This document discusses disruptive technologies and their impact on strategic alliances, partnerships, and channels. It begins with an introduction to disruptive technology theory, using examples of how seemingly great companies like Kodak and Blockbuster failed due to disruptive innovations. It then covers key enabling technologies of disruption like mobile internet and cloud computing. Finally, it discusses winning partnership strategies to exploit disruptive technologies through strategic alliances and partnerships.
Digital Transformation - an introductionsimonbarna
When you commission a new digital solution, you'll change your business operation and strategy: this is digital transformation. Here's an overview of how to do it well.
Slides from Ideation workshop given to Melbourne Accelerator Programme held at the University of Melbourne on 11 April 2013.
See www.getviable.com for more.
Our world’s digital landscape is evolving faster than ever before, the only constant is change and most enterprises are struggling to adapt. In this webinar, we deep dive into Digital Transformation – the business strategy that can unlock new, better and bigger growth opportunities for your company.
Digital Transformation: What it is and how to get thereEconsultancy
Digital Transformation: What it is and how to get there.
Authored by Econsultancy CEO Ashley Friedlein, this presentation on the topic of 'Digital Transformation', is broken down into six sections covering:
1. Digital Transformation - what it is and recent data and research on the topic
2. Strategy - what a digital strategy should include
3. Technology - the challenges of technology and the skills gap
4. People - looking at organisational structure, culture, roles & responsibilities, environment recquired
5. Process - how to address the speed, innovation and agility required
6. Business Transformation - how digital transformation is actually business transformation
Emotion, Arousal, Attention and Flow: Chaining Emotional States to Improve Hu...Trevor van Gorp
An overview of how designing for emotion relates to UX and flow, how the appearance and interaction of products communicate a personality to the user, and how emotions can be "chained" to enhance persuasion and influence behaviour.
The theory of disruptive innovation has proved to be a powerful way of thinking about innovation-driven growth. Many leaders of small, entrepreneurial companies praise it as their guiding star; so do many executives at large, well-established organizations, including Intel, Southern New Hampshire University, and Salesforce.
But just what is Disruptive Innovation? Which companies are considered to be causing "disruption"?
In this meetup, we will explore the basic tenets of disruptive innovation. Then we will look at some of today's companies and their services and discuss if they are disruptive or not.
Lastly, we will look a bit deeper into the theory and see if what we have learned so far allows us to more accurately predict which businesses will grow.
Digital Transformation - an introductionsimonbarna
When you commission a new digital solution, you'll change your business operation and strategy: this is digital transformation. Here's an overview of how to do it well.
Slides from Ideation workshop given to Melbourne Accelerator Programme held at the University of Melbourne on 11 April 2013.
See www.getviable.com for more.
Our world’s digital landscape is evolving faster than ever before, the only constant is change and most enterprises are struggling to adapt. In this webinar, we deep dive into Digital Transformation – the business strategy that can unlock new, better and bigger growth opportunities for your company.
Digital Transformation: What it is and how to get thereEconsultancy
Digital Transformation: What it is and how to get there.
Authored by Econsultancy CEO Ashley Friedlein, this presentation on the topic of 'Digital Transformation', is broken down into six sections covering:
1. Digital Transformation - what it is and recent data and research on the topic
2. Strategy - what a digital strategy should include
3. Technology - the challenges of technology and the skills gap
4. People - looking at organisational structure, culture, roles & responsibilities, environment recquired
5. Process - how to address the speed, innovation and agility required
6. Business Transformation - how digital transformation is actually business transformation
Emotion, Arousal, Attention and Flow: Chaining Emotional States to Improve Hu...Trevor van Gorp
An overview of how designing for emotion relates to UX and flow, how the appearance and interaction of products communicate a personality to the user, and how emotions can be "chained" to enhance persuasion and influence behaviour.
The theory of disruptive innovation has proved to be a powerful way of thinking about innovation-driven growth. Many leaders of small, entrepreneurial companies praise it as their guiding star; so do many executives at large, well-established organizations, including Intel, Southern New Hampshire University, and Salesforce.
But just what is Disruptive Innovation? Which companies are considered to be causing "disruption"?
In this meetup, we will explore the basic tenets of disruptive innovation. Then we will look at some of today's companies and their services and discuss if they are disruptive or not.
Lastly, we will look a bit deeper into the theory and see if what we have learned so far allows us to more accurately predict which businesses will grow.
Gigamap example by Manuela Aguirre: https://www.slideshare.net/ManuelaAguirre/policy-support-full-presentation
In this presentation you will learn about design tools and techniques to solve wicked problems, using Systems Thinking.
Systems Thinking looks at the whole of a system rather than focusing on its individual parts, to better understand complex phenomena. Systems Thinking contrasts with analytic thinking: you solve problems by going deeper, by looking at the greater whole of a system and the relations between its elements, rather than solving individual problems in a linear way via simple cause and effect explanations.
You can apply Systems Thinking principles in different situations: to understand how large organisations function and design for the enterprise (e.g. when you are trying to revamp a large intranet), but also to solve social problems and issues (e.g. unemployment with disadvantaged youth or mobility in larger cities). So basically whenever there is complexity and conflict (of interest) in your project, Systems Thinking will be helpful.
After an introduction to Systems Thinking and its core concepts, we will first explain and practice a few techniques that you as a designer can apply to better understand complex systems, for example creating a System Map and drawing Connection Circles. In the second part of the workshop, we will introduce techniques that help you shape solutions, for example using Paradoxical Thinking for ideation and writing ‘What-if’ Scenarios.
Presented at EuroIA 2015 with Koen Peters.
Digitalization and business model innovationPeter Tyreholt
The presentation go through my view on digitalization, how it affects a business model, some examples and finally our approach to take on the challenge.
Video from the presentation is available here (in swedish).https://www.facebook.com/handelskammaren/videos/10154861067538197/
Hackathons are all about fostering innovation and enabling collaboration. The presentation talks about what are the good elements of a successful hackathon and how organizations can leverage hackathons for various purposes
How to break the delivery stage of cyber kill chain was the main topic I delivered last sunday during IDSECCONF 2018 in Malang.
Cyber kill chain wasn’t new at all, it was there since long time, the term popularized by lockheed martin few years ago to help industry identify methodology / technology to prevent cyber attack.
I covered signatured based malware detection, sandboxing, artificial intelligence, and introducing “content disarm reconstruction” in details.
IDSECCONF is always about contributing back to community since we learnt from community many years ago. I hope what I’ve learn from Industry related to CDR technology can be beneficial to the Indonesian IT security community.
The Art of the Possible: Designing an Omni-channel Strategy OptusBusiness
Dr Catriona Wallace - Customer Experience Specialist
The current convergence and integration of customer experience channels and the increasing sophistication and use of multi-media channels and devices by consumers means the consumer landscape is changing rapidly.
Today, organisations are seeking to gain competitive advantage by creating a continually improving customer experience to improve loyalty and potentially reduce operational costs.
In this session Catriona will outline a company-wide approach to the design and development of an omni-channel customer experience strategy discussing the use of co-creation and design thinking techniques, big data analytics and modelling. Catriona will also explore the impact of this approach on an organisations culture and the importance of having a technology roadmap for the future.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 20 different digital transformation frameworks and models.
INCLUDED FRAMEWORKS/MODELS:
1. Ten Guiding Principles of Digital Transformation
2. The BCG Strategy Palette
3. Digital Value Chain Model
4. Four Levels of Digital Maturity
5. Customer Experience Matrix
6. Design Thinking Framework
7. Business Model Canvas
8. Customer Journey Map
9. OECD Digital Government Transformation Framework
10. Accenture's Nonstop Customer Experience Model
11. MIT's Digital Transformation Framework
12. McKinsey's Digital Transformation Framework
13. Capgemini's Digital Transformation Framework
14. DXC Technology's Digital Transformation Framework
15. Gartner's Digital Transformation Framework
16. Cognizant's Digital Transformation Framework
17. PwC's Digital Transformation Framework
18. Ionolgy's Digital Transformation Framework
19. Accenture's Digital Business Strategy Framework
20. Deloitte's Digital Industrial Transformation Framework
You can receive our Powerpoint slides by sharing this presentation and submitting your email at www.slidebooks.com | Digital Transformation Strategy Template and Training | By ex-Deloitte and McKinsey Consultants
What is Digital Transformation? What are the friction points and the mental challenge? How is the mindset around disruption managed and what is Manchester Metropolitan University doing about this?
THE SHARING ECONOMY LACKS A SHARED DEFINITION: GIVING MEANING TO THE TERMSCollaborative Lab
You may have noticed the terms ‘sharing economy’, ‘ peer economy’, ‘collaborative economy’ and ‘collaborative consumption’ being used synonymously. Do these terms have different meanings? Yes. Are their common core ideas that explain the overlap? Absolutely.
In this presentation, we have defined and visualized the terms and core ideas that connect the likes of Airbnb, Taskrabbit, Lyft and Zipcar.
This is a short talk and workshop (30' + 90') to give a first introduction to design thinking. Gives theory foundation, notes a few different approaches, and then dives into one of them.
This presentation was first done at ImpactON / StartupChile evening in 2015.
Digital Transformation Strategy & Framework | By ex-McKinseyAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Digital Transformation Strategy & Framework in Powerpoint | Created By ex-McKinsey & Deloitte Strategy Consultants.
Building A Cloud Strategy PowerPoint Presentation SlidesSlideTeam
It covers all the important concepts and has relevant templates which cater to your business needs. This complete deck has PPT slides on Building A Cloud Strategy PowerPoint Presentation Slides with well suited graphics and subject driven content. This deck consists of total of twenty five slides. All templates are completely editable for your convenience. You can change the colour, text and font size of these slides. You can add or delete the content as per your requirement. Get access to this professionally designed complete deck presentation by clicking the download button below. https://bit.ly/2LuZsQP
26 Disruptive & Technology Trends 2016 - 2018Brian Solis
Introducing the “26 Disruptive Technology Trends for 2016 – 2018.” In this report, we’ll explore some of the disruptive trends that are affecting pretty much everything over the next few years at least those that I’m following. It’s not just tech, though. The report is organized by socioeconomic and technological impact.
Obviously, this is not an exhaustive list of every technology and societal trend bringing about disruption on planet Earth. What follows thought definitely affects the evolution of digital Darwinism, the evolution of society and technology and its impact on behavior, expectations and customs.
Gigamap example by Manuela Aguirre: https://www.slideshare.net/ManuelaAguirre/policy-support-full-presentation
In this presentation you will learn about design tools and techniques to solve wicked problems, using Systems Thinking.
Systems Thinking looks at the whole of a system rather than focusing on its individual parts, to better understand complex phenomena. Systems Thinking contrasts with analytic thinking: you solve problems by going deeper, by looking at the greater whole of a system and the relations between its elements, rather than solving individual problems in a linear way via simple cause and effect explanations.
You can apply Systems Thinking principles in different situations: to understand how large organisations function and design for the enterprise (e.g. when you are trying to revamp a large intranet), but also to solve social problems and issues (e.g. unemployment with disadvantaged youth or mobility in larger cities). So basically whenever there is complexity and conflict (of interest) in your project, Systems Thinking will be helpful.
After an introduction to Systems Thinking and its core concepts, we will first explain and practice a few techniques that you as a designer can apply to better understand complex systems, for example creating a System Map and drawing Connection Circles. In the second part of the workshop, we will introduce techniques that help you shape solutions, for example using Paradoxical Thinking for ideation and writing ‘What-if’ Scenarios.
Presented at EuroIA 2015 with Koen Peters.
Digitalization and business model innovationPeter Tyreholt
The presentation go through my view on digitalization, how it affects a business model, some examples and finally our approach to take on the challenge.
Video from the presentation is available here (in swedish).https://www.facebook.com/handelskammaren/videos/10154861067538197/
Hackathons are all about fostering innovation and enabling collaboration. The presentation talks about what are the good elements of a successful hackathon and how organizations can leverage hackathons for various purposes
How to break the delivery stage of cyber kill chain was the main topic I delivered last sunday during IDSECCONF 2018 in Malang.
Cyber kill chain wasn’t new at all, it was there since long time, the term popularized by lockheed martin few years ago to help industry identify methodology / technology to prevent cyber attack.
I covered signatured based malware detection, sandboxing, artificial intelligence, and introducing “content disarm reconstruction” in details.
IDSECCONF is always about contributing back to community since we learnt from community many years ago. I hope what I’ve learn from Industry related to CDR technology can be beneficial to the Indonesian IT security community.
The Art of the Possible: Designing an Omni-channel Strategy OptusBusiness
Dr Catriona Wallace - Customer Experience Specialist
The current convergence and integration of customer experience channels and the increasing sophistication and use of multi-media channels and devices by consumers means the consumer landscape is changing rapidly.
Today, organisations are seeking to gain competitive advantage by creating a continually improving customer experience to improve loyalty and potentially reduce operational costs.
In this session Catriona will outline a company-wide approach to the design and development of an omni-channel customer experience strategy discussing the use of co-creation and design thinking techniques, big data analytics and modelling. Catriona will also explore the impact of this approach on an organisations culture and the importance of having a technology roadmap for the future.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 20 different digital transformation frameworks and models.
INCLUDED FRAMEWORKS/MODELS:
1. Ten Guiding Principles of Digital Transformation
2. The BCG Strategy Palette
3. Digital Value Chain Model
4. Four Levels of Digital Maturity
5. Customer Experience Matrix
6. Design Thinking Framework
7. Business Model Canvas
8. Customer Journey Map
9. OECD Digital Government Transformation Framework
10. Accenture's Nonstop Customer Experience Model
11. MIT's Digital Transformation Framework
12. McKinsey's Digital Transformation Framework
13. Capgemini's Digital Transformation Framework
14. DXC Technology's Digital Transformation Framework
15. Gartner's Digital Transformation Framework
16. Cognizant's Digital Transformation Framework
17. PwC's Digital Transformation Framework
18. Ionolgy's Digital Transformation Framework
19. Accenture's Digital Business Strategy Framework
20. Deloitte's Digital Industrial Transformation Framework
You can receive our Powerpoint slides by sharing this presentation and submitting your email at www.slidebooks.com | Digital Transformation Strategy Template and Training | By ex-Deloitte and McKinsey Consultants
What is Digital Transformation? What are the friction points and the mental challenge? How is the mindset around disruption managed and what is Manchester Metropolitan University doing about this?
THE SHARING ECONOMY LACKS A SHARED DEFINITION: GIVING MEANING TO THE TERMSCollaborative Lab
You may have noticed the terms ‘sharing economy’, ‘ peer economy’, ‘collaborative economy’ and ‘collaborative consumption’ being used synonymously. Do these terms have different meanings? Yes. Are their common core ideas that explain the overlap? Absolutely.
In this presentation, we have defined and visualized the terms and core ideas that connect the likes of Airbnb, Taskrabbit, Lyft and Zipcar.
This is a short talk and workshop (30' + 90') to give a first introduction to design thinking. Gives theory foundation, notes a few different approaches, and then dives into one of them.
This presentation was first done at ImpactON / StartupChile evening in 2015.
Digital Transformation Strategy & Framework | By ex-McKinseyAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Digital Transformation Strategy & Framework in Powerpoint | Created By ex-McKinsey & Deloitte Strategy Consultants.
Building A Cloud Strategy PowerPoint Presentation SlidesSlideTeam
It covers all the important concepts and has relevant templates which cater to your business needs. This complete deck has PPT slides on Building A Cloud Strategy PowerPoint Presentation Slides with well suited graphics and subject driven content. This deck consists of total of twenty five slides. All templates are completely editable for your convenience. You can change the colour, text and font size of these slides. You can add or delete the content as per your requirement. Get access to this professionally designed complete deck presentation by clicking the download button below. https://bit.ly/2LuZsQP
26 Disruptive & Technology Trends 2016 - 2018Brian Solis
Introducing the “26 Disruptive Technology Trends for 2016 – 2018.” In this report, we’ll explore some of the disruptive trends that are affecting pretty much everything over the next few years at least those that I’m following. It’s not just tech, though. The report is organized by socioeconomic and technological impact.
Obviously, this is not an exhaustive list of every technology and societal trend bringing about disruption on planet Earth. What follows thought definitely affects the evolution of digital Darwinism, the evolution of society and technology and its impact on behavior, expectations and customs.
A brief description of the Clayton Christensen's concept of disruptive technology and how it helps us to understand why companies go bankrupt under conditions of technological change.
The most successful small businesses rely on relationships more than any other way. And yours should too.
This presentation includes great stories about the power of strategic alliances, a discussion on how to find the right strategic partners.
Startup Glossary - Begriffe und Methoden aus der Startupwelt. Präsentation im Rahmen der Exec I/O 2013 in Düsseldorf.
Die Präsentation gibt eine kurze Einführung rund um die wichtigsten Innovationsmethoden von Startups. Was ist das Erfolgsgeheimnis von Dropbox, Airbnb & Co? Erfahren Sie was ein Startup von einem bestehen Unternehmen unterscheidet und mit Hilfe welcher Vorgehensmodelle innovative Produkte und Dienstleistungen systematisch entwickelt und getestet werden können. Themen sind dabei unter anderem: Lean Startup, Customer Development, Design Thinking und der Business Model Canvas.
212 Reinventing The Game: Introducing disruptive products to tech-savvy marke...ProductCamp Boston
Presenter: Dana Bullister
Launching disruptive products is not the same as improving existing solutions. And ultimately, disruptive thinking is - or will soon be - critical to the survival of startups and large companies alike. In this session we will discuss why, as well as high-level strategies to effectively discover, roadmap, and launch a game-changing product. We will briefly touch on case studies involving Intel, Intuit, and Airbnb, as well as from my own experience in the trenches as a program manager at a market-leading software company. We will then invite questions related to what makes teams most successful in leading change.
Dana Bullister is an award-winning program manager-turned-entrepreneur specializing in analytics-driven tech products. Her latest product, LOGICcards, was nominated for two multinational distinctions including Big Data, IoT or Analytics Solution of the Year and Analytics Product of the Year. She was also named a 2016 CompTIA ChannelChanger for leadership in the IT space. Her interests include data science, software design, and entrepreneurship.
One of the great irony of successful companies is how easily they can fail. New companies are founded to take advantage of some new technology. They become highly successful and but when the technology shifts, something new comes along, they are unable to adapt and fail. This is the innovator’s dilemma.
Then there are companies that manage to survive. For example, Kodak survived two platform shift, only til fail the third. IBM has survived over 100 years. What do successful companies do differently?
Vibrant Gujarat Summit profile on Disruptive TechnologiesVibrant Gujarat
A Disruptive Technology is a technology or innovation, which is initially a combination of niche technologies or innovative ideas to create a high end product or service, typically such which the existing market does not expect; and when the technology becomes affordable and accessible, it eventually ends up disrupting the existing consumer market and creating a market of its own.
Prof Shane Greenstein of Harvard Business School talks about his new book, How the Internet Became Commercial, at the Digital Initiative's Future Assembly.
According to Giddens (1997), their main charac¬teristics, viz., sovereignty, citizenship and nationalism, are discussed as under:
Sovereignty:
All nation-states are sovereign states. The notion of ‘sovereignty’ refers to the authority of a government over a clearly defined territory with clear cut borders, within which it is the supreme power.
Citizenship:
In modern societies most people living within the borders of the political system are citizens, having common rights and duties and knowing themselves to be part of a nation. Almost everyone in the world today is a member of a definite political order.
Nationalism:
Each community acquires a distinctive character through its association with nationalism. Nationalism can be defined as ‘a set of symbols and beliefs providing the sense of being part of a single political community’. Thus, individuals feel a sense of pride and belonging in being Indian, British, American, Russian or French. It is the main expression of feelings of identity with a distinct sovereign community.
Nationalistic loyalties do not always fit with the physical boarders marking the territories of states in the world today. While the relation between the nation-state and nationalism is a complicated one, the two have come into being as part of the same process.
Nationalism has become an increasingly powerful force in the world, serving as a basis not only of collective social identity but also for political mobilization and action, especially through the use of warfare. The consequences of nationalism often breed extremism and feelings of ethnocentrism (a tendency to think and act blindly that our culture is superior to those of others) resulting into political conflicts. Extreme forms of nation¬alism have engulfed many nations into warfare.
Functions of the State:
As with all social institutions, the state is organized around a set of social functions. It is an important agency of social control which performs this function through laws.
The main functions are maintaining law, order and stability, resolving various kinds of disputes through the legal system, providing common defence, and looking out for the welfare of the population in ways that are beyond the means of the individual, such as implementing public health measures, providing mass education and underwriting expensive medical research. From a conflict perspective, the state operates in the interests of various dominant groups, such as economic classes and racial and ethnic groups.
Lean Mayher (1971) stated the following basic functions of the state:
1. Limiting internal power struggles to maintain internal peace.
2. Bringing power to bear on other societies in defence of national interest or in expanding and building empire
Blockchain, IoT and AI are foundational to the Fourth Industrial Revolution -...David Terrar
This is my keynote session at Channel Live on 12 September 2019. It covers Blockchain explaining what it is and isn’t. I cover why it is so transformational relevant for any Business Model. I go through real world case studies, not just proof of concepts.
I touch on what implementations and frameworks exist and should be considered? I then talk about what the future look like?
Blockchain is significant and business systems will evolve because of it. I move on to IoT (M2M), Industry 4.0 and why are they important. I explain the underlying factors and what the opportunity is for a reseller. I go on to demystify AI. What is it and why should you be interested now? Lastly I talk through why you should you factor blockchain, IoT and AI into your plans.
This slide deck dives a bit in history to understand where IT comes from, where we are now and why we are there and what our options are. It starts with exploring the paradigms of the markets companies live in, travels through matching organizational approaches and finally looks at the history and current state of IT.
Based on that and after a quick look at Conway's law the market paradigms and organizational approaches are evaluated with respect to the drivers they imply on IT in general and architecture particularly.
And after all that foreplay (which is necessary to really understand where we are and what the forces are) several architectural styles and technologies are located on the scale that the market paradigms and organizational approaches span. This way sort of an "architectural fitness detector" is provided which helps to make architectural choices based on needs instead of hypes or habits (which are way to often the choice drivers).
The slide deck then finishes up with a few mismatches that are seen quite often in reality and it can be seen how the distance between architectural choices on the presented scale can be used to quickly determine potential mismatches.
As always the voice track is missing but I hope that the slides are still of some help for you.
In a hyper-connected world, the agile data center helps grow the business by delivering the right services to users in a scalable, flexible and secure.
Businesses today compete at the speed of thought. Nobody can afford to stand still; if a company isn’t looking to render its best-selling products or services obsolete, somebody else will be—and that might be a known competitor or a stealthy startup.
At their best, IT departments are at the forefront of this change, enabling agile transformations of business service delivery to employees and customers. Unfortunately, while IT strives to deliver against its capabilities, too often those capabilities may be restricted because of legacy systems.
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What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Disruptive Technologies: Impact on Strategic Alliances, Partnerships & Channels
1. Disruptive Technologies
Impact on Strategic Alliances, Partnerships & Channels
Phil Hogg
Vice-President, Strategic Alliances, Moneris Solutions
President, Association of Strategic Alliance Professionals (Toronto Chapter)
Co-Author, Financial Post Series on “Successful Strategic Alliances”
2. Agenda
I. An Introduction to Disruptive Technology
Theory
• Why Seemingly Great Companies Fail
• Sustaining versus Disruptive Innovation
• The Innovator’s Dilemma
II. Key Disruptive Technology Enablers
• Mobile Internet
• Cloud Computing
• The Internet of Things
III. Winning Partnership Strategies to Exploit
Disruptive Technology
• Strategic Alliances;
• Partnerships & Channels.
3. Overview of Moneris Solutions
Global Rank*• Established and incorporated in 2000
– Joint Venture between the Royal Bank of
Canada and the Bank of Montreal.
– Over 40% Market Share in Canada.
– Over 40 years of card processing experience.
• Corporate Head Office
– Toronto, Ontario.
• US Head Office
– Schaumburg, Illinois.
• Number of Merchants
– Process for 380,000 merchants.
• Transaction Processed/Year
– 3.5 Billion.
1. Bank of America
2. Vantiv
3. First Data
4. Chase Paymentech
5. Citi Merchant Services
6. WorldPay (EMEA)
7. Cielo
8. Moneris Solutions
9. Barclays
10. WorldPay (USA)
* Source: Nilson Report, Top 150 Acquirers Worldwide 2011, November, 2012
5. • Background:
– Founded by George Eastman in 1880 and developed the first snapshot
camera in 1888
– Core products included film manufacturing, photofinishing, and cameras
– Market share of 90% for film and 85% for cameras by ‘76
• Sales:
– $1 Billion by 1962
– $10 Billion by 1981
– $20 Billion by 1992
• Technology Prowess:
– Invented the first digital camera in ’75 (patent in ’78)
– In 1986, invented the first megapixel sensor, capturing 1.4 million pixels
– Invented another 50 products that were tied to the capture or conversion of
digital images
When Being Rational Kills Your Business (I)
6. Eastman Kodak Files for Bankruptcy (2012)
• Profitability
– “We’re moving into an information-based company, but it is very hard to find
anything [with profit margins] like color photography that is legal”
• Bureaucracy
– With over 145,000 employees in a multi-layered organization, it was difficult to
change. Middle management thought they were in the film business and not the
imaging business.
• Too Little. Too Late
– By 2000, the value of digital cameras sold exceeded the value of film cameras
sold.
– Kodak “officially” entered the digital market in 2003.
Source: Kodak
7. When Being Rational Kills Your Business (II)
• Background:
– 1985, Blockbuster was founded by David Cook in Dallas, Texas
– 1987, Wayne Huizenga and two partners invested $18.5 Million for 50% of the
business using a similar franchise model as Waste Management (1 new store
every 24 hours)
– 1994, Viacom purchased Blockbuster for $8.4 Billion
– 1999, Viacom sells off 20% of company in an IPO
– 2004, Viacom sold Blockbuster to the public (Icahn buys10 million shares)
• Sales:
– $7.4 Million in 1987
– $2.2. Billion in 1994
– $6 Billion by 2005
• Technology:
– 2004, Blockbuster starts online business while eliminating late fees
8. Entering the Disruptive Technology “Perfect Storm”
Captain!
There’s just
too many
of them
Damn It!
Get Me
Spielberg on
the Radio!
Mark Walhberg & George Clooney
“The Perfect Storm”
9. Blockbuster Files for Bankruptcy (2011)
• Profitability Ran Supreme
– As the company changed ownership from Huizenga to Viacom to Icahn’s controlling interest,
strategy changed and maintaining profitability was paramount
• Misunderstood the Impact of Technology Changes (It is “Net” Flix)
– All understood that technology would change the business, but none thought it would destroy
a $6 Billion business.
• Challenges in Running a Start-Up within the Core Business
– The online business was a start-up. Blockbuster could not come to grips with starting a start-
up operationally or support for the fulfillment side of the business.
10. Disruptive Technology – The Origins
• Term coined by Clayton Christensen and Joseph Bower in
1995 in an article for the Harvard Business Review
entitled “Disruptive Technologies: Catching the Wave”.
• In 1997, Christensen wrote “The Innovator’s Dilemma”
where he further explored cases of disruptive innovation.
– The Economist, in 2011, named the Innovator’s Dilemma as one of
the six most important business books ever written.
• In 2003, Christensen wrote “The Innovator’s Solution”
where he replaced the term “disruptive technology” with
“disruptive innovation”
11. Sustaining Innovations
Improvement to existing
markets and value networks.
Improvements can either be
considered incremental or
radical.
Industry Leaders have a high
probability of beating new
entrants in sustaining
technologies.
Influence & Shape
Existing Markets
12. Disruptive Innovations
Help create a new market or
value network.
Eventually disrupts an existing
market and value network over
a short or long period.
Very difficult for Industry
Leaders to compete against
New Entrants as it changes the
whole market.
Transform Existing Markets
And Create New Ones
13. • Lower Performance Thresholds
– Lower performance metrics
– Industry Leaders existing clients do not
want to use the product.
• Unique Product Attributes
– A disruptive innovation usually offers
new features not found in today’s
market.
– A key feature in many disruptive
innovations is moving away from a
centralized business model.
• Lower Cost Base
– The firm establishing the disruptive
innovation has a lower cost base than
Industry Leaders.
Canon Countertop Photocopiers
Microsoft Operating System
Sony Portable Radios & TVs
Disruptive Innovations Characteristics
When first introduced…
14. The Disruptive Innovation Model
Performance
Time
Disruptive
Technologies
Performance that customers
can utilize or absorb
Industry Leaders Nearly Always Win
New Entrants Nearly Always Win
Pace of Technological
Progress
Sustaining Innovations
Source: Clayton Christensen, The Innovators Solution
15. Two Types of Disruptive Innovation
Performance
Time
Disruptive
Technologies
Performance that customers
can utilize or absorb
Pace of Technological
Progress
Sustaining Innovations
1. Low End Disruption
Clayton Christensen, The Innovator’s Solution
Non-consum
ers
or
Non-consum
ing
occasions
DifferentMeasure
OfPerformance
Time
2. New Market Disruption
16. US Integrated Steel Mills vs. Mini Mills
SteelQuality
Time
% of Tons
Rebar
7% Gross Margin
4%
Angle Iron: Bars & Rods
12% Gross Margin
8%
Structural Steel
18% Gross Margin
22%
Sheet Steel
25%-30% Gross Margin
55%
Source: Clayton Christensen, The Innovator’s Solution
17. The Innovator’s Dilemma
• Lessons Learned from Business School
– Customer
• Listen to your customer to understand future demands
and requirements, especially your most valuable
customers.
– Margin and Market for Growth
• Unrelenting focus on moving towards higher margin
products (even if it requires moving resources from lower
margin products). Focus on new markets that can
support growth for large organizations.
• When Confronted with a Disruptive Technology
– Customer
• Customers, especially most valued customer, reject the
product.
– Margin and Market for Growth
• Management rejects the project as it provides lower
margins to support the needs of large organizations and
thus, not considered a market for growth.
19. McKinsey Global Institute
Twelve Potentially Economically Disruptive Technologies
Source: McKinsey Global Institute, Disruptive Technologies: Advances that will transform life, business and the global economy, May 2013
21. Mobile Internet – When First Introduced
• Lower Performance Thresholds
– Slow connectivity speeds
– Limited downloading of attachments
(20K for Mobitex)
– Few web pages had been designed for
mobile browsing
• Unique Product Attributes
– Allowed users to access e-mail,
mobility calling, text messages, and
access the internet
• Lower Cost Base
– Primary feature, and costs for the user,
was for the voice network. Data rates
for e-mail were reasonable.
Disruptive Innovation Characteristics
22. The Next Disruptive Force – Mobile Internet
• Global Mobile Traffic in 2012
– Increased by 70% in 2012
– Now represents 12x’s the size of the
entire global internet in 2000
– Mobile video traffic exceeded 50% for
first time
• Introduction of 4G
– 4G generated 19x’s more traffic on
average than non-4G connections
– 4G connections only represent 0.9 %
of the mobile connections today, but
account for 14% of the mobile data
traffic
• Offloading to Fixed Networks
– 33% of total mobile traffic was
offloaded onto fixed networks (w/o
offload, global traffic would have
increased by 96% rather than 70%)
Source: Cisco Visual Networking Index: Global Mobile Data Traffic Forecast Update, 2012-2017
23. Machine-to-Machine (“M2M”) Opportunities
• Machine-to-Machine* is:
– The ability of machines, assets
and devices exchange data with
people or company’s
management systems in need of
the information*
– Derived from telemetry technology
• A Disruptive Innovation Enabler**
– Over 60 Billion Machines on the
Planet
– 10x’s more connected machines than
people
– 15x’s more connected machines than
handsets
• On the Cusp of Stunning Growth
– Ericsson has forecasted mobile
connection growth of 50B
machines by 2020
• Transportation Government
• HealthCare Manufacturing
• Energy Education
• Retail Financial Services
• Oil & Gas
* Source: Webopedia ** Source: Frost & Sullivan
Industry Verticals
25. Potential Impact by 2025
$3.7 Trillion to $10.8 Trillion per year by 2025
• Developing Nations
– 50% of the value derived by spreading
internet to developing nations
– Expected that 3.5 Billion citizens in
developing nations to have internet by
2025 (2 Billion via Mobile Internet)
• Health Care
– Potential to cut more than $2 Trillion in
the projected cost of chronic disease
– Patients with heart disease and
diabetes can be monitored through
ingestible or attached sensors to
transmit readings
• Education
– Potential to increase lesson quality,
improve student performance, and
increase graduation rates through
hybrid online/offline teaching models
• Public Sector
– Online services through mobile apps,
such as information requests, license
applications, and tax payments) can
enhance productivity
• Retail Sector
– Productivity gains by delivering retail
goods through a digital channel could
be 6-15 %.
– By 2025, 30%-50% of retail
transactions could take place online
• Mobile Payments
– Globally, cash payments represent
90% of the more than 3 trillion
transaction made every year
– Digital wallet technology is evolving
exponentially
Source: McKinsey Global Institute, Disruptive Technologies: Advances that will transform life, business and the global economy, May 2013
26.
27. Cloud Computing
• Defined:
– Internet-based computing
whereby information, IT
resources, and software
applications are provided to
computers and mobile devices
on-demand
• Essential Characteristics:
– On-Demand Self Service
– Broad Network Access
– Resource Pooling
– Rapid Elasticity
– Measured Service
• Service Models:
– Software as a Service (“SaaS”)
– Platform as a Service (“PaaS”)
– Infrastructure as a Service
(“IaaS”)
• Deployment Models:
– Private Cloud
– Community Cloud
– Public Cloud
– Hybrid Cloud
National Institute of Standards & Technology, Special Publication 800-145
29. Why Cloud Computing is Disruptive…
• Lower Performance Thresholds
– Not as Secure
– Not as Fast
– Not as reliable as your internal
network
• Unique Product Attributes
– Lower OPEX and CAPEX
required to run
– Rapid elasticity
– Broad Network Access
• Lower Cost Base
– Costs are spread over many,
many users
30. Amazon Web Services
• Started in 2006 by Amazon,
originally as a way to make use of
excess computer capacity not used
for Amazon’s own retail shopping
site.
• Revenues of $2 Billion, supporting
“hundreds of thousands of
customers in over 190 countries”.
• Morgan Stanley believes that AWS
will reach $24 Billion in Revenues
by 2022.
– In a recent report they write that
AWS is making waves in
conventional IT by “applying retail
economics”.
31. Potential Impact by 2025
$1.7 Trillion to $6.2 Trillion per year by 2025
• Sale of Cloud Based Services
– $1.2T to $5.5T could be in the form of
surpluses in selling products & services
– An additional 2B to 3B additional
internet users
– In developing countries, estimated that
there will be 3.5B internet users; many
of whom will only have mobile devices
• Productivity Improvements
– Estimated that $500B to $700B could
come in the form of productivity
improvements for the enterprise IT
– Includes savings in:
• Infrastructure (Both Capital & Operating
Expenses)
• Software Development & Packaged
Software Costs
Source: McKinsey Global Institute, Disruptive Technologies: Advances that will transform life, business and the global economy, May 2013
32.
33. The Internet of Things
• Defined:
– The Internet of Things refers to the
use of:
• sensors,
• actuators, and
• data communications technology
– built into physical objects that
enable those objects to be:
• Tracked,
• Coordinated, or
• Controlled
– Across a data network or Internet
• Three Essential Steps:
– Capturing data from the Object
– Aggregating that data from the
object
– Acting on that Information
• The Technology
– From simple identification tags to
complex sensors and actuators
– Radio Frequency Identification
Tags being the least expensive
– Micro electromechanical Systems
(MEMS) allow very sophisticated
sensors in virtually any object (and
even people)
• Applications
– RFID to track the flow of raw
materials, parts, and goods through
production and distributions
– RFID tags on containers and boxes
are used to track products as they
make their way through
warehouses and transportation
hubs to store shelves and even all
the way to the consumer
34. Technology Roadmap – The Internet of Things
Source: SRI Consulting Business Intelligence
35. Potential Impact by 2025
$2.7 Trillion to $6.2 Trillion per year by 2025
• Health Care
– Estimated an economic impact of
$1.1T to $2.5T per year by 2025
– Assist with in-hospital health monitoring
where physicians and nurses have
access to real-time data
– Using sensors on drug bottles and
packages to reduce the $75B worth of
counterfeit drugs sold each year
• Manufacturing
– Savings of $900B to $2.3T
– Improvements in operational efficiency:
• Tracking machinery
• Supply chain tracking & management
• Flow of inventory around shop floor
• Oil, Metal & Mineral Extraction
– Savings of $100B to $200B
– Help find and map mineral deposits
and increase recoverability
• Smart Electrical Grid
– Savings of $200B to $500B
– For consumers of energy, demand-
management applications that could
reduce costly peak usage
– For utility operators, real-time
information on the state of the grid in
reducing total outage times
• Agriculture
– Savings of $100B per year
– Leaf sensors can measure stress in
plants base upon moisture levels
– Soil sensors can gather information on
how water moves through the soil
• Urban Infrastructure
– Traffic
– Waste Water Systems
– Garbage collection
– Water Managemet
Source: McKinsey Global Institute, Disruptive Technologies: Advances that will transform life, business and the global economy, May 2013
37. Corporate Strategies
Responses to Disruptive Innovation
In the Innovator’s Dilemma, Christensen suggests the following three
methods to handle disruptive innovation in an organization:
1. Acquisition 3. Spin-Off2. Internal Development
38. Corporate Strategies
Responses to Disruptive Innovation
In the Innovator’s Dilemma, Christensen suggests the following three
methods to handle disruptive innovation in an organization:
1. Acquisition 3. Spin-Off2. Internal Development
4. Strategic Alliances
39. Strategic Alliance Strategies
A Low Cost Corporate Strategy for Disruptive Technology
1. Acquisition
3. Spin-Off
2. Internal Development
Advantages
• Least Cost Solution
• The “Borrowing” Strategy
• Quick Entry into Disruptive Technology Market
• Limited Integration Challenges
• Usually quicker exit if disruptive innovation is not
successful
40. Moneris’ Disruptive Innovation Strategy
Internal Development & Strategic Alliances
• Recognizing the disruptive impact of smart phones and tablets as vehicles for
payment processing, Moneris used an internal development strategy to establish:
– Low End Disruption
• For its existing client base, Moneris introduced eSELECTplus Mobile
– New Market Disruption
• To attract non-consumers, Moneris introduced its Payd service
• Being the first to market in Canada, established our technical leadership
• Required Strategic Alliances strategy for Retail Distribution Capabilities
Performance
Time
Sustaining Strategy
Low-End Disruption:
DifferentMeasure
OfPerformance
New-Market Disruption
Time
41. 1 Giga Ethernet
100M Ethernet
10M Ethernet
* Graph Source: Ericsson Canada
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
10M HSPA
100M LTE
1Giga LTE*A (“4G”)
MobilePC
10 Years
Strategic Alliance Strategies – Mobile Internet
“It’s Déjà Vu All Over Again”
Internet Protocol Networks
The First Wave
=
Enhanced Strategic Alliance Activity
High Speed Mobile Data
The Second Wave
=
Enhanced Strategic Alliance Activity
Speed
42. Recent Strategic Alliances for Mobile Internet
Mobile Wallet
IBM MobileFirst
US Department of Defence
Smart Grid Initiative
Single, Global M2M Platform
Mobile Commerce
Usage Based Insurance
43. Strategic Alliance Strategies – Existing Alliances
Analyse for “Strategic Fit”
Strategic Fit
• Must posses the following attributes:
– Compelling/Competitive Market
Strategy
• Supports sufficient revenue and net
income for a win/win alliance
• Provides strong value add to the
customer
– Strategic Alignment
• Compatible long term strategies
• Complementary Strategic Drivers
• Synergistic Strengths & Weaknesses
• As a Disruptive Innovation matures,
Strategic Alliances built on legacy
technology are at risk of no longer
supporting the strategic drivers originally
considered in establishing the strategic
alliance in the first place.
X
44. Strategic Alliance Strategies – Existing Alliances
Analyse for “Operational Fit”
Operational Fit
• The evaluation of a good operational fit
involves evaluating:
– The degree to which alliance partners’
day to day business practices and
policies are compatible;
– the effectiveness of the system of
metrics and rewards, and,
– organizational support to the success
of the alliance.
• When an existing alliance is pressure
due to a disruptor entering their
market, they will retrench from existing
alliances.
Operational Fit Challenges
Resource Allocation
Survival instincts will cause reduced staff and
capital.
Communications
As the party retrenches, external communications
will lessen.
Time Allocation
Company alliance responsiveness will be
reduced to focus internally.
Day-to-Day Problem Solving
Problems will not likely be solved early as the
retrenching party has reduced resources
Corporate Culture
Likely to change due to intense pressure from
Disruptive Innovator.
45. Channel Partner Strategies – IT Distributors
• While the technology landscape is changing,
the VAR Ecosystem will remain a central
component of how SME’s will adopt and
procure new technology.
• VARs have been struggling with a
challenging market, changes in technology,
and skill gaps in key areas.
– VARs require more from an IT Distributor than
a partner portal and a 1-800 for service
– IT Distributors must support VARs by offering
them IT education and marketing programs
designed to build upon their growth and
expertise in disruptive technologies
• IT Distributors have to stay ahead of the
curve in understanding how disruptive
technology will impact hardware, software
and services sales.
• Finally, the time is right for IT Distributors to
start searching out and researching strategic
alliance partners to establish additional
revenue enhancing opportunities.
46. Channel Partner Strategies – Value Added
Resellers
• Disruptive Technologies, such as
Cloud Computing, will accelerate
the growth of new customers in
the Small & Medium Enterprise
Market
• Given the change VARs must
focus on providing their clients
with additional options, including
the provision of managed
services.
• VARs, and potentially with the
assistance of IT Distributors,
should seek out alternative
channel relationships to off-set the
reduced revenue erosion from
some disruptive technologies
– e.g. partnering with payment
processors
47. In Conclusion…
• Encourage you to get better acquainted with disruptive innovation theories and
practice
• From a strategic management perspective, disruptive innovation can create
challenges and opportunities.
– Make Use of the Alliance Health Check
• Look for Disruption activity
• Review Strategic Fit
• Review Operational Fit
– Look at Disruptors as Potential Strategic Alliance Candidates
• From a Channel Management perspective, IT Distributors must provide
educational and marketing support to their VAR Community to educate them
on Disruptive Technology and winning strategies to garner additional revenue
• VARs should also seek out additional channel relationships based upon
Disruptive Technology changes to enhance revenue opportunities.