1. Platform business models are disrupting traditional linear "pipeline" models through network effects and access over ownership.
2. Ecosystem leadership is key for platform companies, requiring understanding users, expanding boundaries, leveraging resources, and cultivating trust across the ecosystem.
3. Many jobs will be automated through technologies like AI, robotics, and blockchain, while jobs requiring creativity, social-emotional skills, and non-routine problem solving will increase in demand. Skills will need to constantly adapt to an uncertain future.
Why do business platforms beat products every time? This is my keynote at EMERCE eDay. We cover changes in global brands, how feedback effects work, how innovation is different, and examples of coming platforms.
Birgit Mager & Tina Weisser: 24 Success Factors for Brilliant ImplementationService Design Network
No longer is service design a playground for pretty storyboards – it has become an essential driver for innovation and creator of value for relevant stakeholders. And this value is created through implementation. Still: brilliant concepts often fail when it comes to implementation. Finding answers and better understanding the complex drivers for implementation, barriers and success factors was the motivation behind a 3-year international study. The talk will present the key findings of this study, which investigated complex service design projects at the interface of external SD consultancies and their clients.
Numa era de mudanças organizacionais e perturbações globais sem precedentes, o relatório Global Marketing Trends 2022 apresenta as principais tendências de marketing, fruto dos desafios de negócio que enfrentamos
Platforms: How Change in Industry is Driving Change in StrategyMarshall Van Alstyne
Presentation at MIT Platform Summit on how economic change in the Internet era parallels change in the Industrial era, but for the opposite reason. This inverts marketing, operations, finance, IT, strategy and innovation.
Platform Revolution - Ch 01 Intro: How Platforms are Changing CommerceMarshall Van Alstyne
Content: (1) Evidence platforms beat products in value, recognition, speed (2) Platform definition (3) Firm implications
These slides provide complimentary course materials for the Ch 1 of Platform Revolution - How Network Markets are Transforming the Economy and How to Make Them Work for You. Final slides provide reading supplements and links to other chapters for industry and academia.
The new new competition - How digital platforms change competitive strategyPlatform Revolution
Based on the book PLATFORM REVOLUTION.
Learn more at platformrevolution.com
Follow us on @platrevolution and https://www.facebook.com/platformrevolution/
Platform Shift: How New Business Models Are Changing the Shape of IndustryMarshall Van Alstyne
Companies that can transform their traditional business models into network models will have a competitive advantage based on new insights into pricing, network effects, supply chains, and strategy. These principles show how dotcom companies like Airbnb, Amazon, Apple and Uber managed, in a relatively short time, to attract millions of clients worldwide. But they apply also to traditional product companies like Sony, shoe companies like Nike, and spice companies like McCormick. New business models help these companies extend existing transactions to new, associated products and services. Platforms beat products every time. This talk reveals the secret of Internet-driven platforms, why they happen, and what changes they imply.
We present an economic framework to understand and manage platform growth. This builds from a model of network complements and two sided markets. The intuitions help set prices, openness, and features to absorb into the platform. The intuitions also help shape the transition from a traditional business model to a platform strategy.
Presented at the IBM executive education summit July 27, 2011.
Why do business platforms beat products every time? This is my keynote at EMERCE eDay. We cover changes in global brands, how feedback effects work, how innovation is different, and examples of coming platforms.
Birgit Mager & Tina Weisser: 24 Success Factors for Brilliant ImplementationService Design Network
No longer is service design a playground for pretty storyboards – it has become an essential driver for innovation and creator of value for relevant stakeholders. And this value is created through implementation. Still: brilliant concepts often fail when it comes to implementation. Finding answers and better understanding the complex drivers for implementation, barriers and success factors was the motivation behind a 3-year international study. The talk will present the key findings of this study, which investigated complex service design projects at the interface of external SD consultancies and their clients.
Numa era de mudanças organizacionais e perturbações globais sem precedentes, o relatório Global Marketing Trends 2022 apresenta as principais tendências de marketing, fruto dos desafios de negócio que enfrentamos
Platforms: How Change in Industry is Driving Change in StrategyMarshall Van Alstyne
Presentation at MIT Platform Summit on how economic change in the Internet era parallels change in the Industrial era, but for the opposite reason. This inverts marketing, operations, finance, IT, strategy and innovation.
Platform Revolution - Ch 01 Intro: How Platforms are Changing CommerceMarshall Van Alstyne
Content: (1) Evidence platforms beat products in value, recognition, speed (2) Platform definition (3) Firm implications
These slides provide complimentary course materials for the Ch 1 of Platform Revolution - How Network Markets are Transforming the Economy and How to Make Them Work for You. Final slides provide reading supplements and links to other chapters for industry and academia.
The new new competition - How digital platforms change competitive strategyPlatform Revolution
Based on the book PLATFORM REVOLUTION.
Learn more at platformrevolution.com
Follow us on @platrevolution and https://www.facebook.com/platformrevolution/
Platform Shift: How New Business Models Are Changing the Shape of IndustryMarshall Van Alstyne
Companies that can transform their traditional business models into network models will have a competitive advantage based on new insights into pricing, network effects, supply chains, and strategy. These principles show how dotcom companies like Airbnb, Amazon, Apple and Uber managed, in a relatively short time, to attract millions of clients worldwide. But they apply also to traditional product companies like Sony, shoe companies like Nike, and spice companies like McCormick. New business models help these companies extend existing transactions to new, associated products and services. Platforms beat products every time. This talk reveals the secret of Internet-driven platforms, why they happen, and what changes they imply.
We present an economic framework to understand and manage platform growth. This builds from a model of network complements and two sided markets. The intuitions help set prices, openness, and features to absorb into the platform. The intuitions also help shape the transition from a traditional business model to a platform strategy.
Presented at the IBM executive education summit July 27, 2011.
IMPORTANT INFORMATION.
This ppt has been amended. I uploaded a version lacking the last two slides: a business model I was working on and the bibliography. In this version (amended) the bibliography has been added. Apologies.
A presentation over the characteristics and opportunities accruing from the platform thinking.
Open Innovation is a chatchy word that rised a lot of interest as well as critiques (especially in Europe). The innovation porcess has allways been open and the sociotechnical progesses observed over the last century just show that. On the other hand, my inpression is that under this term there is a lot going on. Platform thinking is one of these phenomena.
Learn how to deconstruct what it means to be "Open," as well as how to engage developers, leverage users, and shape your data to make your platform ready for commercial use.
Presented April 14th, 2009, at BayCHI: http://www.baychi.org/calendar/20090414/
“Software is eating the world” said Netscape founder Marc Andreessen in his Wall Street Journal 2011 op-ed to describe how digital technology has transformed the world of business. We divide the disruption into two stages; efficient pipelines disrupting inefficient pipelines and platforms disrupting pipelines. Most Internet applications during the 1990s involved the creation of highly efficient pipelines—online systems for distributing goods and services that out-competed incumbent industries. Online pipelines tended to have very low marginal costs of distribution—sometimes as low as zero. This allowed them to target and serve large markets with much smaller investment. We are now in stage two where platforms disrupt pipelines. They bring news sources of supply to market, change value consumption by facilitating new forms of consumer behavior, change quality control through crowd sourced curation, and bring new market middlemen by aggregating fragmented markets.
Some of the key headings of this presentation:
Ecosystem business models are behind most startups
Apple GDP: The iOS ecosystem has grown to $180B
Android GDP: an ecosystem valued at $260B
How did Apple, Google build ecosystem empires? What can history teach us?
Apple, Google emerged out of the ashes of 20+ dead platforms.
- Apple / Google built ecosystems, not just platforms
- iOS, Android built app ecosystems with superior economics
To compete, challengers have to achieve the impossible...
STATE OF THE PLATFORM REVOLUTION 2021 - by Sangeet Paul ChoudarySangeet Paul Choudary
This 90-page report lays out the key themes in the platform economy for the year 2020-21. Themes span platform regulation, inequality in the gig economy, platform strategy for incumbents, bigtech movements into new industries etc.
Digitization is evolving at a rapid pace for the U.S. economy. The implications for companies, governments, and individuals are enormous. Those who are already successfully riding the wave are achieving faster growth in revenue, productivity, and profit margins. Those who opt out risk being swept away.
Consumer 2020, developed as a partnership between PSFK and Cisco, provides a challenging but fresh perspective on consumer trends in the near future and offers key strategies and resources to help brands in the retail, hospitality, and sports & entertainment industries better connect with consumers in 2020 and beyond.
Michael Steingress - More than Metrics
Service Design Thinking ist in aller Munde. Nur wie sieht es mit Service Design Doing aus? Nach den Basics zu Customer Journey Mapping (Personas, Stakeholder Maps, Journey Maps) lernen die Teilnehmer verschiedene Ansätze kennen, selbst (interne und externe) Workshops co-kreativ und zielgerichtet zu gestalten.
Exemplarisch werden dabei Methoden u.a. zu Storyboarding oder der Implementierung von externem Feedback gezeigt, welche die Workshop-Teilnehmer in kleinen Gruppen auch direkt ausprobieren werden.
Business Platform MasterClass to Business and Engineering school students. After the course, the students acquire skills in:
▸ Business shift, Platforms rule the Bu$ine$$
▸ WTF is a Platform?
▸ How to design a platform?
▸ Creating and capturing value in Platforms
▸ Competition in a platform led economy
▸ Case study (Airbnb)
Essentials of a platform business modelValueCoders
A platform business model connects buyers and suppliers who can then transact with ease. This model is being seen as the latest trend in businesses of today.
This Altimeter Group webinar explores the findings of our latest research report on digital transformation. Attendees will learn what digital transformation is, how companies are embracing change, the challenges and opportunities that emerge throughout the process, and how to refocus and reorganize teams to modernize, optimize, and integrate digital touchpoints.
Watch the webinar: https://www.slideshare.net/Altimeter/webinar-digital-transformation-with-brian-solis
Download the related report: altimetergroup.com/digitaltransformation/
2020 Banking Consumer Study: Making Digital More Human – UK Findingsaccenture
The 2020 Global Financial Services Consumer study surveyed 48,710 banking & insurance customers globally including 3,000 UK respondents. Read more here.
The Bottom Line on Trust | Accenture Strategy Competitive Agility Index 2018accenture
In the not-too-distant past, trust was considered a “soft” corporate issue. Its connection to a company’s value, tenuous. Not anymore. New Accenture Strategy research quantifies the impact of trust on your company’s competitiveness. And bottom line. Trust is anything but soft.
To be competitive in today’s environment, companies need to execute a balanced strategy that prioritizes trust at the same level as growth and profitability. Those who do benefit from greater resiliency from trust incidents, making them more competitive. Those who don’t are putting billions in future revenue at risk.
Accenture Strategy found that more than half (54%) of the 7.030 companies we scored on our Competitive Agility Index experienced a material drop in trust, a key measure of competitiveness. Conservatively, those companies lost out on US$180 billion in potential revenues.
What if your company could quantify the potential negative impact of a trust incident on key measures of competitiveness: growth and profitability? Accenture Strategy can show you how.
Digital Transformation From Strategy To ImplementationScopernia
Creating a digital transformation strategy is one thing but how do you put the insights and plans into practice. This presentation deals with vision, strategy, roadmap, governance, leadership, channel hacking, start-up-thinking and many more issues.
New Industrial Revolution(s) and Future ScenariosRobin Teigland
My slides from the first day of the DecodingX Executive Education Program in Digital Transformation at the Stockholm School of Economics (https://exedsse.se/program/decoding-x/) in March 2018.
IMPORTANT INFORMATION.
This ppt has been amended. I uploaded a version lacking the last two slides: a business model I was working on and the bibliography. In this version (amended) the bibliography has been added. Apologies.
A presentation over the characteristics and opportunities accruing from the platform thinking.
Open Innovation is a chatchy word that rised a lot of interest as well as critiques (especially in Europe). The innovation porcess has allways been open and the sociotechnical progesses observed over the last century just show that. On the other hand, my inpression is that under this term there is a lot going on. Platform thinking is one of these phenomena.
Learn how to deconstruct what it means to be "Open," as well as how to engage developers, leverage users, and shape your data to make your platform ready for commercial use.
Presented April 14th, 2009, at BayCHI: http://www.baychi.org/calendar/20090414/
“Software is eating the world” said Netscape founder Marc Andreessen in his Wall Street Journal 2011 op-ed to describe how digital technology has transformed the world of business. We divide the disruption into two stages; efficient pipelines disrupting inefficient pipelines and platforms disrupting pipelines. Most Internet applications during the 1990s involved the creation of highly efficient pipelines—online systems for distributing goods and services that out-competed incumbent industries. Online pipelines tended to have very low marginal costs of distribution—sometimes as low as zero. This allowed them to target and serve large markets with much smaller investment. We are now in stage two where platforms disrupt pipelines. They bring news sources of supply to market, change value consumption by facilitating new forms of consumer behavior, change quality control through crowd sourced curation, and bring new market middlemen by aggregating fragmented markets.
Some of the key headings of this presentation:
Ecosystem business models are behind most startups
Apple GDP: The iOS ecosystem has grown to $180B
Android GDP: an ecosystem valued at $260B
How did Apple, Google build ecosystem empires? What can history teach us?
Apple, Google emerged out of the ashes of 20+ dead platforms.
- Apple / Google built ecosystems, not just platforms
- iOS, Android built app ecosystems with superior economics
To compete, challengers have to achieve the impossible...
STATE OF THE PLATFORM REVOLUTION 2021 - by Sangeet Paul ChoudarySangeet Paul Choudary
This 90-page report lays out the key themes in the platform economy for the year 2020-21. Themes span platform regulation, inequality in the gig economy, platform strategy for incumbents, bigtech movements into new industries etc.
Digitization is evolving at a rapid pace for the U.S. economy. The implications for companies, governments, and individuals are enormous. Those who are already successfully riding the wave are achieving faster growth in revenue, productivity, and profit margins. Those who opt out risk being swept away.
Consumer 2020, developed as a partnership between PSFK and Cisco, provides a challenging but fresh perspective on consumer trends in the near future and offers key strategies and resources to help brands in the retail, hospitality, and sports & entertainment industries better connect with consumers in 2020 and beyond.
Michael Steingress - More than Metrics
Service Design Thinking ist in aller Munde. Nur wie sieht es mit Service Design Doing aus? Nach den Basics zu Customer Journey Mapping (Personas, Stakeholder Maps, Journey Maps) lernen die Teilnehmer verschiedene Ansätze kennen, selbst (interne und externe) Workshops co-kreativ und zielgerichtet zu gestalten.
Exemplarisch werden dabei Methoden u.a. zu Storyboarding oder der Implementierung von externem Feedback gezeigt, welche die Workshop-Teilnehmer in kleinen Gruppen auch direkt ausprobieren werden.
Business Platform MasterClass to Business and Engineering school students. After the course, the students acquire skills in:
▸ Business shift, Platforms rule the Bu$ine$$
▸ WTF is a Platform?
▸ How to design a platform?
▸ Creating and capturing value in Platforms
▸ Competition in a platform led economy
▸ Case study (Airbnb)
Essentials of a platform business modelValueCoders
A platform business model connects buyers and suppliers who can then transact with ease. This model is being seen as the latest trend in businesses of today.
This Altimeter Group webinar explores the findings of our latest research report on digital transformation. Attendees will learn what digital transformation is, how companies are embracing change, the challenges and opportunities that emerge throughout the process, and how to refocus and reorganize teams to modernize, optimize, and integrate digital touchpoints.
Watch the webinar: https://www.slideshare.net/Altimeter/webinar-digital-transformation-with-brian-solis
Download the related report: altimetergroup.com/digitaltransformation/
2020 Banking Consumer Study: Making Digital More Human – UK Findingsaccenture
The 2020 Global Financial Services Consumer study surveyed 48,710 banking & insurance customers globally including 3,000 UK respondents. Read more here.
The Bottom Line on Trust | Accenture Strategy Competitive Agility Index 2018accenture
In the not-too-distant past, trust was considered a “soft” corporate issue. Its connection to a company’s value, tenuous. Not anymore. New Accenture Strategy research quantifies the impact of trust on your company’s competitiveness. And bottom line. Trust is anything but soft.
To be competitive in today’s environment, companies need to execute a balanced strategy that prioritizes trust at the same level as growth and profitability. Those who do benefit from greater resiliency from trust incidents, making them more competitive. Those who don’t are putting billions in future revenue at risk.
Accenture Strategy found that more than half (54%) of the 7.030 companies we scored on our Competitive Agility Index experienced a material drop in trust, a key measure of competitiveness. Conservatively, those companies lost out on US$180 billion in potential revenues.
What if your company could quantify the potential negative impact of a trust incident on key measures of competitiveness: growth and profitability? Accenture Strategy can show you how.
Digital Transformation From Strategy To ImplementationScopernia
Creating a digital transformation strategy is one thing but how do you put the insights and plans into practice. This presentation deals with vision, strategy, roadmap, governance, leadership, channel hacking, start-up-thinking and many more issues.
New Industrial Revolution(s) and Future ScenariosRobin Teigland
My slides from the first day of the DecodingX Executive Education Program in Digital Transformation at the Stockholm School of Economics (https://exedsse.se/program/decoding-x/) in March 2018.
The Year 2028 and the New Industrial RevolutionRobin Teigland
Overview of digitalization, emerging technologies, and new organizational forms on labor and value creation in society. Presentation made in Sweden during January 2018.
Slides from my talk at the Price Waterhouse Coopers Deals Exchange conference on April 26, 2018. I talk about algorithmically manage, internet-scale networks and how they are changing the very nature of the economy, the shape of companies, and the competencies that are required for 21st century success. There are many similar themes to other talks, but this is tailored to a business audience, and very specifically to one concerned with how to do M&A in an age of dominant platforms.
The Collaborative Economy is always depicted as a revolution coming from an increasing role of communities and collaboration: in reality, growing technology enablers give individuals totally new possibilities and potential and therefore the collaborative shift should be seen from this alternative, key point of view, that of leveraging the potential of ones, multiplied by platforms and collaborative processes.
In this process, modern capitalism encompasses the whole of te self in a natural evolution that was predicted by Karl Marx already. It's just cognitive capitalism and it's just starting.
The big question is: will this post-industrial capitalism evolve into... post-capitalism?
Context: https://medium.com/@meedabyte/that-s-cognitive-capitalism-baby-ee82d1966c72
[This presentation was originally given for a private event targeting banking and insurance providers]
TENDÊNCIAS DE NOVOS MODELOS NO MUNDO DO MARKETINGMeio & Mensagem
Painel apresentado por Terry Young - Presidente, Sparks & Honey EUA - no Evento ProXXIma 2018.
Como marcas e CMOs estão tentando reinventar e reciclar sua busca por soluções fora dos modelos tradicionais de agências de publicidade.
Augmented intelligence in banking and capital marketsMitchell Feldman
Financial Services Organisations have been tangling with data since the very beginning, pioneering the use of analytics to derive insights for creating better, more profitable business models. But as we look ahead, the most impactful data-driven solutions will go well beyond analytics, and will include built-in intelligence based on deep learning technology that augments an organisation’s capabilities in compelling new ways. Solutions that see, hear, speak, and understand our needs and emotions—using natural methods of communication, enhanced by vast amounts of data from sources as varied as search engines, news, videos, and more—will transform every aspect of the business.
Welcome to the world of @RedPixie! Working with Microsoft to transform an industry forever.
Third & Fourth Industrial Revolution - DalarnaRobin Teigland
My slides from a presentation in Falun, Sweden in June 2016 for a networking event for SMEs from the Dalarna region: http://www.mellansvenskahandelskammaren.se/Events/4201/Valkommen-pa-Supernatverkstraff
The Tech Vision 2015 maps out five key IT trends: The Internet of Me, Outcome Economy, Platform (R)evolution, Intelligent Enterprise and Workforce Reimagined. How to sum it all up? It’s not just about you - or me, or anyone else in particular. It’s about all of us - The “We” Economy. http://www.accenture.com/technologyvision
Patrick Couch - Intelligenta Maskiner & Smartare Tjänster IBM Sverige
Industriföretag, såväl tillverkare som användare av maskiner, fordon och utrustning, står inför ett paradigmskifte drivet av ökad global konkurrens, kunders förändrade efterfrågan samt det faktum att produkterna nu blir instrumenterade, ihopkopplade och mer intelligenta. Stora datamängder är inte ett buzzword för dessa företag, utan en reell verklighet som de behöver förhålla sig till för att säkra sin framtida verksamhet. I bästa fall omvandlar dessa företag denna teknologiska revolution (populärt kallad Internet of Things, Industrial Internet, M2M, Industri 4.0 etc.) till en motor för att utveckla verksamheten mot tillväxt och effektivare produktion. Detta skifte skapar framförallt stora möjligheter att förflytta sig mot leveranser av tjänster som kraftigt ökar mervärdet för kunderna, deras kunders kunder samt för producenten.
SMACology i.e. SMAC Technology is the new buzzword reforming the IT industries as well as the skills of technical aspirants. Learn how.
PDF courtesy: KPMG
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?
Similar to Platform Business Models: Implications for Value Creation (20)
Leading in a Digital World_MCS_Overview.pptxRobin Teigland
Presentation made for Ocean Data Factory Sweden webinar series on our next innovation cycle - "Filling Coastal Data Gaps - Let's Do it Ourselves!". Collaboration with Chalmers, SMHI, Mooringo, Ocean Tech Hub Lda on a marine citizen science low-code, low-cost sensor live case for 2nd year Industrial Economics MSc students Chalmers University of Technology Spring 2023.
Network Leadership for a Sustainable FutureRobin Teigland
Updated presentation of my research into networked leadership for a sustainable future - including our work with Peniche Ocean Watch (www.penicheoceanwatch.com)
Live Teaching Case: The Gothenburg Smart City ChallengeRobin Teigland
Describes a live case used in the third year of the Industrial Economics program at Chalmers University of Technology in Gothenburg, Sweden. The focus is on Smart Cities, open data, and digital innovation.
My slides (in English) from our presentation at Styrelseakademien on Oct 21, 2019 in Stockholm at PWC offices. As part or our project, 4boards.ai, https://4boardsai.wordpress.com/.
Keynote Chalmers Transportation in Age of DigitalizationRobin Teigland
keynote speech at Chalmers Conference in Sept 2019, https://www.chalmers.se/en/areas-of-advance/Transport/calendar/initiative-seminar-2019/Pages/default.aspx
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
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.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
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.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
[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
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.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
2. If the rate of change on the
outside (of an organization)
exceeds the rate of
change on the inside,
the end is near....
-Jack Welch
3. Digital is the main reason
just over half the Fortune 500 companies
have disappeared since the year 2000.
-Pierre Nanterme, CEO Accenture, 2016
Yet..Digital disruption
has only just begun.
4. All our knowledge is about the past, but all
our strategic decisions are about the future
What we don’t know
we don’t know
about the future What we
know
What we know
we don’t know
Conway 2003
7. “We always overestimate the change
that will occur in the next two years
and underestimate the change that will
occur in the next ten.”
- Bill Gates, The Road Ahead, 1996
9. H.I.S. Co. has two Henn na Hotels run
“entirely” by robots and plans to open 100 hotels.
Food
deliveriesCheck-in
Other Automated Tasks
Concierge
Porters
Cleaning
Lawnmowing
Room Service
Robot Trashcan
Robot fish
11. Decline in routine jobs, even after recovery
H. Siu (Univ of BC) & N. Jaimovich (Duke Univ), 2015
In 2000, the U.S. cash equities trading desk at Goldman
Sachs’s New York headquarters employed 600 traders,
buying and selling stock for large clients.
Today there are just 2 traders left.
12. People
• “Net generation”
• 24x7 “mobile” workforce
• Knowledge via MOOCs
• Sharing not owning
• Sustainability
• Gigs and not jobs
Technology
• Broadband/wifi
• Smart phones
• Cloud
• Internet of Things
• Data/ML/NN
• Autonomous vehicles
• Smart Robotics
• VR/AR/Holography
• 3D printing/ALM
• Blockchains
Open Source IP
• Software
• Hardware
• Physibles
Convergence of…..
Finance
• Microlending/microfinance
• Crowdfunding/equity/P2P
• Cryptocurrencies/tokens
• Blockchains
• Mobile money and payments
• M2M and R2R payments
15. https://bitcoin.org/bitcoin.pdf
“…an electronic payment system based on cryptographic proof
instead of trust, allowing any two willing parties to transact
directly with each other without the need for a trusted third party.”
17. Technology replacing Energy and Banking
Updated from http://www.visualcapitalist.com/chart-largest-companies-market-cap-15-years/
$905B $660B$730B $512B
2018
$280B
18. The New Multinationals
CGE Platform Database with Quid visualization, 2015
Over $3 trillion in firm market cap
Selected platform companies Emerging platform
clusters
2016 Parker & Van Alstyne, with Choudary – licensed under Creative
Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0).
20. FIRM FOUNDED EMPLOYEES MKT CAP
BMW 1916 125,000 $60B
UBER 2009 11,000 $48B
MARRIOTT 1927 227,000 $51B
AIRBNB 2008 5,000 $31B
WALT DISNEY 1923 195,000 $167B
FACEBOOK 2004 21,000 $512B
WALMART 1962 2,300,000 $298B
ALIBABA 1999 50,000 $469B
Adapted from Parker & Van Alstyne, with Choudary, 2016, updated January 2018
Something fundamental is changing
24. Pipeline BMs vs Platform BMs
• Seller of products and/or services
• SMACIT to make linear process
efficient
• Supply-side economies of scale
• Manager of firm with distinct
boundaries
• First mover advantage
• Ownership of resources
• Destination for solving customer
needs
• SMACIT to co-create value
• Demand-side economies of scale
(network effects)
• Leader of ecosystem with fuzzy
boundaries
• First to scale advantage
• Access to resources
PLATFORM
CONSUMERSPRODUCERS
Elements of value exchange
Adapted from Parker & Van Alstyne 2016
26. PLATFORM
CONSUMERSPRODUCERS
Ecosystem Leadership
Ensure central
position
within
ecosystem
Develop deep
understanding
of users on
both sides
Expand/cross
industry
boundaries
Leverage
resources in
ecosystem
Create
attractiveness
through
cultivating
trust
Leverage networks for ecosystem leadership
1. Encourage
interactions across
all “boundaries”
5. Scale through
operational
excellence
4. Create agility through
control over and access
to resources, not
ownership
3. Define value co-
creation opportunities
to provide holistic
solutions
2. Use AI to
analyze data
from multiple
sources
Teigland 2017
27. Expanding industry boundaries
“to build the future infrastructure of commerce”
“We want to help
small businesses grow
by solving their
problems.”
- Founder & CEO Jack Ma
29. Technologies enabling
interactions among strangers
AI/Big data – Predicting/prescribing transactions
Biometrics – Identification in transactions
Robots/automation – Conducting transactions
3D printing – Localizing transactions
Blockchain – Financing and securing transactions
VR/AR – Experiencing transactions
30. PLATFORM
CONSUMERSPRODUCERS
Ecosystem Leadership
Ensure central
position
within
ecosystem
Develop deep
understanding
of users on
both sides
Expand/cross
industry
boundaries
Leverage
resources in
ecosystem
Create
attractiveness
through
cultivating
trust
Leverage networks for ecosystem leadership
1. Encourage
interactions across
all “boundaries”
5. Scale through
operational
excellence
4. Create agility through
control over and access
to resources, not
ownership
3. Define value co-
creation opportunities
to provide holistic
solutions
2. Use AI to
analyze data
from multiple
sources
Teigland 2017
31.
32. Interpersonal trust – people
Institutional trust – platform
Enabling trust between strangers
1st Rev
2nd Rev
3rd Rev
Changing nature of trust
Institutional trust - brand
4th Rev
33. TRUST: The prerequisite to the ability to scale
• Third parties attached to platform
– Fraud
– Operational
– Health, safety
• Payment systems
– Functionality
– Fraud
• Privacy of data
– Cybersecurity
– Ethical usage of personal data
Trust in
Digital
Environments
35. CREATORS1. Platform actors
3. Business model
CREATION CURATION CONSUMPTION
2. Core interaction to
produce value unit
CONSUMERS
CREATORS
CONSUMERS
COMPANY CREATORS
CREATORS
COMPANY COMPANY
COMPANY
CONSUMERS
CONSUMERS
CONSUMERS
Adapted from Parker, Van Alstyne, & Choudary, 2016, Boudreau & Lakhani, 2009, 2013, Kohler 2016
INTEGRATOR PRODUCT TWO-SIDED
CORE INTERACTION VALUE UNIT
PLATFORM ACTORS
36.
37. CREATORS1. Platform actors
3. Business model
CREATION CURATION CONSUMPTION
2. Core interaction to
produce value unit
CONSUMERS
CREATORS
CONSUMERS
COMPANY CREATORS
CREATORS
COMPANY COMPANY
COMPANY
CONSUMERS
CONSUMERS
CONSUMERS
Adapted from Parker, Van Alstyne, & Choudary, 2016, Boudreau & Lakhani, 2009, 2013, Kohler 2016
INTEGRATOR PRODUCT TWO-SIDED
CORE INTERACTION VALUE UNIT
PLATFORM ACTORS
38. Community platform
Hierarchical firmVS
E.g., Microsoft
~ Created by employees within
organizational boundaries
E.g., eZ Systems
~ Created by community collaborators
regardless of affiliation
The Flipped Firm: New model of value creation?
39. * More and more, firms are becoming part of distributed knowledge creation. e.g.
IBM, Oracle, Intel (Bonaccorsi et al., 2006)
* Community and firm share experiences and knowledge to co-create value
* Community is seen as a complementary asset to be leveraged and combined with
firm’s internal assets to deliver competitive solutions (Dahlander & Wallin, 2006)
* However resources of community that firm wants to leverage are outside firm
boundaries and embedded in community with competing logic
* Firms try to influence the communities in different ways (Dahlander & Wallin, 2006;
Dahlander &Magnusson, 2008; Jarvenpaa & Lang, 2011; West & O’Mahony, 2008)
Involvement of Firms
in Open Source Communities
43. Opportunities and challenges with
firm-sponsored OSS communities
OSS communities as complementary asset
for firms with great potential for firms to
turn community outputs into new service
offerings
BUT, there is potential for goal conflict
between the firm and the community since
the firm is in control
Firm’s goal is to profit from the
investment
Community’s goal is to improve the
shared technology
45. But there’s tension...
Private Model
Distribution of returns
and delegation of value
creation solely to
Collective Model
Openness and free
distribution of intellectual
ideas for common or
public good
VS
von Hippel & von Krogh 2003
47. Community platform
Hierarchical firmVS
E.g., Ford
~ Created by employees within
organizational boundaries
E.g., Local Motors
~ Created by community collaborators
regardless of affiliation
The Flipped Firm: New model of value creation?
48. • 100xs lower capital cost
• 5xs faster production
“Local Motors is the place for people to create
influential vehicles together.”
https://launchforth.io/explore/
• 100xs lower capital cost
• 5xs faster productionhttps://launchforth.io/explore/
49. • 100xs lower capital cost
“Local Motors is the place for people to create
influential vehicles together.”
50. Olli - 3D printed autonomous vehicle
with IBM Watson
https://www.3dprintingbusiness.directory/news/local-motors-prepares-serial-production-ollie-3d-printed-smart-vehicles/
From 25-30,000 parts to 50 partsFrom 25-30,000 parts to 50 parts
51. Integrating offline and online communities
in local and mobile factories
Arizona
Maryland
Tennessee
Germany
59. Gigging and Entrepreneuring
in co-living/co-working spaces
As a member of TechFarm you will have access to all houses in the network. Imagine
being a remote worker and hang out in Hong Kong for 2 months, Bali for 4 monts,
Stockholm for 6 months, and have a sense of community and home in all places.
64. All jobs have been created within non-routine
Food service
Housekeeper
Programmers
Data scientist
Admin Assistant
Manufacturing
65. Jobs that did not exist in 2006
• App developer
• Social media manager
• Uber/Lyft driver
• Driverless car engineer
• Cloud computing specialist
• Big data analyst/data scientist
• Sustainability manager
• YouTube content creators
• Drone operators
• Millennial generational expert
https://www.weforum.org/agenda/2016/06/10-jobs-that-didn-t-exist-10-years-ago/
66. •Major retailers in USA closed down more than 5000
stores in 2017 and plan to close >1000 stores in 2018
•20-25% of USA malls to close within 5 years
http://clark.com/shopping-retail/major-retailers-closing-2017/US
https://www.cnbc.com/2017/12/04/retail-jobs-decline-as-amazons-robot-army-grows.html
Retail and supporting mall jobs hit hard in USA
68. The Blockchain is the glue that is going to drive a
productivity revolution across the globe on par with
what Henry Ford did with the automobile.
— Paul Brody, Americas Strategy Leader,
Technology Sector, Ernst & Young
69. Cognitive Manual
Routine
Non-routine
Predicted
Automation
Rate
64-69%
Predicted Automation Rate
<20%
Future Skills in Demand
• Creativity
• Complex problem solving
• Generating new patterns
• Coordinating others
• Negotiating
• Emotional intelligence
Predicted
Automation
Rate
81%
Predicted Automation Rate
26%
Future Skills in Demand
• Fine and gross motor skills
• Mobility
• Natural language processing
• Navigation
• Sensory perception
• Social and emotional capabilities
van der Zande et al., 2018
71. Primary Required Capabilities
Gross and fine motor skills
Sensory perception
Mobility to some extent
Sample Tasks
Assembling
Picking and sorting
Welding
Cooking
Predicted Substitution Rate: 81%*
Primary Required Capabilities
Fine and gross motor skills Mobility
Natural language processing Navigation
Sensory perception
Social and emotional capabilities
Sample Tasks
Plumbing and electrician
Assisting with surgery
Janitorial work
Dog walking
Predicted Substitution Rate: 26%*
Cognitive Manual
Routine
Non-routine
Primary Required Capabilities
Retrieving information
Recognizing known patterns
Optimizing and planning
Logical reasoning/problem solving
Natural language processing
Sample Tasks
Data processing, e.g., calculating, bookkeeping
Customer service, e.g., cashiers, tel operators, bank tellers
Predicted Substitution Rate: 64-69%*
Primary Required Capabilities
Creativity Complex problem solving
Generating novel patterns Coordinating others
Social and emotional capabilities
Sample Tasks
Legal writing
Negotiating
Teaching
Diagnosing diseases
Predicted Substitution Rate: <20%*
Capability mapping onto the 2x2 job matrix
van der Zande et al., 2018
76. All our knowledge is about the past, but all
our strategic decisions are about the future
What we don’t know
we don’t know
about the future What we
know
What we know
we don’t know
Conway 2003
77. What will determine success?
• Lifelong learning
• Experience (Mastery)
• Money
• Networks
92. Design your social networks
1. Build relationships across diverse networks
2. Ask “What if?” and challenge basic assumptions
3. Go from “Problem Solver” -> “Solution Finder”
4. Ensure access to resources, not ownership
Boundary
spanner
93. “We always overestimate the change that will
occur in the next two years and underestimate
the change that will occur in the next ten.”
- Bill Gates, The Road Ahead, 1996
Scenario
Thinking