to create value; the shift to more engaged audiences who are creators rather than just consumers; and the importance of storytelling and focusing on the consumer for both tech companies and brands. Privacy, big data, and the future of virtual reality were also highlighted as important issues covered at the event.
Inside the Driving Forces of Disruptive InnovationMSL
Â
In this short publication, we touch upon, among others, some of our clientsâ stories and our perspective on how disruption plays out as a force within markets: the creative process, technology and communications. And to the marketing communications industry, we lay down the gauntlet: disruptive innovation offers us all an opening to embrace the polar shift towards a greater integration combining dissimilar currents into explosive ideas, the chance to help create ever-more meaningful partnerships for our clients, and the prospect of delivering insight-fueled foresight to help companies predict whatâs over the horizon.
If you would like to talk to MSLGROUP about how we can support you in your business transformation, please contact Trudi Harris, Chief Communications Officer, trudi.harris@mslgroup.com
Yahoo presented an innovative new ad unit to Chevy as their first Digital AdVentures partner. Tracking showed search volume soared almost immediately, with some models increasing over 700%. This demonstrates the power of combining science, art, and scale in online advertising. The document promotes Yahoo's advertising services and capabilities.
Yahoo presented an innovative new ad unit to Chevy as their first Digital AdVentures partner. Tracking showed that search volume soared almost immediately for some Chevy models, increasing over 700%. This demonstrates the power of combining science, art, and scale in online advertising. The document discusses best practices for using interactive media to build brands through data-driven planning, measurement, and creative approaches.
Curtis Marvis, President of Digital Media, Lionsgate, reveals how film studios are getting into the business of tackling the digital space. Learn about the creation of the Weeds Social Club and the Dirty Dancing Social Game, which became the #2 fastest growing facebook game in the world within two weeks of its launch. Lionsgate produces critically acclaimed television titles Mad Men, Weeds, and Nurse Jackie, and has released numerous box office hits including THE EXPENDABLES, THE LAST EXORCISM, SAW 3D, and PRECIOUS. Lionsgate continues to lead the way as an independent producer and distributor of motion pictures and television programming as it explores new opportunities in multi-platform and digitally delivered content.
In this issue of the Peopleâs Insights monthly briefs, we cover three big innovations launched by Apple, Amazon and Google; three new approaches to Black Friday from TD Bank, Santander Bank and Patagonia; and two examples of upcycling by Southwest Airlines and Ben & Jerryâs ice cream. As a bonus, we also take a quick look at the immensely popular podcast Serial â which mashes-up different types of storytelling.
Hereâs an overview of the examples featured in this report:
⢠Apple Pay â Simplifying mobile payments
⢠Amazon Echo â Virtual assistant for your home
⢠Google Inbox â A new way to Gmail
New approaches to Black Friday
⢠Santander Bankâs Black Tea Friday
⢠Patagonia and Yerdleâs Worn Wear swap parties
Upcycling & Paying it Forward
⢠Southwest Airlinesâs Project LUV Seat
⢠Ben & Jerryâs The Chunkinator
Bonus! A new way to tell stories
⢠Serial Podcast
Weâd love to hear your take on these approaches. Do share your thoughts with us at @PeoplesLab on Twitter. You can also reach out to us on Twitter @msl_group.
MTM - 2021 Seminar - Bright Side of Technology - Feb 2021SamuelWarner9
Â
The document summarizes key insights from MTM's 2021 seminar on emerging trends influencing societal attitudes and consumer behaviors. It discusses how the pandemic has accelerated shifts to digital platforms for work, education, healthcare, fitness, and social connection. This has increased expectations for technology to support wellbeing through personalized experiences and inclusive communities. The document also examines evolving views around activism, influencers, and entertainment in virtual worlds as social media and digital content take on greater social and political roles.
Let's Break Tradition: Virtual Reality in Public RelationsMSL
Â
Virtual reality is no longer an off-in-the-distance idea. Itâs a quickly emerging trend with which wise marketers and communicators are already experimenting. Read our guidebook and start taking advantage of emerging VR platforms and tools.
With CES 2015 around the corner, brands are giving increased attention to emerging technology. But how are brands to decipher which technologies are important and which are not? Furthermore, how do they find value in them? Find out in our latest thought paper.
1) Barack Obama raised nearly $1 billion for his presidential campaign in 2008, attracting over 1.7 million contributors online through small donations and using social media like MyBO to organize supporters.
2) Hulu established itself as a major online video streaming platform, delivering popular TV shows and movies through an ad-supported model on its own site and through partners like Yahoo and MSN.
3) The iPhone redefined the mobile experience and launched the era of touchscreen smartphones, popularizing apps and new forms of mobile content and advertising.
How Social Media Is Going To Change The Company FinalMirva Tapaninen
Â
Social media is going to significantly change companies and the economy. Young people today have grown up using social media and online networks, which they use to socialize, collaborate, and influence companies and governments. This will lead to a more participatory economic model where customers and users have more influence over products and services through co-creation and sharing information. Companies will no longer be able to act alone but must work with informed users and communities online.
The Second Technology Revolution: How the PR Business Needs To Change Once AgainMSL
Â
The document discusses how the PR industry needs to change and adapt to a second technology revolution driven by emerging technologies like artificial intelligence, augmented and virtual reality, and big data analytics. It argues that these technologies are augmenting influence by providing more data-based insights, amplifying emotional resonance through immersive experiences, and using artificial intelligence to automate and adapt interactions. This will disrupt traditional media and influence, requiring PR practitioners to develop new skills in data, technology, and storytelling to help clients navigate this changing landscape.
This document discusses six social-digital trends to watch in 2013:
1. Content will become a company's most valuable asset as search engines prioritize quality content and social platforms require spending on promotion.
2. Wearable technology like fitness trackers and augmented reality glasses will continue integrating humans with machines.
3. Mobile and social media will become increasingly interdependent, requiring optimization for sharing across platforms.
4. Sensors will become smarter and more ubiquitous, integrating with existing devices and networks to monitor environments.
5. Social networks will facilitate more commerce as people buy gifts and set up storefronts through social platforms.
6. While data collection is increasing, interpreting and applying insights
Hot off the Crowd â FABERNOVEL's watch based on crowdfunding and crowdsourcin...Fabernovel
Â
The new Hot Off the Crowd edition is online! Our watch based on crowfunding and crowdsourcing platforms: Kickstarter, Indiegogo, AngelList, Product Hunt⌠FABERNOVEL is digging the gold out of the crowdfunding mine: emerging trends and tomorrow's it technologies. And this time, we decided to shed light on GitHub, âthe real open platform for codeâ, halfway between a Facebook for coders and a software factory outlet, limitless, to craft new applications.
***
La troisième et nouvelle ĂŠdition de Hot Off the Crowd est en ligne ! Les pĂŠpites et les tendances telles quâelles ĂŠmergent sur nos plateformes de crowdfunding et de crowdsourcing prĂŠfĂŠrĂŠes : Kickstarter, Indiegogo, AngelList, ProductHunt. Et cette fois, coup de projecteur sur GitHub, âthe real open platform for codeâ, entre facebook pour codeurs et magasin dâusine logicielle, sans limite, pour fabriquer des applications.
Each year we product trends based to help us think about how the worlds of technology and media will change over the next few years.
There are lots of things happening, and we hope we have chosen some the most interesting
This year we look at:
Smart Devices
Push Notifications
Bluetooth Beacons
Frictionless Payments
Location & Local
Deliveries
Health
Actionable Intelligence
Polarisation
Borrowed Formats
15 Startups to Watch in 2015 -2016 by Brian SolisBrian Solis
Â
Digital analyst Brian Solis assembled a list of 15 startups he believes will stand out this year while also sparking new trends. From the sharing economy to AR/VR to 3D Printing to Messaging to Enterprise Collaboration and more, this list will help you see and appreciate top trends happening in Silicon Valley and around the world now.
Story Board: The Collaborative Economy for Corporations (Official Slideshare ...Jeremiah Owyang
Â
This document discusses the rise of the collaborative economy and how companies must adapt. It outlines three eras: 1) a few could publish online, 2) anyone could publish using social tools, and 3) people now share products using social tools, reducing the need to buy from companies. It argues companies should embrace the collaborative economy by becoming services, motivating marketplaces, and providing platforms for crowds to build products. By activating idle resources and enabling sharing, the collaborative economy presents opportunities for new business models and revenues if companies embrace change rather than resist disruption.
This document discusses 5 insights about the digital future of media:
1. Transmedia storytelling, using multiple media platforms to tell a story, is becoming more prevalent, though it is mainly used as a marketing tool currently.
2. The internet can enhance television by making it a more social experience.
3. The video industry's business model is evolving as control shifts to devices and bandwidth, and new models like streaming gain traction.
4. Tablets will have a long-term role in media consumption, with sales forecasts projecting over 50 million tablets to be sold in 2011 alone.
5. App markets present opportunities to monetize content through apps, provided one understands how to leverage these growing app
Training held at the European Communication School (ECS) in London on 20 May 2019.
ECS London: https://ecole-ecs.com/londres
Connect
LinkedIn : linkedin.com/in/dmlg
SlideShare : slideshare.net/denysmalengreau
Twitter : twitter.com/d_mlg
Periscope : periscope.tv/d_mlg
YouTube : bit.ly/d_mlg
Digital Influence is one of the hottest trends in social media, yet is largely misunderstood. "The Rise of Digital Influence," the new report by Altimeter Group Principal Analyst Brian Solis, is a 'how-to' guide for businesses to spark desirable effects and outcomes through social media influence. The report helps companies understand how influence spreads, and includes case studies in which brands partnered with vendors to recruit connected consumers for digital influence campaigns. Brian evaluates the offerings of 14 Influence vendors, organizing them by Reach, Resonance, and Relevance: the Three Pillars that make up the foundation for Digital Influence as defined in the report. Also included are an Influence Framework and an Influence Action Plan to help brands identify connected consumers and to define and measure strategic digital influence initiatives.
Collaborative brand building is becoming more common as technology facilitates open collaboration beyond organizational boundaries. Several examples are described:
1) Linux was created through global collaboration, growing from a student's request into a $15 billion brand challenging Microsoft.
2) Nokia contributes to and sponsors open source projects to create software collaboratively.
3) Goldcorp held an online challenge inviting global collaboration to explore its mining deposits, attracting over 600 registrations from 33 countries.
4) Emerging technologies like cloud computing are shifting companies to more open, collaborative approaches involving customers as co-creators in brand strategies.
The Open Economy; and the Networked Worldninety10group
Â
The document discusses the concept of the "Open Economy" and how businesses are adapting to this new environment. Some key points:
- Social media has shown that people are willing to engage with brands and participate in innovation. This has led to new platforms for open innovation using crowdsourcing.
- Few companies know how to scale experimentation with open models into full business transformation. As big firms struggle with legacy issues, the market is becoming more open, connected and social.
- Open data, open innovation at scale, open capital/crowdfunding, and networked human capital are strands of the Open Economy that companies must understand to succeed.
- Becoming an "Open Business" through structured use
The document provides an overview of key findings from a 2010 digital marketing outlook survey. Some notable results include:
- 81% of brand executives expect an increase in digital projects for 2010.
- 50% plan to shift funds from traditional to digital media.
- 78% believe the current economy will lead to more funds allocated to digital marketing.
- Emerging trends highlighted include the evolution of storytelling online, rise of the consumer in social media, and growth of mobile and augmented reality.
The traditional brick-and-mortar business model is no longer the only option for the aspiring entrepreneur. Many of todayâs greatest successes belong to those who have captured the power of the viral loop by designing products and services that spread themselves through the channels of the Internet, propelled by word-of-mouth recommendations.
The University as Life Sciences Ecosystem OrchestratorAmy Shuen
Â
The document discusses the role of universities in orchestrating innovation ecosystems, with a case study of nanomedicine. It references the Human Genome Project's return of over 100 times the initial investment. It also discusses how QB3 addressed aging by orchestrating new academic and industry partnerships. The document examines two best practices for bio-economy ecosystems applied in nanomedicine.
The Emerging Role of the Chief Strategy Officer in AsiaAmy Shuen
Â
The summaries are:
1. The presentations at the CSO Summit in Hong Kong revealed that chief strategy officers in Asia focus on accelerating regional and Chinese growth through innovation, joint ventures, mergers and acquisitions, and national engagement strategies.
2. Growth through innovation was a major theme, with examples given from the Hong Kong Jockey Club, Sun Life, eBay, BT Global Services, and GSMA. Integrating digital technologies and analytics into financial services was also discussed.
3. Growth strategies through mergers and acquisitions, joint ventures, innovation partnerships, and national engagement strategies were highlighted by various companies examples.
CSO Chief Strategy Officer Summit Hong Kong 2015 Panel SlidesAmy Shuen
Â
This document discusses the emerging role of the chief strategy officer (CSO) in Asia and identifies four common CSO archetypes: internal consultant, specialist, coach, and change agent. It also shows data on the key strategy responsibilities of CSOs, with the majority focused on strategy execution and resource allocation. Additional data and studies highlight that many companies have strategy transformation programs in place, with financial services and life sciences industries having the highest rates of these programs.
MTM - 2021 Seminar - Bright Side of Technology - Feb 2021SamuelWarner9
Â
The document summarizes key insights from MTM's 2021 seminar on emerging trends influencing societal attitudes and consumer behaviors. It discusses how the pandemic has accelerated shifts to digital platforms for work, education, healthcare, fitness, and social connection. This has increased expectations for technology to support wellbeing through personalized experiences and inclusive communities. The document also examines evolving views around activism, influencers, and entertainment in virtual worlds as social media and digital content take on greater social and political roles.
Let's Break Tradition: Virtual Reality in Public RelationsMSL
Â
Virtual reality is no longer an off-in-the-distance idea. Itâs a quickly emerging trend with which wise marketers and communicators are already experimenting. Read our guidebook and start taking advantage of emerging VR platforms and tools.
With CES 2015 around the corner, brands are giving increased attention to emerging technology. But how are brands to decipher which technologies are important and which are not? Furthermore, how do they find value in them? Find out in our latest thought paper.
1) Barack Obama raised nearly $1 billion for his presidential campaign in 2008, attracting over 1.7 million contributors online through small donations and using social media like MyBO to organize supporters.
2) Hulu established itself as a major online video streaming platform, delivering popular TV shows and movies through an ad-supported model on its own site and through partners like Yahoo and MSN.
3) The iPhone redefined the mobile experience and launched the era of touchscreen smartphones, popularizing apps and new forms of mobile content and advertising.
How Social Media Is Going To Change The Company FinalMirva Tapaninen
Â
Social media is going to significantly change companies and the economy. Young people today have grown up using social media and online networks, which they use to socialize, collaborate, and influence companies and governments. This will lead to a more participatory economic model where customers and users have more influence over products and services through co-creation and sharing information. Companies will no longer be able to act alone but must work with informed users and communities online.
The Second Technology Revolution: How the PR Business Needs To Change Once AgainMSL
Â
The document discusses how the PR industry needs to change and adapt to a second technology revolution driven by emerging technologies like artificial intelligence, augmented and virtual reality, and big data analytics. It argues that these technologies are augmenting influence by providing more data-based insights, amplifying emotional resonance through immersive experiences, and using artificial intelligence to automate and adapt interactions. This will disrupt traditional media and influence, requiring PR practitioners to develop new skills in data, technology, and storytelling to help clients navigate this changing landscape.
This document discusses six social-digital trends to watch in 2013:
1. Content will become a company's most valuable asset as search engines prioritize quality content and social platforms require spending on promotion.
2. Wearable technology like fitness trackers and augmented reality glasses will continue integrating humans with machines.
3. Mobile and social media will become increasingly interdependent, requiring optimization for sharing across platforms.
4. Sensors will become smarter and more ubiquitous, integrating with existing devices and networks to monitor environments.
5. Social networks will facilitate more commerce as people buy gifts and set up storefronts through social platforms.
6. While data collection is increasing, interpreting and applying insights
Hot off the Crowd â FABERNOVEL's watch based on crowdfunding and crowdsourcin...Fabernovel
Â
The new Hot Off the Crowd edition is online! Our watch based on crowfunding and crowdsourcing platforms: Kickstarter, Indiegogo, AngelList, Product Hunt⌠FABERNOVEL is digging the gold out of the crowdfunding mine: emerging trends and tomorrow's it technologies. And this time, we decided to shed light on GitHub, âthe real open platform for codeâ, halfway between a Facebook for coders and a software factory outlet, limitless, to craft new applications.
***
La troisième et nouvelle ĂŠdition de Hot Off the Crowd est en ligne ! Les pĂŠpites et les tendances telles quâelles ĂŠmergent sur nos plateformes de crowdfunding et de crowdsourcing prĂŠfĂŠrĂŠes : Kickstarter, Indiegogo, AngelList, ProductHunt. Et cette fois, coup de projecteur sur GitHub, âthe real open platform for codeâ, entre facebook pour codeurs et magasin dâusine logicielle, sans limite, pour fabriquer des applications.
Each year we product trends based to help us think about how the worlds of technology and media will change over the next few years.
There are lots of things happening, and we hope we have chosen some the most interesting
This year we look at:
Smart Devices
Push Notifications
Bluetooth Beacons
Frictionless Payments
Location & Local
Deliveries
Health
Actionable Intelligence
Polarisation
Borrowed Formats
15 Startups to Watch in 2015 -2016 by Brian SolisBrian Solis
Â
Digital analyst Brian Solis assembled a list of 15 startups he believes will stand out this year while also sparking new trends. From the sharing economy to AR/VR to 3D Printing to Messaging to Enterprise Collaboration and more, this list will help you see and appreciate top trends happening in Silicon Valley and around the world now.
Story Board: The Collaborative Economy for Corporations (Official Slideshare ...Jeremiah Owyang
Â
This document discusses the rise of the collaborative economy and how companies must adapt. It outlines three eras: 1) a few could publish online, 2) anyone could publish using social tools, and 3) people now share products using social tools, reducing the need to buy from companies. It argues companies should embrace the collaborative economy by becoming services, motivating marketplaces, and providing platforms for crowds to build products. By activating idle resources and enabling sharing, the collaborative economy presents opportunities for new business models and revenues if companies embrace change rather than resist disruption.
This document discusses 5 insights about the digital future of media:
1. Transmedia storytelling, using multiple media platforms to tell a story, is becoming more prevalent, though it is mainly used as a marketing tool currently.
2. The internet can enhance television by making it a more social experience.
3. The video industry's business model is evolving as control shifts to devices and bandwidth, and new models like streaming gain traction.
4. Tablets will have a long-term role in media consumption, with sales forecasts projecting over 50 million tablets to be sold in 2011 alone.
5. App markets present opportunities to monetize content through apps, provided one understands how to leverage these growing app
Training held at the European Communication School (ECS) in London on 20 May 2019.
ECS London: https://ecole-ecs.com/londres
Connect
LinkedIn : linkedin.com/in/dmlg
SlideShare : slideshare.net/denysmalengreau
Twitter : twitter.com/d_mlg
Periscope : periscope.tv/d_mlg
YouTube : bit.ly/d_mlg
Digital Influence is one of the hottest trends in social media, yet is largely misunderstood. "The Rise of Digital Influence," the new report by Altimeter Group Principal Analyst Brian Solis, is a 'how-to' guide for businesses to spark desirable effects and outcomes through social media influence. The report helps companies understand how influence spreads, and includes case studies in which brands partnered with vendors to recruit connected consumers for digital influence campaigns. Brian evaluates the offerings of 14 Influence vendors, organizing them by Reach, Resonance, and Relevance: the Three Pillars that make up the foundation for Digital Influence as defined in the report. Also included are an Influence Framework and an Influence Action Plan to help brands identify connected consumers and to define and measure strategic digital influence initiatives.
Collaborative brand building is becoming more common as technology facilitates open collaboration beyond organizational boundaries. Several examples are described:
1) Linux was created through global collaboration, growing from a student's request into a $15 billion brand challenging Microsoft.
2) Nokia contributes to and sponsors open source projects to create software collaboratively.
3) Goldcorp held an online challenge inviting global collaboration to explore its mining deposits, attracting over 600 registrations from 33 countries.
4) Emerging technologies like cloud computing are shifting companies to more open, collaborative approaches involving customers as co-creators in brand strategies.
The Open Economy; and the Networked Worldninety10group
Â
The document discusses the concept of the "Open Economy" and how businesses are adapting to this new environment. Some key points:
- Social media has shown that people are willing to engage with brands and participate in innovation. This has led to new platforms for open innovation using crowdsourcing.
- Few companies know how to scale experimentation with open models into full business transformation. As big firms struggle with legacy issues, the market is becoming more open, connected and social.
- Open data, open innovation at scale, open capital/crowdfunding, and networked human capital are strands of the Open Economy that companies must understand to succeed.
- Becoming an "Open Business" through structured use
The document provides an overview of key findings from a 2010 digital marketing outlook survey. Some notable results include:
- 81% of brand executives expect an increase in digital projects for 2010.
- 50% plan to shift funds from traditional to digital media.
- 78% believe the current economy will lead to more funds allocated to digital marketing.
- Emerging trends highlighted include the evolution of storytelling online, rise of the consumer in social media, and growth of mobile and augmented reality.
The traditional brick-and-mortar business model is no longer the only option for the aspiring entrepreneur. Many of todayâs greatest successes belong to those who have captured the power of the viral loop by designing products and services that spread themselves through the channels of the Internet, propelled by word-of-mouth recommendations.
The University as Life Sciences Ecosystem OrchestratorAmy Shuen
Â
The document discusses the role of universities in orchestrating innovation ecosystems, with a case study of nanomedicine. It references the Human Genome Project's return of over 100 times the initial investment. It also discusses how QB3 addressed aging by orchestrating new academic and industry partnerships. The document examines two best practices for bio-economy ecosystems applied in nanomedicine.
The Emerging Role of the Chief Strategy Officer in AsiaAmy Shuen
Â
The summaries are:
1. The presentations at the CSO Summit in Hong Kong revealed that chief strategy officers in Asia focus on accelerating regional and Chinese growth through innovation, joint ventures, mergers and acquisitions, and national engagement strategies.
2. Growth through innovation was a major theme, with examples given from the Hong Kong Jockey Club, Sun Life, eBay, BT Global Services, and GSMA. Integrating digital technologies and analytics into financial services was also discussed.
3. Growth strategies through mergers and acquisitions, joint ventures, innovation partnerships, and national engagement strategies were highlighted by various companies examples.
CSO Chief Strategy Officer Summit Hong Kong 2015 Panel SlidesAmy Shuen
Â
This document discusses the emerging role of the chief strategy officer (CSO) in Asia and identifies four common CSO archetypes: internal consultant, specialist, coach, and change agent. It also shows data on the key strategy responsibilities of CSOs, with the majority focused on strategy execution and resource allocation. Additional data and studies highlight that many companies have strategy transformation programs in place, with financial services and life sciences industries having the highest rates of these programs.
This document summarizes Mint, a personal finance management tool. It allows users to track spending, savings goals, and net worth. Mint makes money through referral fees when users switch financial products based on Mint's recommendations. The document outlines Mint's market size and opportunity, competitors, value proposition, user and partner acquisition strategies, business model, and projected financials. It expects rapid user and revenue growth as it acquires users through viral and partnership channels and converts them through intelligent suggestions.
The State of Sales & Marketing at the 50 Fastest-Growing B2B CompaniesMattermark
Â
Thereâs a lot of information out there for sales and marketing professionals. In fact, as our friend Erik Devaney at Drift.com points out, a quick search of the term âsales and marketing adviceâ yields more than 90 million results on Google.
Whatâs more, there are tons of industry influencers who, on a regular basis, share their views on everything from content marketing and sales, to pricing and customer success. Itâs a noisy conversation, and for many, a confusing one.
So, how do you make sense of it all?
By focusing on the sales and marketing efforts that actually produce results, not flash-in-the-pan engagement. But finding those results is a little challenging. Thatâs why we decided to put together our latest report with Drift.com, The State of Sales and Marketing at the 50 Fastest-Growing B2B Companies.
Using Mattermark data, we were able to identify the fifty high-growth companies in the U.S. and evaluate their marketing activities to understand which practices really moved the needle. In order to make the qualitative portion of our research more tangible, we evaluated each company on the list in light of how they approached content, customer communication, path to purchase, and pricing.
What we and the team at Drift.com discovered was surprising, to say the least.
Each month, join us as we highlight and discuss hot topics ranging from the future of higher education to wearable technology, best productivity hacks and secrets to hiring top talent. Upload your SlideShares, and share your expertise with the world!
Not sure what to share on SlideShare?
SlideShares that inform, inspire and educate attract the most views. Beyond that, ideas for what you can upload are limitless. Weâve selected a few popular examples to get your creative juices flowing.
SlideShare is a global platform for sharing presentations, infographics, videos and documents. It has over 18 million pieces of professional content uploaded by experts like Eric Schmidt and Guy Kawasaki. The document provides tips for setting up an account on SlideShare, uploading content, optimizing it for searchability, and sharing it on social media to build an audience and reputation as a subject matter expert.
The book Viral Loop by Adam L. Penenberg explores how viral marketing allows the smartest businesses to grow exponentially. It details 13 characteristics of successful viral loop companies, including being web-based, free, and having a simple concept and built-in incentives for users to spread the product. The book uses case studies and data to explain viral growth patterns and network effects, and how viral companies can reach a tipping point where their user base becomes self-sustaining.
The rapidly shifting technology environment raises serious questions on how to help their companies capitalize on the transformation under way. Advancing technologies and their swift adoption are upending traditional business models. So, today we bring you Five Hottest Tech-Enabled Business Trends in 2017.
Design 2 Disrupt - New Digital CompetitionRick Bouter
Â
This document discusses new digital competitors that are challenging established organizations. It outlines 10 design principles of successful digital platforms, including: unbundling organization processes; using APIs; building trust through social systems; and acting quickly without authorization. The conclusion appeals to CIOs to take a proactive "Leading Digital" approach to map out technological strategies using APIs that can add business value and distinguish their organizations.
Only few organizations wise up to new digital competitors, as they usually come from outside their own sector and are not taken seriously at first. Their allegedly inferior propositions confuse prominent players, who should in fact be the very first to be fully aware of potentially disruptive innovation.
To swing into action rapidly, existing organizations would be well advised to properly analyze anything resembling digital competition. Evidently, there are clear patterns behind the startup success marking a new techno-economic reality. Ecosystems, APIs, and platforms characterize this New Normal where customers have more freedom of choice and better service at lower costs.
These successful disruptors are called two-sided market players, also known as multi-sided platform players. Companies like Uber and Airbnb are getting all the media attention, however there are over 9000 players (and counting) active in almost every industry.
The new VINT report explores the new digital competition and presents:
A analysis of the success factors of disruption
10 design principles of the new digital competition like Unbundle your organization processes, APIs first. Access over ownership and Building trust with social systems
The need for every business to develop a API-strategy
An appeal to the CIO and the IT department to use a leading digital approach and map out an offensive technological route.
Salesforce.com has successfully enabled user innovation through several strategies:
1) It focused on serving small businesses, an underserved group, allowing for highly customizable and low-cost software.
2) It created user communities and events to engage users in providing feedback and innovations.
3) It launched the AppExchange platform in 2007, allowing users to efficiently create and distribute applications. This has led to many novel applications being developed by users to meet unique business needs.
How Web 2.0 is Changing the World of MarketingLance Shields
Â
Companies are only now realizing that for themselves to participate in this new market driven by a new user driven web, they will have to join in the conversation - learning to listen, to talk, to collaborate and become one with their customers who are the true owners of their brands. Either that or corporations face isolation, irrelevancy and obsolescence.
Platforms are everything on which we create. They are a trade show, a website, a river, a floating city, even a skateboard. Platforms are the base upon which we all business, and what we build to exchange value by creating opportunities for all kinds of interactions. The ability to design a platform that successfully scales value creation for all participants involved is a task fit for architects.
To become scalable, the platform must exploit digital angles to offer new benefits to its users. It must create a delivery system that can be reconfigured into different contexts, and do so by creating an innovative business model.
Letâs first understand platforms.
Social Business Design is the intentional creation of dynamic and socially calibrated systems, process, and culture.
Its goal: helping organizations improve value exchange among constituents.
Social Business Design is a registered service mark of the Dachis Group.
This document discusses how new technologies are reshaping advertising and media. It notes that the internet is becoming more social through platforms like blogs, podcasts, and wikis that empower users to produce and share content. This democratization of media undermines traditional top-down models and makes mass audiences difficult to reach. The document suggests advertisers will need to utilize more targeted, niche approaches through new media platforms to effectively reach fragmented audiences.
This document discusses trends in corporate websites. It begins with a brief history of the internet and digital communications. It then discusses how corporate websites are evolving to provide more personalized experiences for individual users. Key trends include using HTML5 for more creative capabilities, influencing influencers through digital media, embracing diverse platforms, using apps to better service stakeholders, and taking advantage of cloud computing. The document advocates for corporate brands to represent themselves online through employees as ambassadors and to engage stakeholders through social media. It also describes View as a corporate digital communications agency that can help companies with their website strategies.
How the Digital Transformation is going to change the world of Work 4.0 with respect to the Introduction of Industry 4.0 technology. Will Jobs reduce or we will have more jobs with higher pay. An interesting analysis.
C2B - "Consumer to Business" The Next Internet Reveloution. Matt Crowe
Â
This document discusses the rise of consumer-to-business (C2B) innovation models and how they are changing the way companies interact with consumers. C2B innovation captures real-time consumer data through open collaboration and crowdsourcing, allowing companies to rapidly adapt to shifting consumer demands. The document introduces AHHHA, a social ideation platform that further enables C2B innovation by facilitating collaboration between users and companies to generate new product ideas and solutions tailored to consumer needs. AHHHA analyzes user feedback and data to help bring concepts to fruition, helping companies innovate more quickly and cost-effectively than traditional consultancy models.
The purpose of this first edition of the Market Trends Report is to shed light on the way digital technologies reshape trade finance, a sector which often does not get as much publicity as B2C financial services.
Given that disruption often comes from adjacent sectors or from the application of an existing technology to a new field, we found it essential to begin with a broad analysis of the latest trends before zooming in progressively on financial services and on trade finance specifically.
The report is structured around four chapters, starting from the general core techno trends, and converging towards the changes impacting the trade finance ecosystem:
1- Core techno trends, business model and social changes
2- Disrupted industries, changes in the way we live and work
3- FinTech disrupt (and partner with) banking and insurance
4- Conclusion: Trade Finance is also ripe for disruptive innovations
We really hope that you will like this Market Trends Report and that you will find it useful. When you read it, please keep in mind that it is still being refined. We welcome your feedbacks, insights and suggestions.
The document discusses various business models for online companies, including brokerage, advertising, infomediary, merchant, manufacture, freemium, community, subscription, and utility models. It provides examples for each model like eBay and PayPal for brokerage, Google AdWords and Yahoo for advertising, Nielsen and NetRatings as infomediaries, Amazon and Apple for merchant, Dell and Sony Vaio for manufacture, Zynga and Crippleware for freemium, GeoCities and Wikipedia for community, The Economic Times and Scribd for subscription, and describes the utility model as paying for usage.
The document discusses the transformation of computing and business through social and mobile technologies. It notes that standout organizations are more likely to allow social and collaborative tools and realize measurable benefits from tools like increased knowledge sharing and lower costs. A social business embraces networks of people to drive innovation, remove boundaries, and leverage networks to speed up business decisions. IBM is developing technologies like Project Vulcan and the Customer Experience Suite to enable exceptional web and work experiences through social and mobile capabilities in the cloud.
The document discusses how digitization is reshaping competition by lowering barriers to entry and allowing new competitors to emerge. It summarizes the key points as follows:
1) A large European insurer was facing pressure from a new online competitor that was undercutting premiums without agents by using new technologies and its strong online brand. The board decided to accelerate the company's digital transformation in response.
2) Digitization is rewriting the rules of competition by lowering entry barriers, disaggregating value chains, and allowing new entrants to scale up rapidly. This poses strategic challenges for incumbent companies.
3) The document goes on to discuss seven forces driving changes in competitive landscapes across industries, such as new price transparency putting
The document provides a digital strategy report for the SSE Arena Belfast. It discusses the changing digital landscape and the rise of digital disruption. It outlines advantages and challenges of operating digitally, including higher customer expectations, the need for digitally skilled staff, and managing big data. Industries that have been disrupted by digital technologies like Airbnb and Blockbuster are examined. A SWOT analysis of the SSE Arena identifies strengths like its large capacity and location, as well as weaknesses like its small marketing team. Digital tools used for customer acquisition at the SSE Arena include a downloadable app and social media presence. Competitors like the 3Arena in Dublin are analyzed for their strong social media engagement and digital offerings.
Optimising Digital Collaboration From the Inside OutMSL
Â
Companies have come a long way using social media, collaborative tools and social networks to connect people, information and company assets in more effective ways. With many seeing significant improvements in operations, people satisfaction and bottom line results. Among the lessons learned is that itâs not just about technology. Determining digital collaborationâs role, how it will be used and how to incorporate it into company culture are what really matters.
This document summarizes key digital trends for 2009, including:
- Growth of online advertising despite economic downturn
- Major players integrating across online/mobile/TV platforms
- Rise of social media, mobile applications, and open platforms
- Shift to more user-generated and social content online
- Importance of conversation and reputation management for brands
Prepping for the New Age of Information Services, Media and EntertainmentCognizant
Â
As digital media begins to dominate all segments of the IME industry, organizations will need to restructure their revenue and distribution methods, as well as their global strategies and organizational models.
Similar to Orchestrating the New Dynamic Capabilities: Collaborative innovation in Action (20)
Understanding User Needs and Satisfying ThemAggregage
Â
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
⢠Introduce a taxonomy for user goals with real world examples
⢠Present the Onion Diagram, a tool for contextualizing task-level goals
⢠Illustrate how customer journey maps capture activity-level and task-level goals
⢠Demonstrate the best approach to selection and prioritization of user-goals to address
⢠Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Top mailing list providers in the USA.pptxJeremyPeirce1
Â
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Â
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.đ¤Ż
We will dig deeper into:
1. How to capture video testimonials that convert from your audience đĽ
2. How to leverage your testimonials to boost your sales đ˛
3. How you can capture more CRM data to understand your audience better through video testimonials. đ
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Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Â
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujaratâs DholeraAvirahi City Dholera
Â
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isnât just any project; itâs a potential game changer for Indiaâs chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Â
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
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The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
Building Your Employer Brand with Social MediaLuanWise
Â
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement â helping to position your organization as an employer of choice in today's competitive talent landscape.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
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This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
Â
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Orchestrating the New Dynamic Capabilities: Collaborative innovation in Action
1. OrchestratingtheNew
DynamicCapabilities
By AMY SHUEN and SANDRA SIEBER
collaborative innovation in action
W
hen Skype first burst onto the
scene, everyone predicted the
familiar story of disruptive in-
novationinthetelecomindus-
try, where the new destroys the old way of doing
business in a spiraling zero-sum game. Fast for-
ward to the present: Appleâs iPhone has shown a
newwin-winpathtosuccessusingcollaborative
innovation on the Web. The iPhone brought to-
gether thousands of handset makers, operators
and software developers, giving them a consid-
erable share of a market already worth $2 billion
a year, and reinvented several industries in the
process.
Inasimilarfashion,diversecompaniesâfrom
Google and Amazon, to IBM, Cisco and Intuit â
arecontinuingtoinnovatetheirbusinessmodels
and grow, despite the economic crisis, with rev-
enue and success widely shared. Many industry
leaders are wondering if the core principles of
IllustrationbyLUCIANOLOZANORAYA
ieseinsight58 issue 3FOURTH QUARTER 2009
expert
insight
2. strategic management and competitive advan-
tage have changed. The answer, we argue, is a
resounding yes.
Hereâs why: The Web has changed the eco-
nomics of business and collaboration. Compa-
nies can no longer conceive of their capabilities
in isolation, but must learn to co-create them
within a broader, dynamic and non-zero-sum
ecosystem of external partners. The new âman-
agedâbutopenecosystemsrange fromâorches-
tratedâstandards-basednetworksofdevelopers,
to communities and âcrowdsâ of lead users and
bloggers, to e-commerce affiliates, to comple-
mentarybusinessesthatcrossindustrydivides.
A highly cited Strategic Management Jour-
nal article from 1997 once defined âdynamic
capabilitiesâ as a companyâs strategic ability
to combine inside and outside competences
to address volatile environments and periods
of rapid change. Orchestration was lauded over
positioning,managementinnovationandcombi-
nations over structure, and transformative col-
laboration over traditional strategizing as the
means of gaining competitive advantage.
Few could have predicted when that article
waswrittenthewidespreadsocialtransforma-
tionthattheWeb,broadbandandmobiletech-
nologies would trigger, nor the exponential
growth of Google, Facebook, Twitter, Amazon
and Apple â businesses that rely on the eco-
nomics of network effects, social influence,
viral distribution and Web-enabled business
models.Now,thankstoWeb2.0businessmod-
els and platforms, collective user value, along
with ways to more productively monetize and
enhance the âwisdom of the crowd,â has be-
comecommonplace.Itâsthemodernversionof
theoldfableâstonesoup,âinwhichhungryvil-
lagerseachcontributewhatevertheycanspare
â a carrot here, a potato there, some leftover
scraps of meat. In the end, everyone enjoys a
hearty, collectively co-created soup. The Web
istodayâssouppot,takingindividualcontribu-
tions, remixing them and redistributing them
as something new across many networks with
almost zero costs.
This year, Berkeleyâs Oliver Williamson
won the Nobel Memorial Prize in Economic
Sciences for his research on the transaction
costsunderlyingindustrialstructureandorga-
nizationalboundaries.Thesearetheverysame
transaction and coordination costs that Web-
enabled business models are transforming
substantially.Littlewonderthatâcollaborative
innovationâ and the new âdynamic capabili-
tiesâ of orchestrating knowledge, ecosystems,
partnerships and collective user value across
multiple industrial and geographic boundar-
ies have become top strategic priorities for the
Fortune 500 agenda.
The New Collaborative Matrix
Web 2.0 has changed the rules of business.
But it isnât simply about building Web-based
businesses to put the old-style ones out of
the picture. Itâs about using a companyâs own
âdynamic capabilitiesâ to orchestrate and re-
combine the best of what the online world has
to offer while multiplying the value of exist-
ing networks of users and partners. New-style
click-and-mortar,online-offlinenetworkpart-
nerships focus on bridging and building new
networks so that everyone gains, and poten-
tial competitors become potential partners.
Figure 1 shows at least three ways to combine
users with company capabilities profitably
and speedily. The New Collaborative Matrix
has its roots in traditional innovation theory,
but wouldnât be as profitable or as successful
without the help of digital-plus-network eco-
nomics.
democratized innovation. The lower left-hand
corner of the innovation matrix reminds us
that many peer-to-peer, or user-to-user, inno-
vations produce positive network effects, but
the benefits become public goods or consumer
surplus. Wikipedia is an example of positive
network externalities in which many benefit
from the widespread sharing and distribution
of digital knowledge or music. However, the
founders did not capture or internalize the pe-
Over a decade ago, âdynamic
capabilitiesâ were introduced
to the business world as a way
for companies to get ahead in
times of rapid technological
change through orchestration,
recombination and transfor-
mative collaboration. Now,
with the advent of Web 2.0
and the opportunities that
presents, dynamic capabili-
ties achieve a new relevance.
The emerging technologi-
cal landscape enables firms
to put dynamic capabilities
into practice easier than ever
before, since it allows for
ongoing collaboration and
interaction between compa-
nies and users, hence foster-
ing new types of innovation.
In this article, the authors
outline the principles behind
Web 2.0-empowered busi-
ness models, giving managers
numerous ideas they can try
out immediately, at low cost
and with potentially much
higher ROI than could ever be
achieved with a non-Web-en-
abled business. Why not put
your own dynamic capabili-
ties to the test? Youâre only a
click away.
executive summary
expertinsight Orchestrating the New Dynamic Capabilities
ieseinsight 59issue 3 FOURTH QUARTER 2009
3. Six Ways Marketing Can Change the World
cuniary value of these network effects. In con-
trast,theotherthreeboxesshowthatcollective
network effects can be successfully monetized
and create new business value.
crowdsourcing.HowmanyusersofGoogle,You-
Tube,Flickr,AmazonorTripAdvisorrealizethat
their usage, clicks, tags, photos, videos, reviews,
comments and participation in online contests
and polls are being turned into positive network
effects by crowdsourcing, which makes the site
better for everyone? The main difference be-
tween user-to-company and user-to-user inno-
vationisthatacompanyisable to capture tangi-
ble,monetarybenefitsoftheuserinexchangefor
continued innovation and improvement. There
arenumerouswell-knownexamples:IBM,which
identified and developed several fast-growing,
high-potential new businesses via its global In-
novation Jams; and Googleâs PageRank and
AdWords algorithms, which both improve the
relevance of search results for users while pric-
ing advertising according to relevant clicks. But
it doesnât stop there: Threadless.com harnesses
the power of the online community to design
funky T-shirts; and the mining company Gold-
corpmobilizesprospectorstofindgoldforthem.
platform innovation. Company-to-user innova-
tion is when a company provides the platform
for users and developers to distribute their
software, applications or digital goods, such as
music or games, to their social or professional
networks,orsimplytothemarketplaceatlarge.
IBM, Apple and Facebook spring to mind, but
Neopets and South Koreaâs Cyworld also stand
outinthisregard.
recombinant innovation.Perhaps the best-known
example of company-to-company innovation
is Apple. Before the iTunes store, it had already
teamed up with Gracenote to give the names of
the tracks to consumers ripping CDs. But rather
than working against the record companies by
encouragingconsumerstodownloadmusicille-
gally, Apple wanted to legitimize the sale of mu-
sic on line, so it worked with record companies,
convincing them to collaborate and sell music
digitally.Theresultwasawin-winsituation,with
allpartiesdependentoneachotherforsuccess.
Aswecanseefromtheseexamples,youdonât
havetoinventthewheeltohaveasuccessfulproj-
ect.Bysimplyworkingwithothercompanies,you
canmakesomethinghighlyvaluableforaspecific
groupofconsumersandusers.Thebiggestchal-
lenge for companies innovating in these areas is
toconvertfromaningrainedcultureofcompeti-
tiontocollaboration.Itâsnoteasytoturnaround
and preach âgive to getâ and âletâs revenue-
share,âbutthepayoffsareworthit.
How to Multiply Your
Dynamic Capabilities
1. build on collective user value. The first and
critical step is to start thinking exponentially
rather than incrementally. The Web makes it
10 times faster for any company with an exist-
ing network of relationships to orchestrate 10
times the users and 10 times the partners to
connect and combine for new value creation.
And you donât have to be a Fortune 500 com-
pany, or an online store, to benefit. Govern-
ments,publicagenciesandnonprofitsarerela-
tively lacking in capital, assets and resources,
but they have managed to achieve great things
simply by leveraging their rich social capital.
Barack Obamaâs use of Web 2.0 during his bid
for the White House serves as an excellent ex-
ample (see Figure 2).
This same comparison of the ROI and cash
flow curves of Web 2.0, Web 1.0 and traditional
approaches characterizes many other cases. A
great example of a company that built itself on
collective user value is the photo-sharing site
Flickr.Itinitiallyofferedusersfreeonlinespace
to store and organize photos with features to
commentandtag.Ofcourse,wordsoonspread,
and as people contributed to Flickr, they made
it better and better. When the site had a critical
massofusers,popularityandinformation,itof-
fered a premium service to those willing to pay
for more benefits. With virtually zero market-
ing costs and low-cost online distribution and
capital investment, Flickr managed to create a
User company
companyuser
Company-to-User
Platform Innovation
Company-to-
Company
Recombinant
Innovation
User-to-Company
Crowdsourcing
User-to-User
Democratized
Innovation
The New Collaborative Matrix
FIGURE1
expertinsight Orchestrating the New Dynamic Capabilities
ieseinsight60 issue 3FOURTH QUARTER 2009
4. number of positive revenue streams quickly to
coverthecostofthefreeservicesitoffered.
Nevertheless, coming up with a viable busi-
nessmodelbasedoncollectiveuservalueisnot
without its challenges. First, you need to start
from a blank slate and honestly look at your
business from the customersâ point of view:
Whataretheirrealneeds?Howdoyoupropose
to address them? This is crucial, as in order for
yourefforttobeeffective,thecollaborationand
cooperationmustbeconceivedinwaysthatus-
ers consider helpful and valuable to them.
Once people get engaged, you need to clar-
ify the different types of value that are created
by their contributions, and then decide on the
revenue model. This normally implies a cost
structure that allows the top contributors to
be rewarded in some way, for collective user
value to be incentivized, and then monetizing
this value.
An interesting example in this vein is that of
professionalonlinenetworks,ofwhichthereare
currentlyseveralvyingfordominanceinEurope.
The initial leader â the German company Xing â
hasmanagedtodevelopabusinessmodelthatre-
lies heavily on its community, which numbered
some 8 million in August 2009. Apart from the
usual staying-in-touch with colleagues and job
contacts,Xingfacilitatesover30,000specialized
groupsand90,000livenetworkingeventsayear,
organizedbymembersformembers.Sofar,users
have acknowledged the value of these services,
and the site currently counts around 700,000
paying Premium Members. In the midst of the
crisis, Xing announced a 35 percent increase in
total revenues to 21.54 million euros for the first
six months of 2009, largely driven by Premium
Membership revenues, which were up by 41 per-
centin2009over2008.Theinternationalleader,
LinkedIn, which is aggressively entering the Eu-
Atraditional brick-and-mortar
business spends a lot at the
outset before seeing any profit.
Think of the traditional pavement-
pounding, knocking-on-doors
approach to drumming up sales,
or getting out the vote.
A typical Web 1.0 method is
ârobocallingâ â automated dialing
of phone lists using a prerecorded
message. This requires an expen-
sive initial outlay, which will only
see returns over time. It also risks
alienating potential supporters
who donât like being interrupted
at meal times. Besides, would you
rather receive a call from an old
friend or an impersonal machine?
In the 2008 U.S. presidential elec-
tion, Barack Obama used Web
2.0 innovation: The initial cost of
his iPhone downloads was much
lower, and the payback was enor-
mous almost immediately. There
were about 5,000 downloads
the first day, and within minutes
people had a powerful tool that
enabled them to call their âfirst
degree of separationâ friends and
associates in key battleground
states using their iPhone contact
lists. Whatâs more, they received
up-to-the-minute coverage and
position statements on key cam-
paign talking points. This generat-
ed half a million phone calls in the
run-up to the election. One simple
application turned supporters
nationwide into a powerful, tar-
geted, evangelistic telesales force.
The rest is history.
Now, imagine getting that kind of
multiplied response from market-
ing your own product or service.
Every business could use a similar
customized sales and customer
relationship management tool on
their company cell phones.
The Multiplied Advantages of Web 2.0
T I M E >
WEB 2.0
WEB 1.0
TRADITIONAL
Experimental Phase
pursue various tacks
proceed quickly
where you find most
growth
POSITIVERETURN><LOSS
FIGURE2
expertinsight Orchestrating the New Dynamic Capabilities
ieseinsight 61issue 3 FOURTH QUARTER 2009
5. Six Ways Marketing Can Change the World
ropeanmarket,hasadoptedadifferentapproach
by building a large user base that only gets lim-
itedservices,whilesomeleadusersâheadhunt-
ers and recruiters â pay a significant sum for the
possibility of browsing the huge database that
LinkedIn has, and afterwards contacting indi-
vidualprofiles.
TacticalQuestionstoConsider:
n Do you allow users to participate on your site
withtheirownideas?
n Howdoyousupportyourmostactivecommu-
nitymembers?
2. activate network effects. For most of us, traf-
fic has negative connotations. But in the digital
world,itâsgoodnewsforbusiness.Why?Because
under certain conditions online traffic may be
made up of network effects, which, put simply,
aretheeffecteachuserhasonthevalueofaprod-
uct or service. They are very often at the heart of
thenewWebbusinessmodels.Ifstrongnetwork
effects exist, this may have a potentially huge ef-
fectontheoverallprofitabilityofacompany.
Activatingnetworkeffects,however,istricky,
sinceonehastounderstandthattherearediffer-
Amy Shuen is a Yale, Harvard
and Berkeley-trained software/
digital electronics engineer,
economist and business school
professor, formerly at Whar-
ton and Haas Berkeley in the
U.S. and currently at the China
Europe International Business
School (CEIBS) in Shanghai.
She has advised more than 50
Silicon Valley venture-funded
startups, as well as executive
committees/boards of multina-
tional corporations. Her semi-
nal paper on dynamic capabili-
ties continues to be a top cited
paper, receiving the Strategic
Management Society Best Pa-
per Award in 2003 in recogni-
tion of its significant influence
in the strategic management
field during the previous five
years. Her latest book, Web 2.0:
A Strategy Guide, explains how
to transform your business by
looking at specific practices
for integrating Web 2.0 with
what you do to improve your
bottom line. Check out her blog
and link to her website at www.
amyshuen.com.
Sandra Sieber is associate pro-
fessor and chair of the Depart-
ment of Information Systems
at IESE Business School. Her
areas of interest center on the
interplay of strategic manage-
ment and information systems,
as well as on the role of new
information and communica-
tion technologies for organi-
zational learning and innova-
tion. She is currently looking
into ICT-enhanced innovation
and how the adoption of new
technologies may change work
practices in enterprises. In this,
she is spearheading an interna-
tional research project with the
Rochester Institute of Technol-
ogy (U.S.A.), Henley Business
School (U.K.) and Cisco, study-
ing the impact of social media
on collaborative innovation. She
blogs at http://isblog.iese.us/
about the authors
entkindsofeffects,andthatamisunderstanding
of the effect has vast implications on the overall
viability of the envisioned strategy. The five dif-
ferent kinds of network effects are direct, indi-
rect,demand-side,cross-networkandsocial.
Aclassicexampleofadirectnetworkeffectisthe
telephone. An individual telephone was useless
butaspeopleboughtthem,theirvalueincreased.
Indirectnetworkeffectsarewhenthepopularityof
aproductorservicespawnstheproductionofin-
creasingly valuable complementary goods â for
example, the iPod and its accessories. Demand-
side effects are, as we saw with Flickr, when will-
ingnesstopayforaserviceincreasesasmoreand
morepeopleuseit.Cross-networkeffectsarewhen
ariseinusagebyonegroupofusersincreasesthe
value of a complementary product or service to
another distinct group of users, such as reader/
writersoftwarepairs.Lastly,socialorlocalnetwork
effects,suchasinstantmessaging,arewhenauser
is influenced directly by the decisions of other
consumers.
Networkeffectsaretheresultsofusersjump-
ing on the bandwagon. For this reason, they can
meanthedifferencebetweenyourcompanyhav-
ing the lionâs share or the leftovers of a competi-
tivemarket.Iftwocompaniesarelockedinbattle
and one is slightly ahead of the other, network
effects can tip the scales in favor of one of the
competitors. Positive feedback can amplify the
stronger company so that it gets stronger while
the reverse is true of the weaker. In such tippy
markets, network effects are so powerful that
they can ultimately determine the rise or fall of
entirecompanies.
In order to make network effects work, you
need to figure out what yours are and how you
can measure their value. Find out which groups
could generate positive network effects for you
andhowyoucangetthemtodoso.Freeorhighly
subsidizedservices,suchasGoogleâssearchen-
gine, are usually the answer. In addition, figure
out a way to monetize the business model by
finding a group of users that has a positive will-
ingness to pay. Google gets almost all of its rev-
enuefromadvertising,byplacingads(thatthen
needtobeclickedon)oneitheritsownorthird-
party pages. Donât forget that network effects
accumulate exponentially, and once you have
activated them, the skyâs the limit, because one
networkeffectgivesbirthtomore,whichinturn
givebirthtoevenmoreandsoon.
Tactical Questions to Consider:
n As users visit your site, do you learn from
their activities, or just present information
to them?
expertinsight Orchestrating the New Dynamic Capabilities
ieseinsight62 issue 3FOURTH QUARTER 2009
6. n If you are in a competitive race, how do your
users see your offerings vs. your competi-
torâs?
3. work through social networks. While people
might think of social networking as a particu-
lar kind of Web 2.0 application, it can enrich
projects even when it isnât the central focus.
The communities built by social networks can
serve to strengthen the appeal of an endeavor.
Members of a community naturally influence
each other, so positive network effects can be
triggered left, right and center. As in the physi-
calworld,oncekeyinfluencersaretalkingabout
a product or service, everybody will be, but the
paceofthispicksuponline.
Again, the extreme power law of the Web
means that once a network has a critical mass,
more and more want to join, and the number of
members grows exponentially. As we see with
websitessuchasFacebook,FlickrandMySpace,
social networks acquire customers fast. They
canattracttensofmillionsofnew,activeandfre-
quentlyengagedcustomersinashortamountof
time, bringing with them valuable storehouses
of openly uploaded, digital, personal and social
content. This content can be turned into cash
through charging certain users. But the value
of this base can also be immediately monetized
through target revenue advertising. Just think,
whileGooglecanofferadvertiserstherelevance
of a keyword, Facebook gives them a personal-
izedviewoftheconsumerstheywanttoreach.
Facebook isnât just a great audience for ad-
vertisers, though; developers are able to dis-
tribute their applications on the site. Consider
possibilities within your own organization.
Very often, IT projects have to be pushed back
because of a lack of programming resources
availableinternally.Outsourcingmaybeasolu-
tion. But traditional outsourcing only partially
overcomes the resourcing problem, since the
solution will be restricted to available capacity.
What if we try to organize the idle capacity of
IT programmers from virtually any country on
Earth,andgoforcrowdsourcing?
âWhat could you accomplish with a team
of 225,534?â poses TopCoder.com, citing the
number of developers in 200 countries that
it counts among its software development
community â and that number is constantly
rising. TopCoder proposes a novel method of
building and delivering software. TopCoder
receives a project from a corporate client, and
breaks it down into manageable pieces, which
are then put out for competition on line. Pro-
grammers in the community write the pieces
that are put together according to the clientâs
requirements and time frame. The client only
pays the prize money for the chosen result,
not for the hours of time the developers may
have spent coming up with various solutions.
Sinceseveralteamsarecompetingforthesame
project, the quality of the winning solution is
usually quite high. With this business model,
TopCoderhasturnedanage-oldlaborproblem
into a business proposition.
TacticalQuestionstoConsider:
n Do you provide mechanisms for your users to
communicateamongthemselves?
n Could user information, like profiles, create
advertisingvalueforyou?
4. multiply your partners through syndication. In
the online world, almost anything can be syndi-
cated, because everything is in digital bits that
can be copied at no extra cost. But the online
syndication of competences takes it to a whole
new level. When a company has the dynamic ca-
pabilitiestochangeitsinitialbusinessmodeland
embracesyndication,itcanfinditselfinadiffer-
entleague.
Originally an online bookseller, Amazon
soonwiseduptothefactthataleadinthemarket
wouldbedifficulttomaintainwhencompetitors
were a click away. So, in 2001, it decided to sell
shelf space, or zShops, to rivals. Sales increased
by 34 percent in 2003 and at the end of that year
Amazon posted its first profit after operating at
alossforadecade.Today,zShopshavemorphed
into Amazon Marketplace, and Amazon has be-
cometheonlineplatformforabroadrangeofon-
line retailers, providing them back-office servic-
es, such as its shopping cart or payment system,
which they never would have had the resources
to build on their own. Paradoxically, Amazon
Social networking sites are projects in themselves,
but even if you donât want to launch a MySpace or
Facebook, more businesses are capitalizing on the
use of social networking to help their project along.
expertinsight Orchestrating the New Dynamic Capabilities
ieseinsight 63issue 3 FOURTH QUARTER 2009
7. Six Ways Marketing Can Change the World
gained competitive advantage by openly sell-
ing company secrets to potential rivals, and
then turning them into a new set of partners
and affiliates. Again, like Apple, IBM and other
network-savvy corporations, Amazon pre-
ferred to take advantage of a small segment of
businesses in the long tail, and then expanding
that market sliver exponentially, while sharing
revenuewithothers.
The online phenomenon of mashups also
sees companies working with each other. Mash-
ups are digital open remixing of information
from different sources. For example, Housing-
Maps.com combined the rentals on Craigslist
withGooglemapssothatviewerscouldinstantly
see where addresses were. Two formerly unre-
lated sites were remixed to produce something
that was more useful than its parts to a certain
groupofusers.Web2.0competencesyndication
can turn competitors, ecosystem partners and
a broad range of small and medium enterprises
into loyal, revenue-generating, revenue-sharing
users, while increasing economies of scale and
scope.Thisisalongwayfromthegametheoryof
business strategy in the â80s, which saw keeping
rivalsontheirtoesasthekeytosuccess.
TacticalQuestionstoConsider:
n Are there aspects of your business that you
couldsellorsyndicateasservices?
n Couldyouworkwithbusinessesthatmightfeel
threatenedbyyourprojects?
n Do you have a product or service that could
complementanexistingWebservice?
No Excuses
Though many examples of the new high-tech
business models are Web-based, traditional
businesses have no excuse for failing to take
full advantage of these opportunities as well.
Letâs look at some who have done just that.
webkinz. Thisstuffedtoycompanyuseddynam-
ic capabilities and Web 2.0 to meet the demands
oftheNoughtieschildwholikesteddybearsand
computer games. The plush toys are no differ-
ent from any others in the physical sense, but
each comes with a secret code that enables its
owner to enter the online Webkinz World, a
virtual play area with its own economy. Every
time you buy a pet, play a game, answer ques-
tions or do activities, you get KinzCash to be
spent in the online store. In addition, you in-
teract withother pet owners through Webkinz
chat. However, accounts expire within a year,
unless another Webkinz animal is purchased, so
kids have to keep buying if they want to remain
partoftheworld.
The Webkinz business model has a big ele-
ment of recombinant innovation, where a com-
panytookaclassicproductandmixeditwithnew
technology to make something more valuable
thanthesumofitsparts.TheWebkinzWorldex-
ploitsarangeofnetworkeffectsincluding:direct
â the experience of being part of the world gets
betterasmorepeoplejoin;indirectâthestuffed
toysencouragecomplementaryproductsinthe
shop;andsocialâtheonlinechatroomconnects
fellowpetownerswhoinfluenceeachother.
zopa. In the current economy, access to credit
is increasingly difficult for consumers and en-
terprises alike. But money hasnât vanished. Part
of the difficulty arises from a lack of trust in the
system. This is precisely where social financiers
suchasZopa.comcomein.Theseplatformswant
tocutoutthetraditionalmiddlemanâthebankâ
and connect lenders and borrowers directly. So,
if someone has some spare money to lend, he or
she can check out the lending options, and then
proceeddirectlytothedescriptionofapotential
borrower and the motives of his or her financial
need. The lender sets the lending rate that suits
himorher,andtheloanentersanonlineauction.
Thus, social lending is putting risk assessment,
rates and returns back in the hands of individual
lendersandborrowersthemselves,andeschew-
ing the overheads and money-making schemes
employed by banks, which many regard with
cynicisminthewakeofthecrisis.
ge/google smart grid. GE provides consumers
with wireless âsmart metersâ and Google makes
the detailed energy data available to users via
their laptops. In a pilot project involving Okla-
homa Power, even teenagers got in on the act,
unpluggingthetoasterafterbreakfastwhenthey
knew down to the cent the value of doing so, as
their minute-by-minute energy use was being
calculated and fed to them via the Web. GE has
recombined an old product (metering) with in-
formationtechnologies,andusedaspectsofWeb
2.0initsbusinessmodel.Vitally,thisinnovation
has an energy-saving motive at its core, which
thesedaysgivesanyprojectanaddededge.
lego. The Danish company Lego allows custom-
erstodesigntheirownLegosetsthroughitsâDe-
signbyMEâinitiative.Thisprogram,launchedin
October2009asacontinuationofitsLegoFacto-
rycustomizationprogram,allowsuserstocreate
their own Lego product, from beginning to end,
providingallthenecessaryinformationandtools
togetthejobdone.Customersdownloaddigital
design software provided by Lego at no charge.
Theycustom-designtheirowndreamLegomod-
elsoncomputer,rightdowntotheboxandbuild-
expertinsight Orchestrating the New Dynamic Capabilities
ieseinsight64 issue 3FOURTH QUARTER 2009
8. ingguide.Then your product can be ordered on
lineandshippedstraighttoyourdoor.
Maybe some of these ideas inspire you. Try
themout.Thelowcostandhighconnectivityof
the Web means you can experiment easily â in-
deed,experimentationiskeytofindingoutwhat
works and what doesnât. Once youâve seen the
difference it makes, you can build in the direc-
tionsthatyoufindthemostgrowth.
Web 3.0 and Beyond
Like backseat passengers on a road trip, we tend
to ignore the amazing scenery whizzing past us
as we impatiently ask the driver, âAre we at Web
3.0 yet?â If we date the start of the first genera-
tionoftheWebtoNetscapegoingpublicin1995,
then it took us a full decade to reach the âcross-
over pointâ in 2005 â the year when more bits,
bytesanddigitalgoodswerebeinguploadedand
sharedontheWebthanwerebeingdownloaded.
So, if it took 10 years to go from Web 1.0 to Web
2.0 â from static to dynamic, from passive users
toactivecontributorsâandwearenearlyhalfway
through the second decade of the Web, whatâs
nextonthehorizon?
Part of our impatience is due to the instant
gratification we have come to expect from the
Web, and weâre disappointed that the Web at
work doesnât look that much different from the
Webathome.This,initself,saysalotabouthow
weâvechanged.
JohnChambers,CEOofCisco,speakingatan
OâReillyMediaWeb2.0Summit,pointedoutthat
thenewWebparadigmhasreversedtheusualse-
quence of technology and business innovation.
In the past, disruptive high-tech innovations,
suchassemiconductorchips,beganlifeinbigin-
dustry labs, and then trickled down to the mass
marketinsimplifiedversions,afterprovingtheir
commercial worth in the professional world.
Customers had to be educated by companies
on how to use these new products and services,
with a small group of early adopters and lead us-
ersactingaspioneersbeforeopeningupthepath
tomainstreamacceptance.
Those days are fast disappearing. Weâre wit-
nessing a quantum social shift that has business
implications for both digital and traditional in-
dustries.Allaroundus,weseeindustrytransfor-
mations and network convergence â in media,
entertainment,music,telecom,financialservic-
es, energy, life sciences, health care, consumer
electronics, precious metals. Even everyday
branded products like Heinz Ketchup and Dori-
tos are bringing new collaborative innovation
and dynamic capabilities to the forefront. In the
n Shuen, A. Web 2.0: A Strategy Guide. Sebastopol:
OâReilly Media, 2008.
n Teece, D., G. Pisano and A. Shuen. âDynamic
Capabilities and Strategic Management.â Strategic
Management Journal 18 (1997): 509-533.
n An IESE exclusive podcast interview with Amy
Shuen is available at ieseinsight.com
to know more
United States, Europe and Asia, whole new eco-
systems and networks of small businesses are
formingaroundtheseleaders.
ThenextWebâcrossoverpointâwillbewhen
the world puts the Web to work in jumping the
digital divide and bringing local entrepreneurs
and users at the bottom of the pyramid into the
networked, digital knowledge economy. A few
promisingandinfluentialinnovatorsinthisarea
include Kiva, the worldâs first online microlend-
ing platform connecting lenders to entrepre-
neursacrosstheglobe.
Another example is the pharmaceutical dis-
tributor McKesson, which has been an IT inno-
vator in providing preventive and emergency
services to homeless people in partnership with
statehealthandhospitalagencies.Inreturnfora
free cellphone and monthly minutes, previously
hard-to-reach but at-risk groups such as home-
less people can be monitored and receive health
careandmedicaladvicetoreducethelikelihood
of high-cost emergency room and acute-care
casesdowntheroad.
Suchinitiativesarepursuingcollaborativein-
novation on a large scale, connecting digital, fi-
nancialandknowledge-basedcapabilitiesandre-
sourceswithexternalnetworksoflocalpartners
andgovernmentagencies.TheWebofthefuture,
webelieve,willseemoreâfeetonthestreet,âfea-
turingevengreatertransparency,visibility,local-
izationanddistributiontoglobalparticipantsat
thebottomofthepyramid.
SophieMancusocontributed to this article.
expertinsight Orchestrating the New Dynamic Capabilities
ieseinsight 65issue 3 FOURTH QUARTER 2009