This paper outlines the increasing challenges of Business Model Innovation in the Digital and New Media Economy. It describes drivers of change, impacts on the innovation and business landscape, consequences for business modeling and the innovation process, as well as the implications for organizational adaptation. It presents in-depth observations from empirical
research on 12 business cases in the Digital and Media Economy in Germany.
The paper describes a conceptual approach for a next-generation innovation paradigm in the Digital Economy called “Embedded Innovation” Innovation 3.0). The notion of “embeddedness” is introduced to mark the increasing challenge of integrating firms into their surrounding communities to
assure the absorption of their exploitable knowledge. Trust is supposed to be the enabling parameter in balancing multiple relationships with communities.
We are entering into a golden age of content and media. Today, media companies are
investing huge sums of money in non-traditional media delivery options, start-ups are
innovating and redefining how the content industry works, and consumers are demanding
and expecting access to virtually any content on any device at any time. This includes media
and entertainment content, but also corporate, social, marketing and personal media. The
tectonic shifts happening in the media and content world are going to irreversibly reshape
how companies and consumers create, display, view and consume content.
The broadcast industry continues evolve. As a result the vendors serving this dynamic industry are also expanding their capabilities to include professional services. This white paper highlights the market trends and challenges facing broadcast vendors.
In our latest piece, we share unique perspectives on how artificial intelligence is amplifying human potential and reshaping business. This article explore 3 fundamental questions:
How will AI shift the expectations of my customers?
How will AI transform the way my competitors run their businesses?
How should my company respond to AI?
The results of our latest study on ‘Smart data transformation,’ carried out with Fraunhofer FIT, are here. In this special research report, we wanted to understand the business benefits, challenges and success factors around this topic, as well as identify key needs to facilitate the effective implementation of smart data transformation.
The paper describes a conceptual approach for a next-generation innovation paradigm in the Digital Economy called “Embedded Innovation” Innovation 3.0). The notion of “embeddedness” is introduced to mark the increasing challenge of integrating firms into their surrounding communities to
assure the absorption of their exploitable knowledge. Trust is supposed to be the enabling parameter in balancing multiple relationships with communities.
We are entering into a golden age of content and media. Today, media companies are
investing huge sums of money in non-traditional media delivery options, start-ups are
innovating and redefining how the content industry works, and consumers are demanding
and expecting access to virtually any content on any device at any time. This includes media
and entertainment content, but also corporate, social, marketing and personal media. The
tectonic shifts happening in the media and content world are going to irreversibly reshape
how companies and consumers create, display, view and consume content.
The broadcast industry continues evolve. As a result the vendors serving this dynamic industry are also expanding their capabilities to include professional services. This white paper highlights the market trends and challenges facing broadcast vendors.
In our latest piece, we share unique perspectives on how artificial intelligence is amplifying human potential and reshaping business. This article explore 3 fundamental questions:
How will AI shift the expectations of my customers?
How will AI transform the way my competitors run their businesses?
How should my company respond to AI?
The results of our latest study on ‘Smart data transformation,’ carried out with Fraunhofer FIT, are here. In this special research report, we wanted to understand the business benefits, challenges and success factors around this topic, as well as identify key needs to facilitate the effective implementation of smart data transformation.
The multiplier effect phenomenon is a characteristic of Internet technology: internationally the Internet is the tap root of many significant developments in economic and social life. This paper was conceived during my study of one of these developments, electronic commerce (e-Commerce). E-commerce has generated a vast body of knowledge incorporating thoughts from many disciplines. This paper follows mobile marketing one of the trails in the corporate marketing dimension of e-commerce. Based exclusively on relevant professional literature, it speaks to the adaptation of certain marketing traditions to mobile devices: cell phones, personal digital assistants (PDAs), smartphones. Thus, this paper projects the marriage of
technological innovation and commercial traditions: mobile devices are the technological innovation; careful composition of messages and couponing are among the commercial traditions.
The Economics of Content (October 2019)Joe Gollner
Virtual Presentation delivered at Lavacon 2019. A bit of a deep dive into some fundamental questions around the nature of the content industry and some of the challenges it has historically faced. In order to stave off depression, it ends with a more positive "Content Manifesto" that declares what needs to be done to redress some of the observed problems in the content industry. Relevant to content management and to open content standards like DITA and XML.
Intelligent Business Services Operationpetermoricz
Parallel to the industry 4.0 phenomenon, the business services sector faces revolutionary digital transformation as well. Based on quantitative and qualitative research at the Hungarian shared services and outsourcing industry, we identified areas, aims, levels, technologies, key factors, and challenges of automation and digitalization in the business services sector. The presentation was held at the IMSS'19 conference at Sakarya University, Turkey, on September 9, 2019.
The business model of the leading sharing economy platforms like Airbnb and Uberpetermoricz
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Customer: convinience, safety, personalization
http://www.ericsson.com/thinkingahead/networked_society
Digitalization has unleashed a wave of transformation across a range of industries. The pace of change has been mind boggling and will only continue to accelerate. Everything from business models and product categories to financing and human resources will transform in order to take advantage of the possibilities of the Networked Society.
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For more information, visit: http://www.futurevaluenetwork.com
The report, “Rethinking the Value Chain: New Realities in Collaborative Business” is the culmination of the strategy and steps initiated by the Consumer Goods Forum (the CGF) Board of Directors as part of their commitment to positive action in bringing about much needed change in the industry. Capgemini and the CGF collaborated on the development of this report and the outcome of this work is a comprehensive paper that highlights exactly how the Consumer Products and Retail industries can anticipate and address the profound shifts in consumer behavior and the changing industry landscape.
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• Consumer engagement;
• Transparency and
• The last mile of distribution
Summary of March 2015 BRIE-ETLA Special Issue in the Journal of Industry, Com...Petri Rouvinen
The Digital Disruption and Its Societal Impacts: Deepening digitalization and globalization has induced an ongoing societal transformation that may ultimately prove to be as significant as the original industrial revolution. Even as the ICT industry is being restructured, global competition is being transformed. Previously dominant firms—including telecommunications carriers, equipment providers, and powerful legacy software firms—are under assault from the move to cloud computing, in the network center, and mobile computing, on the network periphery. This transformation of the computing and communication infrastructure has been occurring simultaneously with the spread of ever more complicated and sophisticated global value chains. The articles in this special issue explore a number of the key facets of this transformation in a comparative lens. The authors find that the social, legal, and economic arrangements will impact how these changes affect nation-states. For policy-makers there will be serious dilemmas, as they will have to simultaneously nurture and support many aspects of these changes, while also mitigating or channeling some of the outcomes so as to protect privacy, income equality, and fair taxation.
Der Trend Report beschreibt den State-of-the-Art (Stand August 2009) bei den semantischen Technologien sowie deren zukünftige Einsatzmöglichkeiten in den Anwendungsfeldern Wissensmanagementtechnologien, Suchdienste und Internet der Dinge und der Dienste.
Prof. Henry Chesbrough's speech at the Open Innovation Seminar 2008, the first event about the subject in Brazil, promoted by Allagi. The event took place at the World Trade Center São Paulo in June 16, 2008.
The multiplier effect phenomenon is a characteristic of Internet technology: internationally the Internet is the tap root of many significant developments in economic and social life. This paper was conceived during my study of one of these developments, electronic commerce (e-Commerce). E-commerce has generated a vast body of knowledge incorporating thoughts from many disciplines. This paper follows mobile marketing one of the trails in the corporate marketing dimension of e-commerce. Based exclusively on relevant professional literature, it speaks to the adaptation of certain marketing traditions to mobile devices: cell phones, personal digital assistants (PDAs), smartphones. Thus, this paper projects the marriage of
technological innovation and commercial traditions: mobile devices are the technological innovation; careful composition of messages and couponing are among the commercial traditions.
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Virtual Presentation delivered at Lavacon 2019. A bit of a deep dive into some fundamental questions around the nature of the content industry and some of the challenges it has historically faced. In order to stave off depression, it ends with a more positive "Content Manifesto" that declares what needs to be done to redress some of the observed problems in the content industry. Relevant to content management and to open content standards like DITA and XML.
Intelligent Business Services Operationpetermoricz
Parallel to the industry 4.0 phenomenon, the business services sector faces revolutionary digital transformation as well. Based on quantitative and qualitative research at the Hungarian shared services and outsourcing industry, we identified areas, aims, levels, technologies, key factors, and challenges of automation and digitalization in the business services sector. The presentation was held at the IMSS'19 conference at Sakarya University, Turkey, on September 9, 2019.
The business model of the leading sharing economy platforms like Airbnb and Uberpetermoricz
Conference paper, presented at the Sharing economy conference of the "Digital Welfare Program" run by the Cabinet Office of the Prime Minister of Hungary, Conference held at BME in Budapest, on 11th of November, 2016. Peter Moricz is associate professor at the Research Centre of Information Resources Management, Corvinus University of Budapest.
Tax in Real Time: How Digital Platforms Will Redefine Future Tax Systemsaccenture
We sat down with a wide array of finance experts, from professors to heads of international tax, from around the world –to get their take on the future of tax.
Four technology super trends and their impact on banking: digital society, big data, everithing joins up, integrity and security.
Customer: convinience, safety, personalization
http://www.ericsson.com/thinkingahead/networked_society
Digitalization has unleashed a wave of transformation across a range of industries. The pace of change has been mind boggling and will only continue to accelerate. Everything from business models and product categories to financing and human resources will transform in order to take advantage of the possibilities of the Networked Society.
Horizon Scan: ICT and the future of financial servicesEricsson
A new research report from Ericsson and Imperial College London provides a broad horizon scan of the impacts of ICT on services for money, banking, insurance and risk.
The core of the new Media Operating Model at Deutsche Telekom is a unified, integrated approach to manage data and technology in the paid media ecosystem.
Rethinking the Value Chain: New Realities in Collaborative BusinessCapgemini
For more information, visit: http://www.futurevaluenetwork.com
The report, “Rethinking the Value Chain: New Realities in Collaborative Business” is the culmination of the strategy and steps initiated by the Consumer Goods Forum (the CGF) Board of Directors as part of their commitment to positive action in bringing about much needed change in the industry. Capgemini and the CGF collaborated on the development of this report and the outcome of this work is a comprehensive paper that highlights exactly how the Consumer Products and Retail industries can anticipate and address the profound shifts in consumer behavior and the changing industry landscape.
The result of interactive working sessions and extensive interviews with thought leaders and subject matter experts, the report identifies future trends in the industry and recommends the adoption of a “value network” approach to doing business. This approach will engage manufacturers, retailers and additional stakeholders and will no longer think of the value chain as a linear journey. It highlights three megatrends on which the industry could collaborate and that should deliver a positive return on investment:
• Consumer engagement;
• Transparency and
• The last mile of distribution
Summary of March 2015 BRIE-ETLA Special Issue in the Journal of Industry, Com...Petri Rouvinen
The Digital Disruption and Its Societal Impacts: Deepening digitalization and globalization has induced an ongoing societal transformation that may ultimately prove to be as significant as the original industrial revolution. Even as the ICT industry is being restructured, global competition is being transformed. Previously dominant firms—including telecommunications carriers, equipment providers, and powerful legacy software firms—are under assault from the move to cloud computing, in the network center, and mobile computing, on the network periphery. This transformation of the computing and communication infrastructure has been occurring simultaneously with the spread of ever more complicated and sophisticated global value chains. The articles in this special issue explore a number of the key facets of this transformation in a comparative lens. The authors find that the social, legal, and economic arrangements will impact how these changes affect nation-states. For policy-makers there will be serious dilemmas, as they will have to simultaneously nurture and support many aspects of these changes, while also mitigating or channeling some of the outcomes so as to protect privacy, income equality, and fair taxation.
Der Trend Report beschreibt den State-of-the-Art (Stand August 2009) bei den semantischen Technologien sowie deren zukünftige Einsatzmöglichkeiten in den Anwendungsfeldern Wissensmanagementtechnologien, Suchdienste und Internet der Dinge und der Dienste.
Prof. Henry Chesbrough's speech at the Open Innovation Seminar 2008, the first event about the subject in Brazil, promoted by Allagi. The event took place at the World Trade Center São Paulo in June 16, 2008.
Day 1- Tuesday 17 March 2015: Preparing for our Macro Challenge
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#astdza2015
The open innovation research landscape: Established perspectives and emerging...Ian McCarthy
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Alexander Osterwalder and Yves Pigneur defined a business model as how an organization creates, delivers, and captures value. More importantly they showed how any company’s business model could be defined in 9 boxes. It’s an amazing and powerful tool. It instantly creates a shared visual language while defining a business. Their book “Business Model Generation,” is the definitive text on the subject.
More on http://www.businessmodelgeneration.com
Service in the Industry is not a Product Feature but a Business ModelOuke Arts
Produced by Ouke Arts, Strategy Consultant
working for Strategy Boutique Thaesis and supported by trendwatching.com.
http://www.linkedin.com/in/oukearts
http://www.thaesis.nl
http://www.trendwatching.com
Have an idea for a startup but not sure where to begin? This presentation will provide guidance about how to turn that idea into a viable business. Learn a step-by-step methodology that will help you get beyond the idea phase and on the path to a successful startup venture.
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Lo speech di Stefano Guerrieri che racconta il metodo con cui è arrivato a progettare il modello di business della sua startup Playwood. Questo speech è stato fatto a Creativity Day e durante un incontro gratuito presso Impact Hub di Reggio Emilia.
Service innovation focuses on identifying customer desires in order to make services more user-friendly, sustainable, and meaningful. The consumer interface is the main priority.
To know more details, visit us at : https://mitidinnovation.com/recreation/what-is-service-innovation-and-why-is-it-gaining-importance/
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[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.
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1. Introduction and Key Concepts of Sustainability
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3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
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Innovation 3.0 - The challenge of business modelling in a new innovation era
1. The challenge of business modelling in a new innovation era TII Annual Conference:Innovation 3.0: Challenges, Needs and Skills for the new innovation era Düsseldorf, 28 to 30 April 2010 Markus Schroll & Joachim Hafkesbrink R&D Project AchtInno Contract number 01FH09003 funded by:
2. The Emergence of Innovation 3.0 Web 4.0 Cross-linking intelligent applications Web 3.0 Cross-linking knowledge Intelligent Semantic Agents Innovation 4.0 ? Ubiquitous Outernet Semantic enterprise ConvergenceTurn ? Embedded Innovation Knowledge Embedding Semantic Knowledge Networks Semantic Knowledge Management Know-howTurn Open Collaborative Learning knowledge inclusion and technological enhancement Open Innovation Web 2.0 Cross-linking users Web 1.0 Cross-linking information CollaborativeTurn Decentral Social Communities Closed Innovation Organi-zational Change NDA IPR Anthropocentric communities Corporate Individualism social inclusion and participation
3. Innovation System of the Digital Economy Demographic Change Globalisation Convergence of Markets Competition regulation Technology Knowledge Sources Standards Market for Contents Patent-laws Multi-agent system of Innovation Actors Telecommunication Basic services Value-Services Distri-bution Add. Services Market for Content Packaging & Applications Media-Technologies Market Demand Melting Kernel Technology Transfer Content Generation Pack- aging Distri- bution Enduser Devices Market for Transmission Carriers IT-/Electronics Parts Software Platforms Distri-bution Add. Services Market for Hardware (end-user devices etc.) Semantic Techn. Media Law eCommerce-Law ... ... ... ... Market for ... Digital Signature Act Institutional Framework(Governance) Internationalisation
4. Multi-Agent-System – Embedding into Communities - Community ofAffinity OuterKnowledge Space Mutuallearning Virtual organizationalboundary Pro-sumers Real organizationalboundary InnerKnowledge Space Community learningcycle Conventionalorganizationalboundary Feed-backs Innova-tors Organizatio-nalKernel Ex-perts Community of Interest Community of Practice Cross-Innovation: ideasfrom outside thecity wall Researchers Gravitational Embedding Force Technology Transfer ScientificCommunity
5. The Business Model Canvas Value Propositions Customer Relationships Customer Segments Key Partners Key Activities What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How costly are they? How are they integrated with the rest of our business model? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? What value do we deliver to the customer? Which one of our customer´s problems are we helping to solve? Which customer needs are we satisfying? What bundles of products and services are we offering to each Customer Segment? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do Partners perform? For whom are we creating value? Who are our most important customers? Channels Key Resources Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Revenue Streams Cost Structure For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Source: Osterwalder/Pigneur (2009): Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers
12. cross lateral exploitation (e.g. combine revenue streams from pay per transaction and adverts)1 LocalMobile.NRW is a mobile application for local personalized and context-sensitive content. Pro-sumers C2C Communities of Affinity B2B B2C What value do we deliver to the customer? Which one of our customer´s problems are we helping to solve? Which customer needs are we satisfying? What bundles of products and services are we offering to each Customer Segment? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? For whom are we creating value? Who are our most important customers? Do we understand the relationships between our customers? How should we support conversation in the market and between customers? Do we need to address prosumers different from consumers? Who is creating value for our business model? What are the dynamics of value creation in our customers community? How can we combine our products / services with user generated value? Does user generated value support our value proposition? Revenue Streams For what value are our customers really willing to pay? For what do they currently pay? Is it possible to exploit user generated value commercially?
20. transaction costs of community engineering1 LocalMobile.NRW is a mobile application for local personalized and context-sensitive content. Ex-perts Community of Practice What Key Activities do our Value Propositions require? What key activities are required to sustain our communities of knowledge? What value do we deliver to the customer? Which one of our customer´s problems are we helping to solve? Which customer needs are we satisfying? What bundles of products and services are we offering to each Customer Segment? Who are our Key Partners? Who are our key suppliers? Innova-tors Community of Interest Key Resources How can we ensure mutual learning within communities and knowledge transfer to our business model? What Key Resources do our Value Propositions require? How can we combine our products / services with user generated value? Can we provide added value with complementary services our partners or communities? What key ressources and organizational antecedents are required to embed successfully in our communities? Researchers ScientificCommunity Cost Structure What are the most important costs inherent in our business model? What are the cost impacts of Community involvement into our business model?
21. A new important player: Prosumers Key Partners Customer Segments Pro-sumers Communities of Affinity Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do Partners perform? For whom are we creating value? Who are our most important customers? Are selected prosumers expected to evolve being key suppliers? e.g. business travellers, mobile nerds How do we need to support key-prosumer’s interaction with our business model architecture? e.g. setting up of common communication/learning arenas How do we mash-up contributions from key-prosumers within our business model? e.g. clear IPR regulations and incentives(establishing of win-win situations)
22. Communities and the innovation process Co-production Co-ideation Co-design Co-development Ex-perts Innova-tors Key Resources Pro-sumers What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Researchers
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24. open collaborative learning processes in surrounding communities, networks and stakeholder groupsIntegrating the firm into communities to ensure knowledge absorption and to exploit this knowledge for commercial ends. Business modelling for innovation 3.0? A never ending story!
25. Thank you for your interest. Contact: Markus Schrollms@innowise.euDr. Joachim Hafkesbrinkjh@innowise.eu Bürgerstr. 1547057 DuisburgGermany Tel. +49-203-393764-0 www.innowise.eu