2017 theme "From Fragile to Agile Fast" was defined as a way to delve deeper into how you can manage disruptive change at speed. Read more. https://www.accenture.com/no-en/event-hpbf-2017
The 4th revolution is reshaping the workforce in Financial Services. Read Accenture's view on how Nordic financial services companies can become change leaders.
The delivery of core business processes as-a-service is more than just promise – it’s here and now, and we see five accelerating forces behind it.
As-a-Service offers agility and speed to business leaders seeking to compete and get ahead of fast-moving customer demands. Take a deeper look at five factors driving the adoption of as-a-Service.
Read Accenture’s report at www.accenture.com/promiseofasaservice.
Harnessing the Power of Entrepreneurs to Open Innovationaccenture
Entrepreneurs and startups are crucial to economic growth and job creation. Yet despite the mythology that has built up around the disruptive power of startups, the overwhelming majority need to leverage the market presence and scale of larger, established enterprises if they are to be truly successful. Meanwhile, large companies are feeling pressure to innovate and become more entrepreneurial, yet find their culture and structures getting in the way. Large companies and entrepreneurs need to collaborate more effectively and take a journey towards more Open Innovation. But how?
This Accenture presentation was made to the G20 Young Entrepreneurs Alliance Summit, Istanbul, Turkey on September 8, 2015.
Move the Market with AI: Using Artificial Intelligence In The New Business Pr...Accenture Operations
As the dynamism of markets increases, some businesses have found themselves held back by rigid processes. The migration to more flexible, outcome-driven approaches has helped many
organizations. Some market leaders have moved further ahead by implementing advanced artificial intelligence (AI) technologies to facilitate the transition. More at www.accenture.com/AIBusinessProcess
Digital transformation: Paving the road for growth in logisticsaccenture
Over the past two decades, as the Internet revolution swept the world, our day-to-day lives have become increasingly digital. With email eclipsing ‘snail mail’ and digital downloads replacing physical products, this could well have dealt a devastating blow to the logistics industry. Industry stakeholders should take notice and come together to prioritize digital transformation initiatives given the potential for significantly higher value to be created for society than for industry.
Five Steps to Digital Success in the Insurance Sectoraccenture
The document outlines five steps for insurance companies to achieve digital success: 1) Measure digital progress, 2) Focus on capabilities that can be applied across businesses and products, 3) Balance investments across planning, developing, selling, and managing, 4) Differentiate with smart geographic and financial management, 5) Rapidly share successful practices. It notes that while insurers have invested heavily in digital, few have seen strong financial returns, but embracing digital transformation could increase profits by 100%.
The 4th revolution is reshaping the workforce in Financial Services. Read Accenture's view on how Nordic financial services companies can become change leaders.
The delivery of core business processes as-a-service is more than just promise – it’s here and now, and we see five accelerating forces behind it.
As-a-Service offers agility and speed to business leaders seeking to compete and get ahead of fast-moving customer demands. Take a deeper look at five factors driving the adoption of as-a-Service.
Read Accenture’s report at www.accenture.com/promiseofasaservice.
Harnessing the Power of Entrepreneurs to Open Innovationaccenture
Entrepreneurs and startups are crucial to economic growth and job creation. Yet despite the mythology that has built up around the disruptive power of startups, the overwhelming majority need to leverage the market presence and scale of larger, established enterprises if they are to be truly successful. Meanwhile, large companies are feeling pressure to innovate and become more entrepreneurial, yet find their culture and structures getting in the way. Large companies and entrepreneurs need to collaborate more effectively and take a journey towards more Open Innovation. But how?
This Accenture presentation was made to the G20 Young Entrepreneurs Alliance Summit, Istanbul, Turkey on September 8, 2015.
Move the Market with AI: Using Artificial Intelligence In The New Business Pr...Accenture Operations
As the dynamism of markets increases, some businesses have found themselves held back by rigid processes. The migration to more flexible, outcome-driven approaches has helped many
organizations. Some market leaders have moved further ahead by implementing advanced artificial intelligence (AI) technologies to facilitate the transition. More at www.accenture.com/AIBusinessProcess
Digital transformation: Paving the road for growth in logisticsaccenture
Over the past two decades, as the Internet revolution swept the world, our day-to-day lives have become increasingly digital. With email eclipsing ‘snail mail’ and digital downloads replacing physical products, this could well have dealt a devastating blow to the logistics industry. Industry stakeholders should take notice and come together to prioritize digital transformation initiatives given the potential for significantly higher value to be created for society than for industry.
Five Steps to Digital Success in the Insurance Sectoraccenture
The document outlines five steps for insurance companies to achieve digital success: 1) Measure digital progress, 2) Focus on capabilities that can be applied across businesses and products, 3) Balance investments across planning, developing, selling, and managing, 4) Differentiate with smart geographic and financial management, 5) Rapidly share successful practices. It notes that while insurers have invested heavily in digital, few have seen strong financial returns, but embracing digital transformation could increase profits by 100%.
Thriving on Disruption: How Utilities Can Become Fearless in the Face of Deva...accenture
New Accenture research of Chief Strategy Officers around the world found that disruption-ready companies are strategizing and operating in remarkably different ways. See three new imperatives for utilities to thrive in the face of devastating disruption.
Being digital: Breaking through the digital ceilingaccenture
Almost three out of four organizations (70 percent) report that digital accounts for less than 15 percent of their current revenues. For now, that 15 percent represents a “digital ceiling.”
How to break through the ceiling? The answer is in creating distinctly digital monetization strategies—new ways to turn digital resources into revenue.
Launch a new monetization strategy by recognizing the focus of current digital investments. Continue core-enhancing strategies, reaching new customers and markets with new experiences. Then look beyond the core to identify resources and needs, as well as the mechanisms connecting them.
Driving Growth and Competitiveness: Can The Power of Cloud Lift M&A Value Int...accenture
The document discusses how mergers and acquisitions (M&A) valued at over $4.7 trillion took place in 2015. It argues that cloud computing can help drive further growth and competitiveness in M&A by enabling companies to capture synergies more quickly. Specifically, cloud infrastructure allows for faster IT delivery and cost reductions of 30% and nearly 30% on average respectively for M&A. Engaging the CIO early in the M&A process can help identify new sources of value from cloud and accelerate the benefits for deals.
Insights from the 2015 Public Sector Summit at Harvardaccenture
Hear from Peter Hutchinson, Wendy Korthuis-Smith and David Bray as they discuss highlights and insights from the 2015 Public Sector for the Future Summit at Harvard University.
Global Research: The Connected Industrial Workforceaccenture
By bringing machines and artificial intelligence into the workforce, digital is enabling an increasingly adaptable, change-ready, and responsive working environment in manufacturing: A new Connected Industrial Workforce.
Mind the Gap – Can your Digital Operating Model Support your Digital Strategy?accenture
Young, fast and agile digital disruptors are increasingly posing competitive threats to incumbents. Many legacy companies have responded to these threats by creating a forward-looking digital business strategy.
The problem they often encounter, however, is that the weight of an old, out-of-date operating model is a drag on the new strategy.
In this PoV, we detail the elements of an effective digital operating model. Such a model—or models—is critical to executing digital business strategies successfully, overcoming disruption and creating value.
Tremendous value lies in how organizations leverage ecosystems to deliver outcomes and solutions through platforms. Some pioneering communications, media and technology companies are already evaluating how they can participate in existing ecosystems. A few are even pursuing more valuable ecosystem leadership roles.
The good news is that companies don't need to build platforms to compete in the platform economy. But they must begin to stake their claim now with three key actions, or risk being marginalized.
Learn how organizations can seize ecosystem opportunities at www.accenture.com/RoleInEcosystem
Seeing Beyond the Loyalty Illusion in Italy: It’s Time you Invest More Wisely accenture
Loyalty programs in Italy typically cost more, and deliver less, than many realize. To reclaim the loyalty value that is slipping through their fingers, savvy business leaders are starting to rethink what loyalty means for their customers—and for their business. Along the way, they are creating new strategies that unlock loyalty’s untapped potential.
The Digitally Enabled Grid: How can utilities survive the energy demand disru...accenture
According to Accenture research, utilities face significant revenue losses from continued growth of distributed energy resources and energy efficiency measures. In the face of such disruption, how can utilities effectively manage the transition to a digital grid?
Increasing Agility to Fuel Growth in the Communications Industryaccenture
Agility and cost reduction are crucial – but how can communications companies make change happen?
Accenture research reveals that communications companies are more focused on cost reduction and reinvesting for growth than ever before.
But they consistently lag behind other industries when it comes to execution.
Learn more: http://bit.ly/2bAj85t
Digital Trendsetters: The Secrets of The Most Successful Digital Supply Chainsaccenture
Accenture Strategy surveyed 400 supply chain executives from organizations with a minimum global revenue of $1 billion+ in mature markets and $500 million or more in emerging markets across 14 countries.
From the respondents we identified a small group (10 percent) of top performers we call Digital Trendsetters.
These companies reported an increase in profitability of more than 10 percent over the last two years and anticipated revenue growth of more than 10 percent in 2015.
Learn more: http://bit.ly/2a6GalL
Banking on Digital: Generating Value from Digital Investmentsaccenture
Customers now inhabit an “always-on,” connected world, and they demand seamless, digitally enabled experiences from all their providers. If banks fail to deliver, customers will go elsewhere.
B2B Channel Partners: Can These Relationships be Saved?accenture
B2B companies are increasingly relying on indirect sales channels to reach more customers, but many channel partners are struggling to provide the necessary customer experiences. As companies cede more control of customer relationships to partners, the risks grow. To strengthen these relationships, companies must innovate with partners, listen to understand their needs, and align on an operating model focused on customer value.
Automotive’s Latest Model: Redefining Competitiveness through the Circular Ec...accenture
The document discusses how automotive companies can embrace circular economy principles to remain competitive. It notes that car sharing has increased vehicle usage rates by 3 to 5 times. If automotive companies adopt selected circular business models across their value chains, they could see a 14% reduction in costs and $400-600 billion in additional revenue by 2030. This would require approaches like vehicle design for durability, product-as-a-service business models, extending product lifetimes, and increasing reuse of materials. The document outlines the circular economy value chain and capabilities automotive companies need to develop, such as enabling after-sale service and continuous customer engagement.
Intelligent automation allows your business to not only do things differently, but to do different things. Discover 3 lessons learned to guide your intelligent automation path:
The document discusses 5 trends in healthcare technology that demonstrate how technology is being shaped to adapt to humans rather than people adapting to technology, including the increasing role of artificial intelligence, integration with digital platforms and ecosystems, new workforce models using online labor, a focus on personalized digital experiences tailored to individual human behavior, and healthcare organizations taking on leadership roles in shaping new digital industries.
Open Innovation: Smart Solutions for R&D Pipelinesaccenture
This document discusses organizations embracing open innovation and provides examples of how large corporations are augmenting internal R&D through various open innovation modes. It then summarizes case studies of open innovation efforts at Bosch, Eli Lilly, Evonik Industries, Ford, HP Labs, Huawei Technologies, Pfizer, Samsung, and highlights outcomes such as new partnerships, increased innovation budget/resources, accelerated development timelines, and adoption of new technologies. The research was a collaboration between Accenture and Purdue University to study open innovation practices.
Building, testing and delivering software with speed and agility are essential to compete in today’s dynamic marketplace. Take advantage of new innovations and speed up software development cycles with Accenture Liquid Studio Singapore.
At Liquid Studio Singapore, we work with clients to quickly turn concepts into products, reducing development time from months to days. We offer workshops in innovation and design thinking, emerging tech experimentation and prototyping, and rapid application development.
Nordic Disruptability Index - Accenture Research (LONG READ)Accenture Nordics
Accenture Nordic Disruptability Index reveals how you can take control of disruption. We have discovered that disruption is manageable and predictable and have clear recommendation on how to turn vulnerabilities into advantages
Artificial intelligence has the potential to significantly boost economic growth rates through its role as a capital-labor hybrid and its ability to accelerate innovation. AI can drive growth via three mechanisms: intelligent automation by adapting to automate complex tasks at scale, labor and capital augmentation by helping humans focus on higher value work and improving efficiency, and innovation diffusion by generating new ideas and revenue streams from data. For economies to fully benefit from AI, governments must prepare citizens and policy for integration with machine intelligence, encourage AI-driven regulation, advocate ethical guidelines for AI development, and address potential redistribution effects of job disruption.
Smart Spending is not Just About The Numbersaccenture
Only 36% of executives report sustainable benefits from cost transformation initiatives despite their rise. To achieve sustainable transformation, leaders must instill a "smart spending mindset" that positions cost savings as fuel for growth. This engages employees by making them partners in reinventing the company. Leaders should emphasize the human aspect by building trust, highlighting employee contributions, and using behavioral science to motivate smart spending behaviors.
Thriving on Disruption: How Utilities Can Become Fearless in the Face of Deva...accenture
New Accenture research of Chief Strategy Officers around the world found that disruption-ready companies are strategizing and operating in remarkably different ways. See three new imperatives for utilities to thrive in the face of devastating disruption.
Being digital: Breaking through the digital ceilingaccenture
Almost three out of four organizations (70 percent) report that digital accounts for less than 15 percent of their current revenues. For now, that 15 percent represents a “digital ceiling.”
How to break through the ceiling? The answer is in creating distinctly digital monetization strategies—new ways to turn digital resources into revenue.
Launch a new monetization strategy by recognizing the focus of current digital investments. Continue core-enhancing strategies, reaching new customers and markets with new experiences. Then look beyond the core to identify resources and needs, as well as the mechanisms connecting them.
Driving Growth and Competitiveness: Can The Power of Cloud Lift M&A Value Int...accenture
The document discusses how mergers and acquisitions (M&A) valued at over $4.7 trillion took place in 2015. It argues that cloud computing can help drive further growth and competitiveness in M&A by enabling companies to capture synergies more quickly. Specifically, cloud infrastructure allows for faster IT delivery and cost reductions of 30% and nearly 30% on average respectively for M&A. Engaging the CIO early in the M&A process can help identify new sources of value from cloud and accelerate the benefits for deals.
Insights from the 2015 Public Sector Summit at Harvardaccenture
Hear from Peter Hutchinson, Wendy Korthuis-Smith and David Bray as they discuss highlights and insights from the 2015 Public Sector for the Future Summit at Harvard University.
Global Research: The Connected Industrial Workforceaccenture
By bringing machines and artificial intelligence into the workforce, digital is enabling an increasingly adaptable, change-ready, and responsive working environment in manufacturing: A new Connected Industrial Workforce.
Mind the Gap – Can your Digital Operating Model Support your Digital Strategy?accenture
Young, fast and agile digital disruptors are increasingly posing competitive threats to incumbents. Many legacy companies have responded to these threats by creating a forward-looking digital business strategy.
The problem they often encounter, however, is that the weight of an old, out-of-date operating model is a drag on the new strategy.
In this PoV, we detail the elements of an effective digital operating model. Such a model—or models—is critical to executing digital business strategies successfully, overcoming disruption and creating value.
Tremendous value lies in how organizations leverage ecosystems to deliver outcomes and solutions through platforms. Some pioneering communications, media and technology companies are already evaluating how they can participate in existing ecosystems. A few are even pursuing more valuable ecosystem leadership roles.
The good news is that companies don't need to build platforms to compete in the platform economy. But they must begin to stake their claim now with three key actions, or risk being marginalized.
Learn how organizations can seize ecosystem opportunities at www.accenture.com/RoleInEcosystem
Seeing Beyond the Loyalty Illusion in Italy: It’s Time you Invest More Wisely accenture
Loyalty programs in Italy typically cost more, and deliver less, than many realize. To reclaim the loyalty value that is slipping through their fingers, savvy business leaders are starting to rethink what loyalty means for their customers—and for their business. Along the way, they are creating new strategies that unlock loyalty’s untapped potential.
The Digitally Enabled Grid: How can utilities survive the energy demand disru...accenture
According to Accenture research, utilities face significant revenue losses from continued growth of distributed energy resources and energy efficiency measures. In the face of such disruption, how can utilities effectively manage the transition to a digital grid?
Increasing Agility to Fuel Growth in the Communications Industryaccenture
Agility and cost reduction are crucial – but how can communications companies make change happen?
Accenture research reveals that communications companies are more focused on cost reduction and reinvesting for growth than ever before.
But they consistently lag behind other industries when it comes to execution.
Learn more: http://bit.ly/2bAj85t
Digital Trendsetters: The Secrets of The Most Successful Digital Supply Chainsaccenture
Accenture Strategy surveyed 400 supply chain executives from organizations with a minimum global revenue of $1 billion+ in mature markets and $500 million or more in emerging markets across 14 countries.
From the respondents we identified a small group (10 percent) of top performers we call Digital Trendsetters.
These companies reported an increase in profitability of more than 10 percent over the last two years and anticipated revenue growth of more than 10 percent in 2015.
Learn more: http://bit.ly/2a6GalL
Banking on Digital: Generating Value from Digital Investmentsaccenture
Customers now inhabit an “always-on,” connected world, and they demand seamless, digitally enabled experiences from all their providers. If banks fail to deliver, customers will go elsewhere.
B2B Channel Partners: Can These Relationships be Saved?accenture
B2B companies are increasingly relying on indirect sales channels to reach more customers, but many channel partners are struggling to provide the necessary customer experiences. As companies cede more control of customer relationships to partners, the risks grow. To strengthen these relationships, companies must innovate with partners, listen to understand their needs, and align on an operating model focused on customer value.
Automotive’s Latest Model: Redefining Competitiveness through the Circular Ec...accenture
The document discusses how automotive companies can embrace circular economy principles to remain competitive. It notes that car sharing has increased vehicle usage rates by 3 to 5 times. If automotive companies adopt selected circular business models across their value chains, they could see a 14% reduction in costs and $400-600 billion in additional revenue by 2030. This would require approaches like vehicle design for durability, product-as-a-service business models, extending product lifetimes, and increasing reuse of materials. The document outlines the circular economy value chain and capabilities automotive companies need to develop, such as enabling after-sale service and continuous customer engagement.
Intelligent automation allows your business to not only do things differently, but to do different things. Discover 3 lessons learned to guide your intelligent automation path:
The document discusses 5 trends in healthcare technology that demonstrate how technology is being shaped to adapt to humans rather than people adapting to technology, including the increasing role of artificial intelligence, integration with digital platforms and ecosystems, new workforce models using online labor, a focus on personalized digital experiences tailored to individual human behavior, and healthcare organizations taking on leadership roles in shaping new digital industries.
Open Innovation: Smart Solutions for R&D Pipelinesaccenture
This document discusses organizations embracing open innovation and provides examples of how large corporations are augmenting internal R&D through various open innovation modes. It then summarizes case studies of open innovation efforts at Bosch, Eli Lilly, Evonik Industries, Ford, HP Labs, Huawei Technologies, Pfizer, Samsung, and highlights outcomes such as new partnerships, increased innovation budget/resources, accelerated development timelines, and adoption of new technologies. The research was a collaboration between Accenture and Purdue University to study open innovation practices.
Building, testing and delivering software with speed and agility are essential to compete in today’s dynamic marketplace. Take advantage of new innovations and speed up software development cycles with Accenture Liquid Studio Singapore.
At Liquid Studio Singapore, we work with clients to quickly turn concepts into products, reducing development time from months to days. We offer workshops in innovation and design thinking, emerging tech experimentation and prototyping, and rapid application development.
Nordic Disruptability Index - Accenture Research (LONG READ)Accenture Nordics
Accenture Nordic Disruptability Index reveals how you can take control of disruption. We have discovered that disruption is manageable and predictable and have clear recommendation on how to turn vulnerabilities into advantages
Artificial intelligence has the potential to significantly boost economic growth rates through its role as a capital-labor hybrid and its ability to accelerate innovation. AI can drive growth via three mechanisms: intelligent automation by adapting to automate complex tasks at scale, labor and capital augmentation by helping humans focus on higher value work and improving efficiency, and innovation diffusion by generating new ideas and revenue streams from data. For economies to fully benefit from AI, governments must prepare citizens and policy for integration with machine intelligence, encourage AI-driven regulation, advocate ethical guidelines for AI development, and address potential redistribution effects of job disruption.
Smart Spending is not Just About The Numbersaccenture
Only 36% of executives report sustainable benefits from cost transformation initiatives despite their rise. To achieve sustainable transformation, leaders must instill a "smart spending mindset" that positions cost savings as fuel for growth. This engages employees by making them partners in reinventing the company. Leaders should emphasize the human aspect by building trust, highlighting employee contributions, and using behavioral science to motivate smart spending behaviors.
See how Artificial Intelligence (AI) plays a wide range of increasingly sophisticated roles in creating better customer interactions at the user interface (UI) in trend 1 of Tech Vision 2017.
The 2017 Accenture Technology Vision report showcases the top five disruptive IT trends and innovations shaping the business landscape in 2017 and beyond. Take action today and shape technology to fit your needs.
Learn more at www.accenture.com/technologyvision
Seeing beyond the Loyalty Illusion: It’s Time You Invest More Wisely accenture
Loyalty programs typically cost more, and deliver less, than many realize. To reclaim the loyalty value that is slipping through their fingers, savvy business leaders are starting to rethink what loyalty means for their customers—and for their business. Along the way, they are creating new strategies that unlock loyalty’s untapped potential.
Building your role in digital ecosystems is the key to unlocking future growth. Digital platforms are the gateway to new digital ecosystems. See how will you can use them to grow in trend 2 of Tech Vision 2017.
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Studies have shown that meditating for just 10-20 minutes per day can have significant positive impacts on both mental and physical health.
New York State Family Medical Leave Act- What Employers Should KnowAnnemaria Duran
The New York State's Family Medical Leave Act starts Jan 2018. Business owners and managers should be aware of the requirements and the employment laws surrounding the new legislation. Small businesses are not exempt. Employees will be eligible for up to 12 weeks of paid family leave for specific reasons and employers have several obligations under the law when employees take leave. The law differs greatly from the Federal FMLA. Be aware and educate your workforce around the specifics of the law. Let us know if you have any questions and please comment if this is helpful!
The document discusses trends in augmented reality (AR), virtual reality (VR), and mixed reality (MR) technologies, noting that while 2016 saw increased adoption and awareness of these technologies, most organizations' approaches to developing experiences with them remained siloed and lacked integration. In 2017, the document suggests, organizations will move beyond treating AR, VR and MR as separate and will instead focus on creating singular, integrated experiential platforms that combine different types of reality into "blurred reality" experiences.
The official Ogilvy Key Digital Trends for 2017. A yearly trend report outlining both where we believe the digital and social landscape is headed and what brands and agency partners should do about it. By Marshall Manson and James Whatley
- More than half of the world's population now uses the internet, with global internet users growing 8% year-over-year. Mobile internet and social media usage are also growing significantly.
- Social media users grew over 20% in the past year to over 2.5 billion active users monthly. Mobile social media use in particular saw 30% growth.
- The report provides statistics on internet, social media, and mobile usage globally and by region, finding continued growth in connectivity and usage around the world.
How to Become a Thought Leader in Your NicheLeslie Samuel
Are bloggers thought leaders? Here are some tips on how you can become one. Provide great value, put awesome content out there on a regular basis, and help others.
Este documento enumera 10 razones para rechazar el socialismo. Argumenta que el socialismo (1) viola la libertad y la naturaleza humana al transferir los derechos individuales al estado, (2) elimina la propiedad privada, (3) se opone al matrimonio tradicional y los derechos de los padres, (4) promueve un igualitarismo radical que niega las desigualdades naturales, (5) fomenta el ateísmo y el relativismo moral, y (6) se burla de la religión. El autor concluye que
12 tendenser der vil præge medierne i 2017 - og en enkelt der først slår igennem i 2018. Den årlige udsigt fra Medietrends.dk og Jan Birkemose.
Denne minibog udkom til abonnenterne af Medietrends nyhedsmail allerede i december i 2016. Men kan fra 1. marts 2017 frit læses af alle.
Hvis du ønsker at modtage den kommende medieprognose for 2018, kan du allerede nu tilmelde dig nyhedsmailen på medietrends.dk
Northern Norway is experiencing significant economic growth and investment in key industries such as energy, offshore, infrastructure, and construction totaling nearly NOK 300 billion through 2022. The energy sector alone is expected to see NOK 36.5 billion in investments, focusing on expanding renewable energy production, upgrading the electrical grid, developing offshore wind and improving energy efficiency. Rapid growth of the petroleum industry and other sectors in Northern Norway is increasing demand for power and transmission capabilities. Statnett forecasts investing NOK 5-7 billion annually through 2023 to modernize the aging electrical grid and increase transmission capacity.
The document summarizes business opportunities in infrastructure investments in Northern Norway between 2014-2022. It is estimated that there will be total investments of nearly NOK 300 billion in the region during this time period, including NOK 38.9 billion invested in infrastructure projects. The Norwegian government will spend NOK 508 billion on transportation infrastructure nationwide over the next decade, focusing on roads, railways, ports, and making infrastructure a competitive advantage. Infrastructure needs in Northern Norway through 2022 include over NOK 38 billion for projects such as highways, airports, ports, and rail lines.
Fast track to sustainable value through airline cost transformationaccenture
So much is changing for airlines today. But while the industry is volatile, there is also a perfect storm to put all costs under the lens and discover how to be best in class in every category. Airlines can get on the fast track to sustainable value by aligning costs with the future goals of the business and instilling a radically different value system with employee behaviors of ownership and accountability.
This document discusses six innovative digital business models that companies are using to succeed in today's business environment: 1) outcome-based models, 2) expansion into new industries/markets, 3) digitization of products/services, 4) competing as an ecosystem, 5) shared economy, and 6) digital platforms. It provides examples of companies implementing each model and cites statistics on the impact and opportunities associated with digital business model innovation.
The document discusses how digital technologies are driving the need for companies to reimagine their business models. It outlines six new digital business models that are proving effective: 1) outcome-based models where companies are paid for measurable outcomes rather than just products/services, 2) expansion into new industries by leveraging core assets, 3) digitization of products and services through technologies like 3D printing and driverless cars, 4) competing as an ecosystem through partnerships, 5) shared economy models like ride-sharing services, and 6) digital platforms. The document provides examples of companies innovating in these areas and considerations for companies looking to adopt new digital business models.
Insights into non-payroll workers | SAP FieldglassSAP Fieldglass
How much do you know about your non-payroll workers?
Only 31% of executives are highly informed about the quality of work done by their non-payroll workers. That is just one finding from SAP Fieldglass’ latest global research study with Oxford Economics.
To get work done, organizations increasingly turn to non-payroll workers such as independent contractors, freelancers and temporary staff. Non-payroll workers account for a major share of total workforce spend. Yet many organizations under-manage them, preventing them from reaching their full potential, as well as putting their organizations at risk.
View the SlideShare to discover four key actions organizations can take to unlock more value from their non-payroll workers and mitigate risk. The SlideShare also looks at Pacesetters – organizations that excel in managing non-payroll workers – and shows how their strong management capabilities pay off in superior business results.
About the research
SAP Fieldglass collaborated with Oxford Economics to survey 1,050 senior executives in 24 industries across 21 countries about their use and management of the external workforce. One-third of respondents are C-suite leaders, including Chief Procurement Officers and Chief HR Officers. From a qualitative perspective, Oxford Economics also conducted in-depth interviews with multiple executives to capture their insights and reactions to the survey findings.
IFS generates success in the manufacturing industryIFS
The document discusses trends in the manufacturing industry and how IFS applications are prepared to help customers address these trends. It outlines that margins are under pressure in manufacturing as frequent product changes and new technologies drive needs for speed, advanced planning, and lifecycle management. Emerging trends discussed include a focus on productivity, mobility, user-centric design, and expanding into new service offerings. IFS applications are presented as solutions that can help manufacturers improve productivity, enable mobile access, focus on user needs, and manage new service businesses.
Cloud is a critical game-changer in industries, rather as an enabler. Digital transformation can be a challenging journey for a business, but the right tools and approach helps the business compete effectively in an increasingly connected world. To attain digital precision, enterprises require strengths that include analytics capabilities, asset and configuration management capabilities, security management, demand and availability management among other capacities.
How is cloud fueling digital transformation initiatives in enterprises? Check out this infographic to know more.
Leaders in oil and gas companies are showing the way to thrive during the energy transition by focusing on reinvention in five key areas: competitiveness, carbon, connectivity, customers, and culture (5Cs). The document summarizes findings from a survey that identified 18 oil and gas companies as reinvention leaders based on their approaches in these 5C areas. It describes what leaders are doing well and opportunities for improvement across the 5Cs, and recommends actions for other companies to take in each area to successfully reinvent themselves.
Winning with An Awesome Customer Experience in the Digital Economy by Girard ...robusta
This presentation explores the experience economy, the disconnection between CEOs and Customer on the quality of their experience and solutions to bridge this gap!
The document discusses the changing role of CFOs and provides an overview of Siemens' financial performance and business structure. It argues that to be effective, CFOs must be key members of the top management team, balance conformance with performance, have strong business acumen and industry knowledge, and act as respected financial professionals and team players. The document also outlines trends affecting business like globalization, urbanization, digitalization, and climate change. It aims to dispel myths about CFOs and define the essential skills and responsibilities for the role.
The document discusses strategic alliances between companies. It defines strategic alliances as a cooperative strategy where firms combine resources and capabilities to create a competitive advantage. Strategic alliances have become integral to modern organizations' success as complexity and dynamism have increased. The main reasons for strategic alliances are to share risks and limit the resources a company must commit. Smaller companies and start-ups often rely on strategic alliances to advance beyond the development stage since they may not have the capabilities or resources to do so alone. The document provides several examples of strategic alliances between large companies.
The document discusses SAP's approach to helping customers with digital transformation. It outlines a 4-phase customer engagement methodology: 1) executive alignment, 2) value discovery, 3) validation and execution readiness, and 4) value delivery. The goal is to partner with customers to harness new digital technologies and reimagine business models through a collaborative, outcome-focused approach.
Boosting Innovation and Value for Your Subsidiaries with SAP S/4HANA CloudCapgemini
Boosting Innovation and Value for Your Subsidiaries with SAP S/4HANA Cloud: More agility, More innovation, More time-to-Value and Quicker Payback with Capgemini and SAP 2tier Strategy
Technology has transformed the way people work. Leaders can resolidify their teams by developing a robust Workforce Augmented Strategy to adjust their leadership behaviour, embrace digital workforce platforms and deepen their engagement with digitally enabled workers.
Malaysian Insurance Institute (MII) together with The Center of Applied Data Science (CADS) Founder and CEO Sharala Axryd will run a webinar for leaders to create a center of excellence for data literacy that addresses business needs and talent potential identification.
In doing so, leaders will be able to:
- improve employee engagement and talent retention
- improve data literacy and close competency gap
- digitize operations and automate process
A Journey from the Promise of Agile in early 2000s (Values and Principles) to the State of Agile in 2020, highlighting the present Challenges and Issues (Faux-Agile, Immature Agile, Inflated Expectations and Dissatisfaction, Gap of Business and Development) and showing the Path that is Emerging to Fulfill the Promise through Lean Influence, Technical Excellence, Delivery Revolution, Self-Organized Teams, Lean Management and Generative Culture, drawing a final Conclusion of necessary Alignment between Technical, Team and Management Practices with Agile Values and Principles to reach the final goal of Customer, Team and Organization Satisfaction through the vehicles of Generative Culture, Value Delivery and Team Performance.
Feel free to contact me for further details.
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2. Adapt its
strategy, plans,
culture and
operations to
capture new
opportunities
React
to unexpected
changes in the
business
environment
”AGILITY” IS ABOUT
THE
SPEEDAT WHICH AN
ORGANIZATION
CAN…
4. BE AGILEOR BE LEFT BEHIND
MORE THAN HALF OF
NORDIC ORGANIZATIONS
WANT TO BE INDUSTRY
LEADERS IN THREE YEARS.
IN 2017 IN 2019OVERALL
BEHIND PEERS IN
SPEED TO ADAPT
AT LEVEL OF
PEERS IN SPEED
TO ADAPT
INDUSTRY
LEADER IN SPEED
TO ADAPT
6%
12%
51%
27%
4%
0%
1%
9%
37%
53%
5. DIGITALIZATION
AND INCREASE
CUSTOMER
EXPECTATIONS
ARE DRIVING
AGILITY
KEY DRIVERS
FOR AGILITY
DIGITALIZATION OF OUR OPERATING ENVIRONMENT
INCREASE IN CUSTOMER EXPECTATIONS
NEW BUSINESS MODELS
PROFITABILITY CHALLENGES / COST PRESSURES
EMERGING TECHNOLOGIES DESRUPTING
CUSTOMERS AND OUR OPERATIONS
INTERNATIONAL COMPETITION
LACK OF GROWTH
70%
70%
53%
50%
34%
16%
11%
47%
30%
15%
LOCAL COMPETITION
POLITICAL UNCERTAINTY
OTHER
6. COMPANIES ARE WILLING TO TAKE THEIR
EMPLOYEES ON THE JOURNEY TO AGILITY
BUT
PRIORITIZE
STABILITY FOR
THEIR CUSTOMERS
THE
PARADOX
7. PRIORITIES ACROSS
MULTIPLE AREAS IN
ORDER TO STEP
CHANGE AGILITY
– INCLUDING “SLOW TO
CHANGE” AREAS SUCH
AS PLATFORMS AND
CULTURE
NORDIC ORGANIZATIONS SEE
DEVELOPMENT
DATA & ANALYTICS
(INCL. CUSTOMER INSIGHTS)
PLATFORMS & CAPABILITIES
ECOSYSTEM & CO-CREATION
CULTURE & PEOPLE
EXECUTION AGILITY
AGILITY IN PLANNING &
PERFORMANCE MGMT
AGILITY IN STRATEGY, LEADER-
SHIP & DECISION-MAKING
85%
76%
69%
69%
61%
54%
54%
8. IT’S TIME TO DRIVE AGILITY
AS A DEDICATED CEO
AGENDA…
…BUT WHAT WILL
YOU NEED TO
SUCCEED?
9. 1. ENSURE A TOP LEADERSHIP VISION
FOR AGILITY
2. MAKE PEOPLE, SKILLS & CULTURE
AN IMMEDIATE PRIORITY
3. DRIVE REAL-TIME CHANGES
AROUND CUSTOMERS
4. ADOPT AGILE AND RESPONSIVE
TECHNOLOGIES FOR SPEED
Editor's Notes
Thank you <Cecilie>.
Everyday we see how the pace of change continues to pick up speed, driven by digitalization, rapid changes in customer expectations, emerging technologies and disruptive competition.
It is evident in how different technologies are being combined to drive innovation at a level and scale that we’ve never seen before.
As The Economist recently said, “the rate of change in the world will never again be as slow as it is today”.
But what are Nordic companies doing to – not only keep up with the pace – but to gain speed and agility to take advantage of the changes around them?
To better understand agility’s importance among the leadership of the largest Nordic companies and public organizations, we carried out in-depth interviews with 207 Nordic executives.
Let me take you through some of the key findings as an appetizer for what we will discuss in-depth during this evening.
But first – to establish a common understanding of what we mean by agility - let’s quickly cover our definition:
A truly agile organization is one which is able to adapt its strategy, plans and operations faster than its peers.
The business benefits is quicker time-to-market, customer satisfaction, revenue and cost scalability. That’s the good news. The bad news is that without agility companies could struggle to survive in unrelenting and rapid disruption.
Let´s turn to some key insight;
Our research clearly tells us that agility has become a very strategic topic for most Nordic companies and organizations.
We found that eight out of ten companies say that agility is a priority today.
And more than nine out of ten (94 percent) say it will be crucial for their survival in three years.
Evidently the race to agility is really on. Companies wants to make an important shift.
It sends a clear signal that others need to keep pace or risk being left behind.
Let’s look at some numbers:
51% of the Nordic companies say they are at the peer level regarding agility today with a total of 31% being above or leading in agility. [Note: 27% + 4%]
But when asked where they will be in just 2019 a total of 90% say they will be above their peer group or industry leaders. [Note; 37% + 53%]
That’s a dramatic change which implies that all 9 in 10 Nordic companies aspire to be in front of their peers groups.
However, common logic will dictate than all companies in an industry cannot be leaders.
Now, let’s look at the key drivers of agility for Nordic businesses.
The absolute top two drivers for the development of agility are;
“Digitalization of the operating environment” which refers to the environment in which your services are delivered, products created & consumed - and “increase in customer expectations” which has to do with new demands and needs from customers
These are followed by new business models, cost pressures and emerging technologies as the most pressing drivers
We think there is an interesting paradox in relation to the customer part as you will see in the following:
We asked the Nordic executives about how they prioritize agility vs. stability for their employees and customers.
74% say they are very willing to take their employees on a rocky ride to agility by making changes around them. This particular point is probably not too surprising
But only 27% prioritize agility for their customers over agility.
It is interesting that Nordic companies acknowledges that one of the key things driving the need for agility is their customers. Yet, evidently also an area companies are cautious about making changes in.
This indicates that companies are afraid to rock the boat by trying out or testing new things involving their customers despite knowing that their customer’s expectations continue to change.
Many true industry leaders have been successful in taking their customers with them as they’ve made some fundamental changes in their agility.
Examples include Apple’s continuous product innovation; IKEA’s end-to-end customer experience, and Salesforce.com’s as-a-service business model utilized by both small and large enterprises.
Being overly cautious of the changes in your customer interface will limit the positive impact agility-driven change can achieve.
Another interesing finding is related to what development areas Nordic leaders prioritize to become agile?
As you see, most companies said they need to develop all the seven aspects of agility - and most of these immediately. That is a huge undertaking.
Many of these areas – such as people and culture and technology platforms - are slow to change which effectively make this a real transformation they need to drive for their businesses.
As I stated in the beginning of my presentation; the race to agility is on.
Agility is not a capability to be acquired alongside others. It’s an integral quality that must be present across the whole organization and everything it does.
We believe it is time to drive agility as a dedicated CEO priority
But exactly how do you succeed?
Turning the needle toward true agility requires leadership to build its agility vision, communicate it and make it everyone’s objective in the organization. Such change can only happen when set against a corporate-wide explicit set of priorities with CEO ownership and a strong – agile – plan for getting there.
The approach to developing agility should itself be undertaken in an agile manner. That means focusing on small pilots in selected areas which can then be scaled up in line with agreed priorities. But what are those priorities? As noted earlier Nordic companies are finding it hard to set their agility agendas. While it’s true that agility needs to be developed on multiple fronts at the same time, companies need to identify their ‘sweet spots’ that will help them accelerate, instead of trying to take everything forward at the same time.
Becoming agile requires a step change across multiple, often slow moving, areas.
To win the race to agility, you need to:
Be ready to take your customers with you to agility
Realize a shift in the culture and agility related skills
Focus on making your IT more agile and “digital IT”