A look at business model innovation's crucial role in today's global business environment .
Showing organizations how business model innovation should be a key focus area in today's global economy, this book features cases from businesses around the globe that have developed customized business models and achieved spectacular levels of performance.
• Case examples from well-known innovation leaders IKEA, Apple, Tata, SHARP, Saudi Aramco, De Beers, Telefonica, Valero Energy, LEGO, and Proctor & Gamble
• Shows businesses how to get beyond traditional business models to take better advantage of emerging opportunities
• Coauthored by former CEO of SAP AG, the world's largest provider of enterprise software
Filled with interviews with key executives, this book reveals the role of technology in driving and enabling changes to fundamental facets of a business. Companies around the world are innovating their business models with tremendous results. IT-Driven Business Models shows interested organizations how they can start the process.
Accenture From Global Connection To Global OrchestrationInnovation Tank
This document discusses two defining trends for the next economic era: the acceleration of multi-polar globalization and the transformative potential of newly mature information technologies. It summarizes that economic power is increasingly diffused across more countries and regions, with emerging markets accounting for over half of global output. It also discusses how information technologies like cloud computing are enabling new forms of business models and market-making forces. The document advocates that companies must move beyond global connectedness to proactively orchestrate opportunities from these new trends through strategies like gaining deeper customer insights and developing wide networks.
Extending the Enterprise (with Howard Elias)Gavin Ellzey
The document discusses the challenges that globalization poses for modern enterprises and proposes strategies for coping with these challenges. It defines globalization as the ubiquitous movement of business beyond national boundaries. This has led to the formation of transient "cybermarkets" on a global scale. Decision-making in globalized businesses must account for multiple influencing factors like regulations, culture, and politics. The author argues that IT systems must be architected to operate across dimensions like currency and time zones to support success in these globalized cybermarkets. Key coping strategies proposed include thinking globally while acting locally, leveraging virtualization, and designing systems with root cause analysis capabilities.
Analyze the forces shaping work, workplace and worker skills required in the 21st Century.
Discuss the implications of these trends for the workforce, firms and management.
Articulate the ways in which people differ from one another at a high level and why it is important for management.
Building The Organisation Of Tomorrow LIDABryan Fenech
The document discusses how organizations need to change and adapt to remain effective in today's complex, globalized world. It argues that the hierarchical, siloed structures that dominated the 20th century are no longer suitable and are a cause of many problems. The organization of the future needs to be networked, cellular, empowering creativity and autonomy instead of control. It will be driven more by shared values than narrow interests and will focus on meeting stakeholder needs instead of just shareholders. However, most organizations still rely on outdated hierarchical models. The document calls for a shift to more networked, emergent structures to address this challenge.
This document discusses the challenges facing business and IT leadership in achieving profitable growth. It argues that commoditization is making many industries low-margin, and that the key is for companies to shift from traditional value chains to coordinated value webs. IT leadership needs to help businesses escape commodity traps by enabling coordination both within and across organizations through standardized interfaces and coordination technology. Examples of successful coordination designs from companies like Dell, Walmart, and FedEx are provided.
BUS106 wk2 ch2 how economic issues affect business Bhupesh Shah
BUS106 How Economic Issues Affect Business - from UNDERSTANDING CANADIAN BUSINESS, 7th Canadian Edition (custom publication for Seneca) ; published by McGraw-Hill
Globalization has brought wide-ranging consequences in all aspects of human life, including business. Managers now need a global vision and perspective to achieve success in managing their organizations. Some challenges for businesses in the global environment include increased global competition, rapid technological advances, population growth, changing lifestyles and social trends, and economic and political instability. To anticipate freer competition, businesses must focus on developing innovative and creative human resources, new or improved products and services, and competitive advantages through efficiency and continuous improvement. Adapting to different cultural contexts is also important for business success globally.
Four technology super trends and their impact on banking: digital society, big data, everithing joins up, integrity and security.
Customer: convinience, safety, personalization
Accenture From Global Connection To Global OrchestrationInnovation Tank
This document discusses two defining trends for the next economic era: the acceleration of multi-polar globalization and the transformative potential of newly mature information technologies. It summarizes that economic power is increasingly diffused across more countries and regions, with emerging markets accounting for over half of global output. It also discusses how information technologies like cloud computing are enabling new forms of business models and market-making forces. The document advocates that companies must move beyond global connectedness to proactively orchestrate opportunities from these new trends through strategies like gaining deeper customer insights and developing wide networks.
Extending the Enterprise (with Howard Elias)Gavin Ellzey
The document discusses the challenges that globalization poses for modern enterprises and proposes strategies for coping with these challenges. It defines globalization as the ubiquitous movement of business beyond national boundaries. This has led to the formation of transient "cybermarkets" on a global scale. Decision-making in globalized businesses must account for multiple influencing factors like regulations, culture, and politics. The author argues that IT systems must be architected to operate across dimensions like currency and time zones to support success in these globalized cybermarkets. Key coping strategies proposed include thinking globally while acting locally, leveraging virtualization, and designing systems with root cause analysis capabilities.
Analyze the forces shaping work, workplace and worker skills required in the 21st Century.
Discuss the implications of these trends for the workforce, firms and management.
Articulate the ways in which people differ from one another at a high level and why it is important for management.
Building The Organisation Of Tomorrow LIDABryan Fenech
The document discusses how organizations need to change and adapt to remain effective in today's complex, globalized world. It argues that the hierarchical, siloed structures that dominated the 20th century are no longer suitable and are a cause of many problems. The organization of the future needs to be networked, cellular, empowering creativity and autonomy instead of control. It will be driven more by shared values than narrow interests and will focus on meeting stakeholder needs instead of just shareholders. However, most organizations still rely on outdated hierarchical models. The document calls for a shift to more networked, emergent structures to address this challenge.
This document discusses the challenges facing business and IT leadership in achieving profitable growth. It argues that commoditization is making many industries low-margin, and that the key is for companies to shift from traditional value chains to coordinated value webs. IT leadership needs to help businesses escape commodity traps by enabling coordination both within and across organizations through standardized interfaces and coordination technology. Examples of successful coordination designs from companies like Dell, Walmart, and FedEx are provided.
BUS106 wk2 ch2 how economic issues affect business Bhupesh Shah
BUS106 How Economic Issues Affect Business - from UNDERSTANDING CANADIAN BUSINESS, 7th Canadian Edition (custom publication for Seneca) ; published by McGraw-Hill
Globalization has brought wide-ranging consequences in all aspects of human life, including business. Managers now need a global vision and perspective to achieve success in managing their organizations. Some challenges for businesses in the global environment include increased global competition, rapid technological advances, population growth, changing lifestyles and social trends, and economic and political instability. To anticipate freer competition, businesses must focus on developing innovative and creative human resources, new or improved products and services, and competitive advantages through efficiency and continuous improvement. Adapting to different cultural contexts is also important for business success globally.
Four technology super trends and their impact on banking: digital society, big data, everithing joins up, integrity and security.
Customer: convinience, safety, personalization
This document provides a summary of the contents of an upcoming report by Convention 2020 on key drivers and strategic challenges facing the conventions, meetings, and events industry. The summary outlines sections that will be in the full report, including looking back at trends over the last decade, current industry priorities, global drivers of change, emerging trends, future technologies, and strategic challenges for business leaders. It provides an overview of many topics that will be explored in more depth in the July 2010 report.
The document outlines key trends in strategic management from the 1990s to the 2000s. It discusses the turbulent global environment organizations faced with events like the dot-com bubble burst, corporate scandals, and terrorism. It also summarizes influential strategic concepts like shareholder value and core competencies. Finally, it explores emerging trends in organizations, leadership needs, and the competencies required of business leaders in the new economy.
This white paper introduces Supply Chain 2.0, which aims to virtually integrate financial and physical supply chains to create value for customers, employees, suppliers, and service providers. Globalization is driving the need for Supply Chain 2.0 innovations to address challenges like increased lead times, complex inventory management across global networks, and new financial management needs. Supply Chain 2.0 focuses on making supply chains better through cost management, faster through end-to-end visibility and reduced lead times, and smarter through synchronized financial and physical data. This approach aims to provide competitive advantages like improved responsiveness to cost changes and demand shaping abilities.
Why are operations the most exposed to Corporate Social ResponsibilityFreddy COUCHY
More than ever, sustainbility is becoming crucial for business.we analysed the main problematics for implementing CSR consideration within industrial companies.
Future of work Insights from discussions building on an initial perspective ...Future Agenda
The initial perspective on the Future of Work byby Andrew Curry of The Futures Company kicked off the Future Agenda 2.0 global discussions taking place through 2015. This summary builds on the initial view and is updated as we progress the futureagenda2.0 programme. www.futureagenda.org
Cisco paper - Architecting Resilience: Perspectives from Public Sector LeadersAllison Hornery
1) Public sector leaders face immense challenges from transitions like declining revenues, rising needs, and changing demands while also losing experienced workers to retirement.
2) They seek to increase resilience through productivity gains and innovation to adapt to these largely uncontrollable transitions with fewer resources.
3) Distributed networks that effectively link people, data, and decision makers are seen as key to enabling greater collaboration needed for resilience, productivity, and innovation.
The document discusses several topics related to business including factors that contribute to rapid business change, the role of entrepreneurship in the economy, how American businesses began focusing on customer needs after WWII, differences between non-profit and for-profit organizations, factors of production, strategies for developing a competitive advantage, and how the rise of the internet has changed business practices. Key points made are that global competition, technology changes, and resource depletion are accelerating the pace of business change. Entrepreneurial success benefits job creation and economic growth. Meeting customer needs became essential to business success due to increased post-war competition. Non-profits contribute to the economy through employment and revenue while partnering with businesses.
(Ivo Pezzuto) Turning Globalization 4.0 into a Real and Sustainable Success f...Dr. Ivo Pezzuto
This document provides an overview and analysis of the opportunities and challenges of the current era of globalization, known as Globalization 4.0. It discusses how technological innovation presents major opportunities for businesses but also risks like job disruption. It also examines challenges like rising inequality, debt levels, and economic uncertainty. The document advocates for reforms to global governance and business strategies like Creating Shared Value to promote sustainability and social inclusion and ensure globalization benefits all stakeholders.
The document discusses current trends in strategic management. It covers trends in the external business environment including the third industrial revolution driven by digital technologies, societal pressures on businesses to be more socially responsible, and the decline of public corporations as more go private. It also discusses new directions in strategic thinking beyond just cost cutting and shareholder value, including a return to fundamentals of profitability and accessing more complex sources of competitive advantage.
The document discusses the changing music industry landscape and new strategies for artists. It notes that the traditional record label model is broken as CD sales have collapsed. However, music consumption is high and new digital channels are expanding. The document outlines new approaches for artists to make money, including crowdfunding, merchandise, publishing, touring, sponsorships, and developing their own digital products/services. It emphasizes directly engaging fans through social media and events. Artists are encouraged to collaborate and control their own careers across multiple revenue streams in the new music ecosystem.
- The document discusses open data business models and how hackers can think about financially sustaining open data projects.
- It describes the story of VanTrash, an open data project that provided garbage collection notifications, and the various business models they considered like sustaining through citizens, municipalities, or as an infrastructure service.
- The key lessons were that municipalities are slow to adopt, various models can be tested and blended, and focusing on the value certain groups receive can help identify potential revenue streams.
This document discusses how big data is enabling new business models, referred to as Business Model 2.0. It notes that traditional business models are being transformed by the ability to collect and analyze massive amounts of data. Examples are given of companies that have used big data to develop new revenue streams, such as a company that advises customers on wind turbine placement after analyzing 12 years of global wind patterns. The document suggests big data opens up new business opportunities by powering new processes and adding new dimensions to existing models.
The Value of Data for Digital Business ModelsBoris Otto
This presentation outlines the challenges and opportunities of digitization and highlights the important role of data quality. The presentation uses a well-known business model conceptualization to illustrate successful digitization examples.
Data-Driven Business Model Innovation BlueprintMohamed Zaki
In this paper the authors present an integrated framework that could help stimulate an
organisation to become data-driven by enabling it to construct its own Data-Driven Business Model (DDBM) in coordination with the six fundamental questions for a data-driven business. There are a series of implications that may be particularly helpful to companies already leveraging ‘big data’ for their businesses or planning to do so. By utilising the blueprint an existing business is able to follow a step-by-step process to construct its own DDBM centred around the business’ own desired outcomes, organisation dynamics, resources, skills and the business sector within which it sits. Furthermore, an existing business can identify, within its own organisation, the most common inhibitors to constructing and implementing an effective DDBM and plan to mitigate these accordingly. Within the DDBM-Innovation Blueprint inhibitors are colour-coded and ranked from severe (red) to minor (green). This system of inhibitor ranking represents the frequency and severity of inhibitor, as perceived by 41 strategy and data-oriented elite interviewees.
"Big Data" is a term as ubiquitous as data itself, but it is more than just a way to describe the massive amount of information created every day. In fact, I would argue that it is more of a dynamic than a one-dimensional term.
In this presentation, I walk business audiences through the history and rise of big data, the four Vs of big Data, and end by looking at some practical applications and recommendations.
Originally presented on February 26, 2013 in Washington, DC at the US Chamber of Commerce.
This document does not contain any meaningful content beyond page numbers. It consists of 12 blank pages numbered consecutively from 1 to 12 without any text, images or other information on the pages.
This document provides links to download various Android games and applications for free. It includes categories for general Android games, free Android games, and online Android games. Clicking the links allows users to access a collection of the latest and most popular Android games and apps from 2013.
Nc verification and re processing for collaborative machiningLiu PeiLing
This document discusses collaborative machining and the need for quick NC data verification and re-processing. It begins with an abstract that introduces collaborative machining and identifies verification and re-processing as critical issues. It then reviews traditional NC simulation methods like B-rep, section, and Z-map representations. The document proposes a dynamic in-process stock model using a new geometry representation and describes a system developed for quick NC verification and re-processing using OpenGL. Test results showed the system can effectively optimize machining processes in collaborative environments.
Doing Business 2015: au-delà de l’efficience est une publication phare du Groupe de la Banque Mondiale et est le 12ème d'une série de rapports annuels mesurant les réglementations favorables et défavorables de l'activité commerciale. Doing Business présente des indicateurs quantitatifs sur la réglementation des affaires et la protection des droits de propriété de 189 pays - de l'Afghanistan au Zimbabwe - au fil du temps.
Doing Business mesure les réglementations affectant 11 domaines de la vie d'une entreprise. Dix de ces domaines sont inclus dans le classement de cette année sur la facilité de faire des affaires: création d'entreprise, octroi de permis de construire, raccordement à l'électricité, transfert de propriété, obtention de prêts, protection des investisseurs minoritaires, paiement des impôts, commerce transfrontalier, exécution des contrats et règlement de l’insolvabilité. Doing Business mesure également la régulation du marché du travail, ce qui n'est pas inclus dans le classement de cette année.
Les données de Doing Business 2015 sont mises à jour en date du 1er Juin 2014. Les indicateurs sont utilisés pour analyser les résultats économiques et identifier les meilleures réformes de la réglementation des affaires, dépendant de l’endroit et de l’objectif. Le rapport de cette année présente une expansion notable de plusieurs ensembles d'indicateurs et un changement dans le calcul du classement.
This document provides a summary of the contents of an upcoming report by Convention 2020 on key drivers and strategic challenges facing the conventions, meetings, and events industry. The summary outlines sections that will be in the full report, including looking back at trends over the last decade, current industry priorities, global drivers of change, emerging trends, future technologies, and strategic challenges for business leaders. It provides an overview of many topics that will be explored in more depth in the July 2010 report.
The document outlines key trends in strategic management from the 1990s to the 2000s. It discusses the turbulent global environment organizations faced with events like the dot-com bubble burst, corporate scandals, and terrorism. It also summarizes influential strategic concepts like shareholder value and core competencies. Finally, it explores emerging trends in organizations, leadership needs, and the competencies required of business leaders in the new economy.
This white paper introduces Supply Chain 2.0, which aims to virtually integrate financial and physical supply chains to create value for customers, employees, suppliers, and service providers. Globalization is driving the need for Supply Chain 2.0 innovations to address challenges like increased lead times, complex inventory management across global networks, and new financial management needs. Supply Chain 2.0 focuses on making supply chains better through cost management, faster through end-to-end visibility and reduced lead times, and smarter through synchronized financial and physical data. This approach aims to provide competitive advantages like improved responsiveness to cost changes and demand shaping abilities.
Why are operations the most exposed to Corporate Social ResponsibilityFreddy COUCHY
More than ever, sustainbility is becoming crucial for business.we analysed the main problematics for implementing CSR consideration within industrial companies.
Future of work Insights from discussions building on an initial perspective ...Future Agenda
The initial perspective on the Future of Work byby Andrew Curry of The Futures Company kicked off the Future Agenda 2.0 global discussions taking place through 2015. This summary builds on the initial view and is updated as we progress the futureagenda2.0 programme. www.futureagenda.org
Cisco paper - Architecting Resilience: Perspectives from Public Sector LeadersAllison Hornery
1) Public sector leaders face immense challenges from transitions like declining revenues, rising needs, and changing demands while also losing experienced workers to retirement.
2) They seek to increase resilience through productivity gains and innovation to adapt to these largely uncontrollable transitions with fewer resources.
3) Distributed networks that effectively link people, data, and decision makers are seen as key to enabling greater collaboration needed for resilience, productivity, and innovation.
The document discusses several topics related to business including factors that contribute to rapid business change, the role of entrepreneurship in the economy, how American businesses began focusing on customer needs after WWII, differences between non-profit and for-profit organizations, factors of production, strategies for developing a competitive advantage, and how the rise of the internet has changed business practices. Key points made are that global competition, technology changes, and resource depletion are accelerating the pace of business change. Entrepreneurial success benefits job creation and economic growth. Meeting customer needs became essential to business success due to increased post-war competition. Non-profits contribute to the economy through employment and revenue while partnering with businesses.
(Ivo Pezzuto) Turning Globalization 4.0 into a Real and Sustainable Success f...Dr. Ivo Pezzuto
This document provides an overview and analysis of the opportunities and challenges of the current era of globalization, known as Globalization 4.0. It discusses how technological innovation presents major opportunities for businesses but also risks like job disruption. It also examines challenges like rising inequality, debt levels, and economic uncertainty. The document advocates for reforms to global governance and business strategies like Creating Shared Value to promote sustainability and social inclusion and ensure globalization benefits all stakeholders.
The document discusses current trends in strategic management. It covers trends in the external business environment including the third industrial revolution driven by digital technologies, societal pressures on businesses to be more socially responsible, and the decline of public corporations as more go private. It also discusses new directions in strategic thinking beyond just cost cutting and shareholder value, including a return to fundamentals of profitability and accessing more complex sources of competitive advantage.
The document discusses the changing music industry landscape and new strategies for artists. It notes that the traditional record label model is broken as CD sales have collapsed. However, music consumption is high and new digital channels are expanding. The document outlines new approaches for artists to make money, including crowdfunding, merchandise, publishing, touring, sponsorships, and developing their own digital products/services. It emphasizes directly engaging fans through social media and events. Artists are encouraged to collaborate and control their own careers across multiple revenue streams in the new music ecosystem.
- The document discusses open data business models and how hackers can think about financially sustaining open data projects.
- It describes the story of VanTrash, an open data project that provided garbage collection notifications, and the various business models they considered like sustaining through citizens, municipalities, or as an infrastructure service.
- The key lessons were that municipalities are slow to adopt, various models can be tested and blended, and focusing on the value certain groups receive can help identify potential revenue streams.
This document discusses how big data is enabling new business models, referred to as Business Model 2.0. It notes that traditional business models are being transformed by the ability to collect and analyze massive amounts of data. Examples are given of companies that have used big data to develop new revenue streams, such as a company that advises customers on wind turbine placement after analyzing 12 years of global wind patterns. The document suggests big data opens up new business opportunities by powering new processes and adding new dimensions to existing models.
The Value of Data for Digital Business ModelsBoris Otto
This presentation outlines the challenges and opportunities of digitization and highlights the important role of data quality. The presentation uses a well-known business model conceptualization to illustrate successful digitization examples.
Data-Driven Business Model Innovation BlueprintMohamed Zaki
In this paper the authors present an integrated framework that could help stimulate an
organisation to become data-driven by enabling it to construct its own Data-Driven Business Model (DDBM) in coordination with the six fundamental questions for a data-driven business. There are a series of implications that may be particularly helpful to companies already leveraging ‘big data’ for their businesses or planning to do so. By utilising the blueprint an existing business is able to follow a step-by-step process to construct its own DDBM centred around the business’ own desired outcomes, organisation dynamics, resources, skills and the business sector within which it sits. Furthermore, an existing business can identify, within its own organisation, the most common inhibitors to constructing and implementing an effective DDBM and plan to mitigate these accordingly. Within the DDBM-Innovation Blueprint inhibitors are colour-coded and ranked from severe (red) to minor (green). This system of inhibitor ranking represents the frequency and severity of inhibitor, as perceived by 41 strategy and data-oriented elite interviewees.
"Big Data" is a term as ubiquitous as data itself, but it is more than just a way to describe the massive amount of information created every day. In fact, I would argue that it is more of a dynamic than a one-dimensional term.
In this presentation, I walk business audiences through the history and rise of big data, the four Vs of big Data, and end by looking at some practical applications and recommendations.
Originally presented on February 26, 2013 in Washington, DC at the US Chamber of Commerce.
This document does not contain any meaningful content beyond page numbers. It consists of 12 blank pages numbered consecutively from 1 to 12 without any text, images or other information on the pages.
This document provides links to download various Android games and applications for free. It includes categories for general Android games, free Android games, and online Android games. Clicking the links allows users to access a collection of the latest and most popular Android games and apps from 2013.
Nc verification and re processing for collaborative machiningLiu PeiLing
This document discusses collaborative machining and the need for quick NC data verification and re-processing. It begins with an abstract that introduces collaborative machining and identifies verification and re-processing as critical issues. It then reviews traditional NC simulation methods like B-rep, section, and Z-map representations. The document proposes a dynamic in-process stock model using a new geometry representation and describes a system developed for quick NC verification and re-processing using OpenGL. Test results showed the system can effectively optimize machining processes in collaborative environments.
Doing Business 2015: au-delà de l’efficience est une publication phare du Groupe de la Banque Mondiale et est le 12ème d'une série de rapports annuels mesurant les réglementations favorables et défavorables de l'activité commerciale. Doing Business présente des indicateurs quantitatifs sur la réglementation des affaires et la protection des droits de propriété de 189 pays - de l'Afghanistan au Zimbabwe - au fil du temps.
Doing Business mesure les réglementations affectant 11 domaines de la vie d'une entreprise. Dix de ces domaines sont inclus dans le classement de cette année sur la facilité de faire des affaires: création d'entreprise, octroi de permis de construire, raccordement à l'électricité, transfert de propriété, obtention de prêts, protection des investisseurs minoritaires, paiement des impôts, commerce transfrontalier, exécution des contrats et règlement de l’insolvabilité. Doing Business mesure également la régulation du marché du travail, ce qui n'est pas inclus dans le classement de cette année.
Les données de Doing Business 2015 sont mises à jour en date du 1er Juin 2014. Les indicateurs sont utilisés pour analyser les résultats économiques et identifier les meilleures réformes de la réglementation des affaires, dépendant de l’endroit et de l’objectif. Le rapport de cette année présente une expansion notable de plusieurs ensembles d'indicateurs et un changement dans le calcul du classement.
Stephen O Abegunde received a Certificate of Achievement in Advanced Strategic Project Management Practices in August 2015 granting him 113 clock hours as part of a three course master certificate series in advanced project management.
The document discusses key facts about the Earth-Moon system. It begins by providing scale comparisons showing that the Moon is about 1/4 the width of Earth and its radius is 1080 miles. It also notes that the Moon's gravity is about 1/6 that of Earth. Next, it explains that because the Moon rotates on its axis in the same time it takes to revolve around Earth (27.3 days), we only ever see one hemisphere of the Moon from Earth. It concludes by stating the Moon's elliptical orbit around Earth ranges from 360,000 to 406,000 km away.
The document provides an overview of the Bible study for the second Sunday of Easter, including summaries and commentary on the readings. The first reading from Acts describes the early Christian community devoting themselves to teaching, communal life, breaking bread, and prayer. The second reading from 1 Peter discusses the new birth Christians receive through Christ's resurrection and finding joy even when suffering. The Gospel reading recounts Jesus' appearance to the disciples after his resurrection and their commissioning to forgive sins, as well as Thomas' later appearance and profession of faith.
Engaging Teens through Sprite Digital Campaign - Teen Till I DieNitin Karkara
A User Generated Content Challenge to Teens in India to bring alive the Sprite Tagline of Chalo Apni Chaal / Make Your Own Move
The Challenge – Get Indian Teens to integrate Sprite Brand Philosophy via their Videos across the verticals of Music – Art – Comedy & Dance.
Towards the Circular Economy: Accelerating the scale-up across global supply ...Sustainable Brands
In this report, the World Economic Forum, the Ellen MacArthur Foundation, and McKinsey & Company, joined forces to reconcile the concept of scaling a circular economy within the reality of a global economy and complex multi-tier supply chains. The key objective is to propose a very specific joint plan of action for industry leaders.
This report sets out to emphasize that the circular economy must hold its promise not merely to the village economy, but also to a globalized economy of nine billion. It presents the concept of circularity as a tangible driver of industrial innovations and value creation for the 21st century global economy.
Disruptive trends shaping the business landscape Singapore - 21 Aug 2019Future Agenda
Future Business Trends
How will global trends disrupt business in the next decade?
Ahead of the first of three speeches / workshops in Singapore over the next few months, this is an overview of some of the key potential drivers of change for businesses.
After some up-front context on foresight it addresses four major area of potential disruption
• The Future Consumer
• Purpose of the Company
• Digital Business
• Future Organisation
If you would like more detail on any of these issues or to know more about the workshops, do not hesitate to get in touch.
Towards the Circular Economy: Accelerating the scale-up across global supp...Yakuzaazero
Prepared in collaboration with the Ellen MacArthur Foundation and McKinsey & Company
http://www.weforum.org/
http://www3.weforum.org/docs/WEF_ENV_TowardsCircularEconomy_Report_2014.pdf
More with Less: Scaling Sustainable Consumption and Resource EfficiencySustainable Brands
This document discusses the need for businesses and governments to work together at scale to promote more sustainable consumption and resource efficiency. Key points:
1. There is an opportunity to protect over $2 trillion in future economic output by 2030 through greater resource efficiency and sustainability efforts across major economies.
2. Businesses can play a leading role by transforming interactions with consumers, rethinking supply chains and business models, and helping shape policies to accelerate change.
3. While some progress has been made, a much larger scale and faster pace of action is needed from both businesses and governments to adequately address sustainability challenges around resources, carbon emissions, and consumer behavior.
4. CEOs recognize the need for collaborative action across
CG.1596.Collaborative Advantage White PaperSteve Coughran
This document discusses strategies for construction companies to strengthen competitive advantage in today's connected industry. It argues that traditional competitive strategies are failing modern companies due to increased volatility and unpredictability. To adapt, companies must take a holistic, data-driven approach to strategy involving collaboration within the entire business ecosystem. This will allow companies to better understand trends, capture more value, and adjust strategies in real-time to remain relevant.
The document summarizes a report from the Deloitte Center for the Edge about long-term trends fundamentally reshaping business landscapes called "The Big Shift". It finds that return on assets for U.S. public companies has declined 75% since 1965, suggesting the current way of doing business is broken. The report provides industry-level analysis of these trends for nine major U.S. industries. It finds few safe harbors from increasing performance pressures and that industries are experiencing these pressures earlier and more severely depending on their involvement with digital technologies. The report also discusses how customers and creative talent are benefiting from these trends more than companies are.
Insights from the World Economic Forum in Davos, where world leaders discussed the importance of emerging markets and how technology is changing the way we connect with each other.
2014 q1 McKinsey quarterly - Shaping the future of manufacturingAhmed Al Bilal
This document is the 2014 issue 1 of the McKinsey Quarterly. It discusses several topics related to manufacturing, including next-shoring, the circular economy, 3D printing, and data analytics. The issue provides summaries of these topics in features and departments. It also includes information about McKinsey Quarterly such as publication details, editorial staff, and digital offerings.
This document is the 2014 issue 1 of the McKinsey Quarterly. It discusses several topics related to manufacturing, including next-shoring, the circular economy, 3D printing, and data analytics. The issue provides summaries of these topics in articles and features. It also includes regular sections on industry dynamics, leadership perspectives, and applied insights.
Shaping the future of manufacturing - McKinsey Quarterly_Q1_2014CHARLES Frédéric
This document is the introduction to the 2014 issue 1 of the McKinsey Quarterly. It provides a brief history of the publication, noting that 50 years ago manufacturing made up a larger share of global GDP. It then discusses how manufacturing is undergoing a transformation driven by emerging market consumption, new technologies like robotics and 3D printing, and a shift toward proximity to demand. The issue aims to explore these changes and their implications for business leaders. It also previews several articles and studies contained in the issue related to next-shoring, the circular economy, data analytics, and other topics.
Creating a sustainable competitive advantage in the age of convergenceMatt Mayberry
Organizational agility and material sustainability will be critical strategic capabilities for companies to avoid being sidelined in today's converging world of business, technology, and sustainability. Simulations can promote the development of these capabilities by creating a safe environment for accelerated learning and practice of skills like collaboration, change leadership, and agile execution. Carefully designed simulation programs that are integrated with talent development can drive financial performance by translating accelerated learning in virtual environments to real-world competitive advantages.
This survey seeks to understand some of the key priorities for manufacturers as well as their strategies for growth, specifically with respect to capabilities, physical resources and human capital.
Finding Your Place in the New World of Communications, Media and EntertainmentCognizant
With the dramatic changes in the communications, media and entertainment industry, distribution models are forcing these companies to participate in network platforms, where they can contribute differentiated value and generate meaningful returns.
The document discusses how emerging digital technologies will enable new operational capabilities to help manufacturers adapt to changes in the industry. Key points:
1) Additive manufacturing/3D printing and collaborative technologies can transform product design and manufacturing by reducing costs and time.
2) Technologies like augmented reality can simplify maintenance and service delivery by providing procedural guidance to technicians.
3) While new technologies enable opportunities, success requires a holistic view across the entire value chain and aligning technology goals with organizational vision.
This document provides an overview of the June 2015 issue of Frontiers in Finance, a publication focused on decision-makers in the financial services industry. It includes the following key points:
- The document discusses several challenges facing financial institutions, including how to sustain competitive advantage, develop new products and services, and move faster than competitors in a constantly changing environment.
- It highlights opportunities around better utilizing data and analytics to improve performance, reduce risk, and drive growth. The role of the chief data officer is becoming increasingly important in this area.
- Emerging technologies like social media, FinTech, and big data are disrupting traditional models and providing new sources of customer insights. Partnerships between financial institutions and
The document discusses the rise of the globally integrated enterprise (GIE). Key points:
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Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
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Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
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Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Chapter wise All Notes of First year Basic Civil Engineering.pptx
It driven business models slideshare
1. IT-Driven Business Models
Global Case Studies in Transformation
Prof. Dr. Henning Kagermann
Prof. Dr. Hubert Oesterle
Dr. John M. Jordan
Published by John Wiley & Sons, Inc. 2011
2. “IT-Driven Business Models –
Global Case Studies in Transformation” was written by …
The Authors
Prof. Dr. Henning Kagermann
Former CEO of SAP
Prof. Dr. Hubert Oesterle
Director of the Institute of Information
Management
University of St. Gallen, Switzerland
Dr. John M. Jordan
Professor in the Department of Supply
Chain and Information Systems
Smeal College of Business, Penn State
University
3. The book is intended to inform an agenda for CEOs and
executive managers
The book builds on an Economist Intelligence Unit study, on face-to-face interviews of
several hours with nearly 50 global CEOs and board members, and on findings from the
academic world, consulting firms, the software industry, and market research companies.
The CEO agenda includes analyses of innovative business concepts as well as practical
advice for realizing these concepts.
Content
Chapter 1 Enterprise Value from Customer Value
Chapter 2 Customer Value from the Customer Processes
Chapter 3 More Customers and More for the Customer
Chapter 4 Innovation and Personalization Trump Commoditization
Chapter 5 Silent Commerce
Chapter 6 Strategy Compliant Management
Chapter 7 Value Chain Redesign
Chapter 8 IT’s Role in Business Model Transformation
Chapter 9 Conclusion
5. Chapter 1:
How customer value determines enterprise value
Gaining Customer Value from Customer Silent Commerce
Processes The best kind of fulfillment is one where the
customer need not attend to anything.
Customer processes are beginning to drive an
economic shake-up, as the transforming
relationship between automotive OEMs and tier-1 Strategy Compliant Management
suppliers is illustrating. Integrated data foundation promotes strategy
compliant management.
More Customers and More for the
Customer Value Chain Redesign
The battle is on for customer ownership, as Standards and platforms are initiating a wave
companies want unprecedented access to and of value chain redesign.
knowledge about customers.
IT’s Role in Business Model
Innovation and Personalization Trump Transformation
Commoditization While certain technologies may become
IT is a necessary but not a sufficient condition for commoditized, good information and
creating a differentiated customer experience that information processes remain distinctive and
supports profitable business. valued.
6. Business executives are confronted with numerous
uncertainties, as they have entered the second decade of
the new century
• “Free” is a common price point in information industries, such as
“Free”
newspapers or music, forcing firms to find new models for profitability.
Developing • Pricing pressure is intensified by the rapid rise of developing
economies economies, which are home to multiple new low-cost providers serving
many markets.
• The traditional model of the firm has been joined by other organizational
New forms: quasi-governmental capitalist entities (Thales Group, General
organizational Motors, AIG), business ecosystems that link capabilities from multiple
forms organizational “homes” (Apple’s iPhone software development network),
and dispersed pools of volunteer talent with no revenue streams but
category leading products (Linux, Wikipedia).
• The attractive size of Asian markets is made problematic by cultural
Asian markets issues, language barriers, the wide variation in intellectual property
protection, and risks—everything from influenza outbreaks to terrorism
and extreme weather.
An enterprise’s financial health is largely a function of the value its customers gain from
its products and services.
IT-Driven Business Models
7. Aligning the delivery of superior customer value with
increasing enterprise value derives from strategy, from
operational excellence, and from the business model
According to co-author Kagermann’s definition, a business model consists of four
interlocking elements that create and deliver value.
Customer value proposition Profit formula
including target customers, the customer’s including the revenue model, cost struc-
job to be done, and the offering which ture, profit margin model, and resource
satisfies the problem or fulfills the need. Velocity (lead times, turns, etc).
Key resources Key processes
to deliver the customer value proposition including rules, metrics, and norms of be-
profitably, potentially including people, havior that make the delivery of the
equipment, technologies, partnerships, customer value proposition repeatable and
brand, etc. scalable.
The business model determines the value of a company as it is supposed to
facilitate profitable delivery of value to its customers.
8. Six new or reconstituted macro-forces will reshape the
global context for business decisions in the coming years
1 4
Changes in globalization Increased governmental presence
2 5
Demographics and urbanization Digital trust
3 6
Environmental concerns and Risk management
resource shortages
9. 1
Changes in globalization
As the world enters the second decade of
the new millennium, the process of
globalization is in flux. China’s role in
military and economic affairs, while not yet
fully clear, will be larger and different than
what most observers predicted. The figure
shows but one facet of this expansion:
dramatic increases in Chinese trade with
Africa. Global problems such as climate
change and capital mobility are exposing
the limits of existing governance structures.
The shift from a bipolar world dominated by
the United States and USSR and their
associated spheres towards a multipolar
world has had broad implications. Among
these are the rise of non-state
organizations (which may be as
fundamentally different as Doctors Without
Borders and Al Qaeda) or new trade
patterns between the so-called BRIC
countries (Brazil, Russia, India, China) and
developing countries.
10. 2
Demographics and urbanization
The aging of industrial workforces is occurring
against the backdrop of a foundational shift to
a service-based economy. In addition, cities
around the world are getting bigger and
bigger, as agriculture declines in economic
impact. Both employer- and employee-
managed retirement portfolios have lost
substantial value, complicating the
demographic picture further. Developing
economies typically have a much higher
population growth, and thus different age
pyramids, compared to OECD countries, as
this exhibit illustrates. Older people consume
more health care resources than younger
people do, and those resources are becoming
more expensive every year. In addition, elders
constitute a distinctive market, one that
requires new channels to market, more
support to make use of products and services,
and a variety of aids to handle the growing
complexity of modern life.
11. 3
Environmental concerns and resource shortages
After the Kyoto protocols were either not
ratified or ratified but largely ignored,
worldwide sentiment regarding the reality
of climate change has shifted in light of
evidence of the sort presented in this
exhibit. Substantial policy commitments
are emerging from many countries, and
the cost of these mandates will ultimately
fall on business. In addition, critical
resources including water and key
metals are getting scarce for either
natural or political reasons. Meanwhile,
the countless opportunities that will
emerge from greater environmental
awareness – whether in the areas of
power generation, lighting, packaging,
local framing, or many others – could
well contribute to a new era of prosperity.
12. 4
Increased governmental presence
Financial services scandals, new kinds of
infrastructure vulnerability (as in the power
grid, for example), and new standards for drug
and medical device approvals will ratchet up
the regulatory burden. Whether in mortgage
origination and packaging, end-of-life
requirements for electronics, or efforts to
increase financial transparency – expect to
see governments increase their presence and
step up reporting requirements in most
industries. Finally, stimulus packages in many
countries (see exhibit) are partially reversing
the trend toward privatization of major
industries, as governments purchase
damaged assets. In almost every U.S.
industry vertical, the government is competing
with, taxing, regulating, and/or subsidizing a
given company, shaping the range of strategic
possibilities. Other governments play similarly
critical roles.
13. 5
Digital trust
Various digital connections have made
possible new kinds of relationships and
arrangements, but they have also opened
the door to innovative forms of fraud, data
loss (see Exhibit 1.5), and other violations
of trust such as electronic voting machine
miscounting. Search technologies, which
have become ubiquitous, are generally
taken as objective when in fact their
results reflect multiple agendas. At both
the consumer and business-to-business
levels, watch for new forms of trust to be
required and enforced.
14. 6
Risk management
Whether in the 2008 terror attacks in Mumbai, the case of the rogue trader at Société
Générale, or AIG’s missteps with collateralized debt obligations, we have seen the
substantial impact of insufficient attention to risks. While the pendulum may swing too far
in the opposite direction, almost every business activity will operate under increased
scrutiny, as the practice of risk management in its many forms is intensified.
15. Corporate value derives from both market relationships and
internal processes, and both tangible and intangible factors
16. After 2010 the following factors will be crucial for creating
customer value and, by association, drive market success
and enterprise value
Product and service integration
In selected markets, an intelligent enterprise understands the needs and problems of its customers and, when
appropriate, offers them leading services at any time and in any location. It presents itself not as a company that sells
products, but as a solution provider that delivers comprehensive services to its customer’s unique processes.
Customer access
An intelligent enterprise finds target customers all over the world, i.e. beyond its traditional region and industry. It knows
the customers, their requirements, and their decision-makers. A family hotel in Denmark, for example, reaches
customers via the Internet that it could not access through print advertising, tour operators, or travel agents.
Customer retention
An intelligent enterprise strengthens its partnership with a customer by building up expertise in the customer’s specific
area then using IT applications to support cooperation. The customer benefits from low transaction costs and in turn
accepts the higher switching costs for moving to a different supplier. A retail bank may get its customers used to
convenient Internet services so that they find it difficult to move to a different provider.
Ecosystem
If a company’s product is part of a broader solution for the customer, its success depends on the quality of the partner
companies, which together form the supplier ecosystem. The more complicated a product or service is, the more
specialists are needed to produce and deliver the product. In other words, a customer no longer focuses on just the
individual product but on the supplier’s entire ecosystem. For instance, a skier is not looking for the best ski lift but
rather the best ski resort, including hotels, ski schools, restaurants, and more. Accordingly, the resort must bundle
offers that come from a network of suppliers and contractors, presenting a single face to the customer.
17. Business models beyond 2010 will increasingly apply to
full-blown solutions rather than just single products
Emotion
Customers enjoy working with a company because it offers a specific brand, reliability, and convenience. Customers
purchase from a particular manufacturer because they associate a certain image with the brand, appreciate the service
crew’s reliability, or have come to rely on the convenience, ease of use, or trustworthiness of the company’s IT-driven
interfaces. Employee loyalty, shareholder confidence in management, and trust in trading partners are other examples
of the place of emotion.
Costs
Companies sometimes opt for high production volumes in order to better allocate fixed costs, especially for research
and development. They move facilities to cost-saving locations and coordinate global production activities in seamless,
lean processes. Particularly in information-rich settings, marginal costs in many cases approach zero.
Price
A company understands the value of its products and services and also knows what alternatives are available to the
customer. It uses an intelligent revenue model to find the best long-term price. As we have seen, new pricing models
will apply to full-blown solutions rather than just single products. Dynamic pricing, long practiced in the airline industry,
has been adopted by other industries, whether parking spaces or tickets to sporting events.
Speed
Speed dictates how long a company holds the prize for the best business model. Speed in this context refers not only
to delivery speed, but to how quickly an enterprise recognizes market changes and responds with an innovative
business concept. In some industries, time-to-market is less important than time-to-volume, which implies economies of
scale and potentially market share improvement.
18. Innovativeness of the business model is more important
than innovativeness of the product
We argue that business models require sophisticated operationalization of several
parts, which we call business concepts. Such business concepts turn abstract theory
into measurable actions. Examples include:
• Being able to handle a sales order within 24 hours
• Being accessible 24x7 to customers worldwide over the internet
• Manufacturing goods in different countries, but managing processes centrally
• Coordinating global research and development activities
• Accommodating the regional needs of customers on all continents but still leveraging
economies of scale that a global market leader can provide
Business models need to be made up of a combination of business concepts.
19. The key to most innovative business concepts is
information technology
An effective corporate information environment instantiates the skills and intelligence of the
company’s people, serving as a persistent institutional memory. New technologies for search
and data exploration as well as enterprise social networking can find either answers or people
with answers. In addition, an organization’s electronic intelligence “amplifies” human
intelligence. Such an information environment has several distinguishing characteristics, all of
which bear on the enablement of effective business concepts:
• Electronic intelligence is not dependent on a particular person (in product catalogs, customer
databases, for example).
• Interaction through search, visualization, and other mechanisms allow human beings to manage
the scale and complexity of modern information environments.
• An effective corporate information environment records data faster (often in realtime), more
cheaply, more reliably (automatically), and in more detail (clicks on a web page or temperature
data for the manufacture of silicon wafers, for example).
• An effective corporate information environment routes data immediately and to any location (stock
market data or traffic information, for example).
• An effective corporate information environment stores huge amounts of data (for orders, articles,
or performance data, for example) for any desired period of time.
• An effective corporate information environment has extremely powerful processing capabilities
and can generate new value and insight by combining existing data (for determination of delivery
dates, salary schedules, or product simulation, for example).
20. The recession has intensified the quest for enterprise IT
value: New technologies and management practices have
forced pragmatism to be the byword of the entire industry
Business managers are not concerned with IT per se, but they are concerned
with new, innovative business concepts based on IT. Unless managers
understand what a new business concept can bring to customers and their own
company, they cannot make sound investment decisions.
The answer to the market’s challenges is to be found not in IT
but in business models using IT.
21. Apple as an example of the necessity and impact
of business model transformation
The history of Apple in the first decade of the 21st century encapsulates many of this book’s key
messages. Apple repeatedly has combined key elements of strategy and execution to reinvent both its
business model and the entire industry. The company’s success during a turbulent period illustrates
both the necessity and the impact of business model transformation.
Content of the case study:
Gaining Enterprise Value from Customer Value
Gaining Customer Value from Customer Processes
More Customers and More for the Customer
Business model innovation Innovation & Personalization Trump Commoditization
at Apple
Silent Commerce
Strategy Compliant Management
Value Chain Redesign
For more information see book, p. 15-21 IT’s Role in Business Model Transformation
22. Turning the information vision into reality: the technology
dimension
Enterprise value largely depends on how quickly a company is able to identify and
individually design the four elements a superior business model consists of:
• customer value proposition
• profit formula
• key resources
• key processes
The question is: What has prevented companies from coming up with “more intelligent”
business concepts in the past? And what leads us to expect they will do so in the future?
23. People’s attitudes, regulatory constraints, insufficient
managerial skills, and – last but not least – the complexity
of organizations represent the highest barriers
Information overload Unmanageable system complexity
Data is accumulating at many points in an
organization: enterprise databases, documents in
Stand-alone systems
office software, datasets for technical design and Siloed (i.e. isolated) solutions and applications create
realization, data from intelligent devices, floods of e- integration gaps, slowing down the flow of information,
mails, voice mails, and management broadcasts in rendering more error-prone processes, and increasing
multiple forms. In particular, Internet access to almost the complexity of procedures. Many new business
any information outside of the company has caused an concepts start with integrating processes and
information overload that has already been described applications.
in detail and lamented in many places. As Inadequate networkability
organizations grow in size and complexity, managers
find themselves spending more and more of their This term refers to the ability of any number (m) of
limited time coordinating activities in discussions and suppliers to speak the “same language” with any
meetings. number (n) of customers along interfaces between
processes and systems. Inadequate m:n capabilities
Information deficiency loom as the biggest hurdle on the way to more efficient
inter-enterprise processes.
The fact that people are calling for more information in
the midst of such overload almost sounds absurd. But Insufficient flexibility
it is true that many processes could be accelerated Many companies complain about losing their
and countless inefficiencies avoided if capturing data flexibility. Process and office software can present
was not so expensive, if companies could access all barriers, for example, if customer data cannot be
data recorded, and if the significance of existing data changed in different IT applications in parallel or
was clear to everybody involved. without remaining consistent.
24. Enablers: Integration of these technologies is likely to
provide the main impulse for business model change
Second generation SOAs Cloud computing
Starting around 2002, vendors invested heavily in the A simple definition states: “Cloud computing is on-demand
development of service oriented architectures (SOAs). SOAs did access to virtualized IT resources that are housed outside
not provide a “silver bullet”, solving challenges of cost, your own data center, shared by others, simple to use, paid
performance, flexibility, and robustness. As the name suggests, for via subscription, and accessed over the Web”.
“orientation” required many changes to mindsets, budgeting, Businesses of every size will benefit from increased
expectation management, and other behavior in and around efficiency, lowered cost, and reduced environmental impact
enterprises. As the economy is recovering, the lessons will by utilizing various styles of cloud computing, whether as
persist, and what might be called “deployed SOA”, often in the software as a service, hardware virtualization, or third-party
form of services based business suites, will continue to deliver provision of commodity computing cycles.
competitive and operational benefits.
Knowledge management, Web 2.0
Mobility Data warehouses, content management solutions, search
The ability to capture and process data where it originates or is engines, and applications for teamwork are gradually
used would radically change many processes. The price- beginning to meet at least some of the high expectations
performance ratio of technology for mobile communications regarding the way existing knowledge is used and how the
(“mobility”) is improving at a rapid pace and contributing to information overload is managed. Information markets,
national economic competitiveness across the globe. corporate social networks, automated document discovery,
touch and gesture interfaces, and other tools are
Sensors, networks & “the internet of things” reinventing enterprise knowledge management.
Miniaturization, standardization, changes in basic technology, New application areas
and above all, the large quantities produced will make an almost
infinite range of applications profitable in the coming years. At The primary use of the new technologies mentioned is in
the same time, considerable work remains to be done at the products and services, but in products and services for the
level of standards and applications to make all these billions of intelligent home, health care etc. Many companies are
devices work properly and together. finding new business areas for IT applications and use
them in their processes.
25. Checklist I
Who in your sector exploits the potential of IT most consistently to enhance their
business?
When did you last check whether new IT developments would enable you to revamp
your business model?
Do you offer the right products and services for the value chains with the most
potentials?
Which three value chains will determine your business five years from now? Is your
enterprise positioned in the right value chains?
Do you have globally standardized business processes?
Do you know the profit margin generated by your key customers?
Can you get all the information about a customer and your activities with them –
globally, up to date, and in real time?
Do you know which customers you are about to lose and why?
Do you recognize changed market conditions faster than your main competitor? How
quickly can you respond to your competitor’s marketing campaigns?
26. Checklist II
How long does your company need to get a product off the drawing board and onto the
shelves? What is the quickest you could manage?
How long does your organization need to integrate a unit it has taken over?
How mature is your information architecture compared to your toughest competitor’s?
How many processes and systems do you use for processing orders?
What are the critical success factors for your business? Which key figures do you use
to asses your achievements of objectives?
Are your managers aware of innovative business concepts in their sectors?
Does IT drive sufficient innovation in your business?
Who is responsible for the quality of the three most important business processes?
Is your company aware of its IT related duties?
Do you, as a manager, deal with the right IT things?
27. For more information, please feel free to contact …
Rebecca Nüesch
Institute for Information Management
University of St. Gallen
E-mail: rebecca.nueesch@unisg.ch
Kagermann, H., Oesterle, H. and Jordan, J. M.
(2011). IT-Driven Business Models – Global Case
Studies in Transformation. Hoboken: John Wiley &
Sons.
ISBN 978-0-470-61069-5