Ctrl-alt-del: Rebooting the Business Model for the Digital AgeCapgemini
Our research with the MIT Sloan Management Review reveals that only 16% of organizations are leveraging digital technologies to develop new business models. Most organizations follow traditional approaches to innovation that focus on new products and services, rather than on business models. However, research suggests that the returns from traditional approaches have been diminishing with time. As Serguei Netessine, Professor at INSEAD Singapore says, “Pharmaceutical companies spend as much as 30% of their revenues on R&D, trying to develop new products or technologies. But the return from this enormous expenditure has been very elusive and it is a common problem across industries.” Business model reinvention can be as good a route as technology, product or service innovations. This research highlight five different approaches that organizations can adopt to reinvent their business model with digital technologies.
The Internet of Things: Are Organizations Ready For A Multi-Trillion Dollar P...Capgemini
The Internet is expanding. And this is not just in terms of getting accessible to more people; it is expanding beyond humans. Machines are becoming connected. Machines are talking to humans, but increasingly, they are also talking to one another. And this interconnectedness of machines, or the Internet of Things (IoT), is a potential multi-trillion dollar market that organizations can now tap into.
However, do organizations realize the scale of the opportunity? Capgemini Consulting conducted an extensive survey of IoT products and services of over 100 leading companies across North America and Europe. We also spoke at length with several industry executives at companies developing IoT solutions to understand the challenges companies face. This article presents the results of the survey and highlights the key hurdles companies are facing.
Industry 4.0 is the name of the next industrial revolution which is fueled by the advancement of digital technologies. It
is dramatically changing how companies engage in business activities. As a result, the disruptive nature of Industry 4.0
demands a reassessment of the requirements for IT. On the one hand, there is the possibility that the responsibilities of Chief Information Officers (CIOs) could be taken over by other executives such as the Chief Digital Officer (CDO) or the Chief Technology Officer (CTO). On the other hand, this
recent development creates entirely new perspectives for positioning themselves and their IT departments
within the business.
The impact of digital technologies is reaching a magnitude at which IT is considered a substantial
business driver, potentially placing CIOs in the driver’s seat.
Developing and managing a multi-channel approach has been
a key issue in retail banking.
But what about Corporate & Investment Banks (CIBs)? Where do they stand in terms of multichannel for corporate clients?
Especially, what are the trends and opportunities in digital channels for them and what are the implications?
Ctrl-alt-del: Rebooting the Business Model for the Digital AgeCapgemini
Our research with the MIT Sloan Management Review reveals that only 16% of organizations are leveraging digital technologies to develop new business models. Most organizations follow traditional approaches to innovation that focus on new products and services, rather than on business models. However, research suggests that the returns from traditional approaches have been diminishing with time. As Serguei Netessine, Professor at INSEAD Singapore says, “Pharmaceutical companies spend as much as 30% of their revenues on R&D, trying to develop new products or technologies. But the return from this enormous expenditure has been very elusive and it is a common problem across industries.” Business model reinvention can be as good a route as technology, product or service innovations. This research highlight five different approaches that organizations can adopt to reinvent their business model with digital technologies.
The Internet of Things: Are Organizations Ready For A Multi-Trillion Dollar P...Capgemini
The Internet is expanding. And this is not just in terms of getting accessible to more people; it is expanding beyond humans. Machines are becoming connected. Machines are talking to humans, but increasingly, they are also talking to one another. And this interconnectedness of machines, or the Internet of Things (IoT), is a potential multi-trillion dollar market that organizations can now tap into.
However, do organizations realize the scale of the opportunity? Capgemini Consulting conducted an extensive survey of IoT products and services of over 100 leading companies across North America and Europe. We also spoke at length with several industry executives at companies developing IoT solutions to understand the challenges companies face. This article presents the results of the survey and highlights the key hurdles companies are facing.
Industry 4.0 is the name of the next industrial revolution which is fueled by the advancement of digital technologies. It
is dramatically changing how companies engage in business activities. As a result, the disruptive nature of Industry 4.0
demands a reassessment of the requirements for IT. On the one hand, there is the possibility that the responsibilities of Chief Information Officers (CIOs) could be taken over by other executives such as the Chief Digital Officer (CDO) or the Chief Technology Officer (CTO). On the other hand, this
recent development creates entirely new perspectives for positioning themselves and their IT departments
within the business.
The impact of digital technologies is reaching a magnitude at which IT is considered a substantial
business driver, potentially placing CIOs in the driver’s seat.
Developing and managing a multi-channel approach has been
a key issue in retail banking.
But what about Corporate & Investment Banks (CIBs)? Where do they stand in terms of multichannel for corporate clients?
Especially, what are the trends and opportunities in digital channels for them and what are the implications?
Volvo Cars Corporation: Shifting from a B2B to a “B2B+B2C” Business ModelCapgemini
Volvo is undertaking a deep transformation in its business model leveraging four digital technologies: mobility, social media, analytics and smart embedded devices. The intent is to develop a more direct relationship with the end-customer without disrupting the relationship dealers have with their customers.
Apps for the Connected World: Supercharge Customer Data with Code HalosCognizant
By making meaning from the data that swirls around every digital interaction, companies can gain unprecedented insight into what customer and prospects want and value, essentially what makes them "tick."
Internet of Things: From Strategy to Action: Driving IoT to Industrial ScaleCognizant
Full IoT value cannot be realized by connecting a few devices. Organizations need to get beyond instrumentation, and focus on the impact these technologies can have on their business strategies, which will require leadership, vision and partnership.
It is the age of the digital customer. And digital customer experience is something that most companies have on top of their agenda. It is not hard to see why. In a survey, 70% of respondents said that good service had a considerable influence on their loyalty and 69% would recommend the company to others. The reverse is also true. Poor customer experience drives customers away. Research shows that nearly 89% of customers walk away from a company after a single poor customer experience. And this can have a significant impact. Businesses are estimated to lose as much as 20% of revenue from poor customer experiences. And this is precisely the reason we chose to focus the sixth edition of our Digital Transformation Review on Customer Experience. How can organizations create compelling digital customer experiences that work? We posed this very question to a diverse panel from around the world. Our panel for this edition includes industry leaders, academics, startup founders, platform vendors and technology gurus. They come from all over the world, including the home of innovation in the digital age — Silicon Valley
In prior research, we showcased how digital leaders are using investments in digital technologies to transform key capabilities across customer experience and operations. However, in today’s volatile and disrupted world, capability leadership is not enough. As well as having the capabilities in place, organizations need to be nimble and flexible – dexterous – if they are to respond to ever-changing technology advances, emerging competitive disruptions, and changing customer needs. Enterprises that excel in both qualities – capability and dexterity – are digital organizations. This ‘digital elite’ reported that they outperformed their competitors on multiple key performance indicators including profitability, customer satisfaction, innovativeness and growth.
Report 3 the fourth industrial revolution - things to tighten the link betwe...Rick Bouter
This report was all about the fourth stage of the Industrial Revolution made possible by the far-reaching integration of Operational Technology (OT) and Information Technology (IT). The IT/OT convergence and the end-to-end ecosystems that are under development – from design and production to client interaction and advanced Maintenance, Repair & Overhaul (MRO) – enable a future in which appliances, devices, things and machines for professionals and private people will communicate with central systems, with one another, and with users for the purpose of providing the best possible facilities to makers, service providers, legislators and customers.
Source, Sogeti ViNT: http://vint.sogeti.com/internet-things-4-reports/
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.
Going Digital: General Electric and its Digital TransformationCapgemini
How can a company that is over a century old transform itself to thrive in a digital economy?
For GE, responding to change is part of its modus operandi. This is a company that has famously made change a core capability and a constant in its history. For over 120 years, GE has ploughed forward under a banner of “Building, powering, moving and curing the world. Not just imagining. Doing.” This constant focus on innovation and transformation has made the company the only one to still remain in the Dow Jones Industrial Index since the original index was established in 1896.
GE is betting big on software and analytics to bring about its transformation, with Jeff Immelt stating: “I took over an industrial company, now it will be known as an analytics company”. GE’s focus on data analytics was clear back in 2012 when it set aside up to $1.5 billion for small take-overs to boost its presence in analytics. GE currently monitors and analyzes 50 million data elements from 10 million sensors on $1 trillion of managed assets daily to move customers toward zero unplanned downtime.
GE’s digital transformation is not the result of being in the right place at the right time. Instead, it is the result of a structured approach that involved a strong top-down digital vision, capability development, achieving all-round buy-in and a constant focus on innovation.
While many digital natives, from FaceBook to Uber, continue to take much of the limelight, this 120-year-old giant of the corporate world shows that digital agility is not just confined to the new Millennial corporates.
2015-16 Global Chief Procurement Officer Survey - CPOCapgemini
Capgemini Consulting’s sixth Chief Procurement Officer (CPO) Survey examines Procurement Trends, Compliance Management, Advanced Analytics in Procurement, and the Total Supplier Experience. Since our last CPO Survey, much has changed. During the darkest economic hours, Procurement was called upon in many troubled organizations to stem costs in new and creative ways. For many Procurement executives, there was no longer the need to sell the value of its standard services (cutting costs). Instead, Procurement was being called upon as a partner to drive cost out across the organization, thus elevating Procurement executives into a highly visible role in the organization.
Commentary: Making Dollars & Sense of the Platform EconomyCognizant
As market dynamics change, organizations must figure out how and where to plug and play with emerging platforms that create economies of scale and new forms of value.
Rail Revenue World Congress brings together experts implementing the most innovative projects, new revenue strategies and business plans that are helping to grow revenue and increase customer engagement.
No matter where your interest lies, we have content, networking and new partners for you to meet.
By bringing four events together under one roof, you get to choose the sessions most relevant for you to help your business grow revenues and implement new technologies and strategies to bring real innovation to your organisation.
AI in Media & Entertainment: Starting the Journey to ValueCognizant
Up to now, the global media & entertainment industry (M&E) has been lagging most other sectors in its adoption of artificial intelligence (AI). But our research shows that M&E companies are set to close the gap over the coming three years, as they ramp up their investments in AI and reap rising returns. The first steps? Getting a firm grip on data – the foundation of any successful AI strategy – and balancing technology spend with investments in AI skills.
Volvo Cars Corporation: Shifting from a B2B to a “B2B+B2C” Business ModelCapgemini
Volvo is undertaking a deep transformation in its business model leveraging four digital technologies: mobility, social media, analytics and smart embedded devices. The intent is to develop a more direct relationship with the end-customer without disrupting the relationship dealers have with their customers.
Apps for the Connected World: Supercharge Customer Data with Code HalosCognizant
By making meaning from the data that swirls around every digital interaction, companies can gain unprecedented insight into what customer and prospects want and value, essentially what makes them "tick."
Internet of Things: From Strategy to Action: Driving IoT to Industrial ScaleCognizant
Full IoT value cannot be realized by connecting a few devices. Organizations need to get beyond instrumentation, and focus on the impact these technologies can have on their business strategies, which will require leadership, vision and partnership.
It is the age of the digital customer. And digital customer experience is something that most companies have on top of their agenda. It is not hard to see why. In a survey, 70% of respondents said that good service had a considerable influence on their loyalty and 69% would recommend the company to others. The reverse is also true. Poor customer experience drives customers away. Research shows that nearly 89% of customers walk away from a company after a single poor customer experience. And this can have a significant impact. Businesses are estimated to lose as much as 20% of revenue from poor customer experiences. And this is precisely the reason we chose to focus the sixth edition of our Digital Transformation Review on Customer Experience. How can organizations create compelling digital customer experiences that work? We posed this very question to a diverse panel from around the world. Our panel for this edition includes industry leaders, academics, startup founders, platform vendors and technology gurus. They come from all over the world, including the home of innovation in the digital age — Silicon Valley
In prior research, we showcased how digital leaders are using investments in digital technologies to transform key capabilities across customer experience and operations. However, in today’s volatile and disrupted world, capability leadership is not enough. As well as having the capabilities in place, organizations need to be nimble and flexible – dexterous – if they are to respond to ever-changing technology advances, emerging competitive disruptions, and changing customer needs. Enterprises that excel in both qualities – capability and dexterity – are digital organizations. This ‘digital elite’ reported that they outperformed their competitors on multiple key performance indicators including profitability, customer satisfaction, innovativeness and growth.
Report 3 the fourth industrial revolution - things to tighten the link betwe...Rick Bouter
This report was all about the fourth stage of the Industrial Revolution made possible by the far-reaching integration of Operational Technology (OT) and Information Technology (IT). The IT/OT convergence and the end-to-end ecosystems that are under development – from design and production to client interaction and advanced Maintenance, Repair & Overhaul (MRO) – enable a future in which appliances, devices, things and machines for professionals and private people will communicate with central systems, with one another, and with users for the purpose of providing the best possible facilities to makers, service providers, legislators and customers.
Source, Sogeti ViNT: http://vint.sogeti.com/internet-things-4-reports/
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.
Going Digital: General Electric and its Digital TransformationCapgemini
How can a company that is over a century old transform itself to thrive in a digital economy?
For GE, responding to change is part of its modus operandi. This is a company that has famously made change a core capability and a constant in its history. For over 120 years, GE has ploughed forward under a banner of “Building, powering, moving and curing the world. Not just imagining. Doing.” This constant focus on innovation and transformation has made the company the only one to still remain in the Dow Jones Industrial Index since the original index was established in 1896.
GE is betting big on software and analytics to bring about its transformation, with Jeff Immelt stating: “I took over an industrial company, now it will be known as an analytics company”. GE’s focus on data analytics was clear back in 2012 when it set aside up to $1.5 billion for small take-overs to boost its presence in analytics. GE currently monitors and analyzes 50 million data elements from 10 million sensors on $1 trillion of managed assets daily to move customers toward zero unplanned downtime.
GE’s digital transformation is not the result of being in the right place at the right time. Instead, it is the result of a structured approach that involved a strong top-down digital vision, capability development, achieving all-round buy-in and a constant focus on innovation.
While many digital natives, from FaceBook to Uber, continue to take much of the limelight, this 120-year-old giant of the corporate world shows that digital agility is not just confined to the new Millennial corporates.
2015-16 Global Chief Procurement Officer Survey - CPOCapgemini
Capgemini Consulting’s sixth Chief Procurement Officer (CPO) Survey examines Procurement Trends, Compliance Management, Advanced Analytics in Procurement, and the Total Supplier Experience. Since our last CPO Survey, much has changed. During the darkest economic hours, Procurement was called upon in many troubled organizations to stem costs in new and creative ways. For many Procurement executives, there was no longer the need to sell the value of its standard services (cutting costs). Instead, Procurement was being called upon as a partner to drive cost out across the organization, thus elevating Procurement executives into a highly visible role in the organization.
Commentary: Making Dollars & Sense of the Platform EconomyCognizant
As market dynamics change, organizations must figure out how and where to plug and play with emerging platforms that create economies of scale and new forms of value.
Rail Revenue World Congress brings together experts implementing the most innovative projects, new revenue strategies and business plans that are helping to grow revenue and increase customer engagement.
No matter where your interest lies, we have content, networking and new partners for you to meet.
By bringing four events together under one roof, you get to choose the sessions most relevant for you to help your business grow revenues and implement new technologies and strategies to bring real innovation to your organisation.
AI in Media & Entertainment: Starting the Journey to ValueCognizant
Up to now, the global media & entertainment industry (M&E) has been lagging most other sectors in its adoption of artificial intelligence (AI). But our research shows that M&E companies are set to close the gap over the coming three years, as they ramp up their investments in AI and reap rising returns. The first steps? Getting a firm grip on data – the foundation of any successful AI strategy – and balancing technology spend with investments in AI skills.
Running head TESLA MOTORS 1TESLA MOTORS3Tesla Motors.docxtoltonkendal
Running head: TESLA MOTORS 1
TESLA MOTORS 3
Tesla Motors
1. Current Situation
Tesla Motors is a company that was founded in 2003 and is headquartered at Palo Alo in California. The company came up with an idea of creating an electric car with an attempt to outdo the performance of gasoline vehicles (Mangram, 2012). The owners of the company, Marc Tarpenning and Martin Eberhand, were inspired to come up with their company by a genius electric engineer, Nikola Tesla, came up with the current alternating current. Nicola Tesla also came up with a sports car that was run in an AC induction motor. Elon Musk, the major investor of Tesla Motors was a risk taker, interested in coming up with a vehicle that was a hundred percent electric, without having to compromise in any aspects of the car.
The first electric sedan launched by Tesla Motors referred to as the Model S was released in 2012. This car attained a safety rating of 5-stars because it was the car of the year in 2013. In a bid to increase performance, Tesla released another version of Model S, which has a dual motor. Additionally, the company also released Model X, which has better aspects than the two versions of Model S. Over time, the company has expanded its operation, and currently manufactures the electric cars in California, and Fremont, with expansion efforts in Lathrop and California.
As of the year 2016, the company has had a net revenue amounting $1,147,048. This amount was an increase in the company’s revenues from the previous year, which was at $939,880. The continuous increase in the company’s revenue has come about because of the reduction in costs by an average of $100,000. Tesla’s shares range at $220 per share, which is an increase from the previous levels whereby the shares had decreased to around $147. The improvement in the company’s revenue and shares is a result of the efforts in product development strategies. From the start of the company, the company has put over $900 million in the research and development activities aimed at improving the performance of its cars.
Strategy
The strategic alignment of Tesla Motors includes manufacturing a high-end vehicle, whose target consumers includes the wealthy individuals in the society. Moreover, the company has concentrated on providing its consumers with a highly priced vehicle, which has made it possible for the enlargement of its customer base. Due to this aspect, the company has managed to expand its operations, taking into consideration the development of a cheaper car that could be sold to the people of the lower social classes.
The company is building a network of up to 120kw fast supercharger equipment. It can replenish 170 miles of range in the battery pack in 30 mins.
2. Challenges and Major Problems
Tesla Motors has been faced by several issues over the years. One of the challenges that the company has experienced has been issues in the battery charging and pack fires. In 2013, three fire accidents were ...
Case Study 2 Tesla Motors Business Model Configuration, Case Re.docxmoggdede
Case Study 2: Tesla Motors Business Model Configuration, Case Reference 314-132-1, Institute of Management, University of St Gallen (2014).
How has Tesla departed from existing auto industry practices? What made Tesla to be listed ninth among the “most innovative companies” in a recent global innovation study?
Innovation in the business model provide competitive advantage compared to process innovation [1]. Strategically invest in management practices in-line with business model innovation to have business agility. Tesla implemented business process innovation to disrupt the automobile industry. The main value drivers for Tesla was the novelty of a product in automobile industry. The vision of “Zero Emission Electric Vehicle” by including the luxury touch was the key success of Tesla. This vision was beyond the traditional trend of automobile manufacturing companies. The study provides support to the argument that company who provides integrated products were higher performers compared to the company who provide product varieties [1]. Also, the main value drivers for a business innovation are novelty of the business, lock-in to control the customers and complementariness of having supporting business. In case of Tesla, they manufacture battery, and implemented the charging station throughout the major highways and selling the cars directly by the Tesla without dealers support the whole business ecosystem.
Tesla’s business model very different from the conventional automobile manufacturing companies. The following are the core competencies, made Tesla to be the ninth innovative company during the year 2013 in the world:
Battery technology – Tesla manufacture electronic powertrains including battery using state of the art technology to have a long range for mileage and fast changing techniques.
Software technology – Tesla is the first auto manufacturing company who control the complete function of a car using software with control mechanism, changing dashboard and software push technology.
Charging infrastructure – Tesla deployed charging centers along major traffic area throughout US and Europe. This helped the customer to drive Tesla with free of tension for a long travel.
Energy Management and Storage: Developed by partnering with SolarCity small electric storage device using solar energy to supply power during the peak hours. Along with software Teals implemented energy saving and management software to control the energy usage from the grid.
Human resource management – Tesla was very selective in his resource recruitment process. Tesla recruit very talented and innovation oriented engineers and other staff members with good compensation and provide highest importance to human capital for the company. Compared to other automobile companies Tesla hold 80% less staff.
The highly dynamic pace creates a business environment in which sustained competitive advantage is difficult, if not impossible, to achieve. How do you expect the industry t.
This analysis was done for this specific company interest during my work and there was no other purposes to violate any copyright protections.
In order to get this presentation please send me an email at nishat.env@gmail.com
Six sigma yellow beltTyzenia Renee Williams, Tonya wright, Ter.docxwhitneyleman54422
Six sigma yellow belt
Tyzenia Renee Williams, Tonya wright, Terrence willburn, Melissa Hoolulu, John banzali, ben
Ops 571
Professor soltys
March 19, 2018
1
Customers and Their Priorities
CUSTOMERS
Businesspeople
Travelers
Younger generation
PRIORITIES
Affordability
Incentives
Consideration
Many people choose Tesla for various reasons. Business people require the most luxury form of transportation and want to be seen getting out of a beautiful car as they pull up to work or family excursions. Each buyer has a different reason for purchasing the Tesla and each reason has a corresponding priority. Business people may prefer the convenience option that accompanies the car. Tesla’s are full of provisions for satisfying customer needs, like its electrical feature and environmental safeties. The Tesla are made to order by their customers with the options that they choose, certain items differ, but the convenience of service is available. Offering Wi-Fi is a reasonable perk for keeping customers connected with technology. All customers have similar opportunities and customers have several options. Tesla is certainly a competitor that strives to provide the appropriate, and necessary, amenities for their loyal customers. Customers prefer options, ease of travel, and particular amenities to get the most out of this beautiful car. In addition, employee and customer incentive programs are often a consideration for loyal customers. Incentives allow the customer affordability and economical provisions along with particular in Tesla perks. Other considerations, like safety and the green initiative exhibit the pensiveness of the company encourages customers to order their vehicles months ahead of time when they trade it in trade it back to the Tesla company.
2
Business objectives
To sell as many high quality units as possible
Maintain high customer satisfaction
Maintain a credible reputation
Six Sigma is a business improvement program that was designed originally for manufacturing companies However, its efficiency in furthering business objectives has made its way to a wide variety of project management, sales and marketing, and other organizations in need of an increase in quality and efficiency by identifying defects in the system and correcting it (Madhani, 2017). High end car brands such as Tesla have used Six Sigma to ensure quality in its products. Like any business, the objective is to sell as many high quality units as possible while maintaining high customer satisfaction, hence, a very credible reputation in the automotive industry.
Tesla manufacturers use this program to produce high quality cars that meet the high expectations of its clients. Ensuring that what they purchase with the very expensive car is worth every cent, Six Sigma professionals check every detail in the process of creating a masterpiece of a car.
3
Customer needs
Timely production
Detail precision with specifications
Inventory management
From the time a.
Erdinç Saçan schreef voor het Fontys collega een boek over Inclusieve Artificial Intelligence. Vragen waar in het boek over wordt nagedacht zijn onderandere: “Kunnen we algoritmen inzetten voor het algemene belang, om zo discriminatie en ongelijkheid te bestrijden?” & “Algoritmes nemen steeds meer beslissingen voor ons. Hoe zorgen we ervoor dat dit op een inclusieve manier gebeurt?”
Themabrochure robotisering gerformeerde bond - prof.dr. m.j. de vriesRick Bouter
In de nieuwste themabrochure van de Gereformeerde Bond, getiteld Robotisering, gaat prof. dr. M.J. de Vries in op de voordelen maar ook de gevaren van het inzetten van robots. Voor welke morele keuzes komen we te staan? Moeten robots bijvoorbeeld ook in de zorg worden gebruikt, om zo de werkdruk van het zorgpersoneel te verlichten? In de Bijbel komen robots uiteraard niet voor, maar kunnen we in Gods Woord handvatten vinden om met deze technologie goed om te gaan?
Internet of things and the metamorphosis of objects - rick bouter , gérald ...Rick Bouter
Where in prior times technique was referring to: “a method of accomplishing a desired aim”,
today we speak more of technology. Technology has long been presented as a set of
techniques; today it has become more than a method to accomplish a desired aim. From now
on, we live in ‘the age of makers’. In times when there are more people with mobile phone
access than toothbrushes, everyone has the ability to start up a million euro business from
behind the kitchen table.
Technology does not only affect business any longer; it also affects culture, politics, society
and every element we value in life. Maybe most important of all, it affects the human race as
we know it today. For the reason technology will impact the way we have lived for ages, it is
legitimate to ask whether there is an intersection where humans and objects will find a
mutually beneficial coexistence, or whether one of these entities will rule over the other, or
whether there will be an alliance between the human race and some sort of technology that
represents a global connected world brain.
Will technology be, like in prior times, a collection of methods to accomplishing a desired
aim, or will the human race be enslaved by technology and ruled by the artificial intelligence
embedded in it?
Trend 1: CITIZEN AI
Raising AI to Benefit Business and Society
Trend 2 EXTENDED REALITY
The End of Distance
Trend 3 DATA VERACITY
The Importance of Trust
Trend 4 FRICTIONLESS BUSINESS
Built to Partner at Scale
Trend 5 INTERNET OF THINKING
Creating Intelligent Distributed Systems
Ai - Artificial Intelligence predictions-2018-report - PWCRick Bouter
Here’s some actionable advice on artificial intelligence (AI), that you can
use today: If someone says they know exactly what AI will look like and
do in 10 years, smile politely, then change the subject or walk away.
Internet of things rapport sogeti - vi nt - rick bouterRick Bouter
Internet of Things for business: from sick(care) to health(care) final thesis Rick Bouter Sogeti VInT (Vision inspiration new technology) verkenning instituut nieuwe technologie
Telegram open network ton will be a third generationRick Bouter
Telegram Open Network (TON) will be a “third generation” blockchain with more efficient transaction and scaling capabilities than current solutions like Bitcoin and Ethereum.
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
FIDO Alliance Osaka Seminar: Passkeys and the Road Ahead.pdf
Tesla motors a silicon valley version of the automotive business model - capgemini consulting - digital transformation
1. Tesla Motors:
A Silicon Valley Version of the
Automotive Business Model
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What does it take to drive a revolution and revolutionize how we drive? It requires a company that is willing to radically re- think a century-old automobile industry. A company that does not hold any aspects of the traditional industry value chain as sacred. This is about transforming everything: customer relations, the mechanics of the car, and the accepted business model. And consider that all this is being done by a decade-old company in a segment that is notoriously difficult to penetrate – the luxury sedan market. That company is Tesla Motors, founded by Elon Musk, 43, a co-founder of payments company PayPal.
Source: Forbes, “Tesla Sales Blow Past Competitors, But With Success Comes Scrutiny”, January 2014; Tesla Motors, “Tesla Motors Investor Presentation”, 2013
Tesla Motors – Revolutionizing
the Driving Experience
Tesla is an American auto maker that makes luxury electric vehicles that retail anywhere between $70,000 and $100,000. The company has, to date, launched two models and announced multiple more. It has seen significant appetite for its second model, Model S. In overseas markets, such as Norway, there were months where the model was among the top-sellers1. The company has also seen strong demand in its home market (see Figure 1).
Figure 1: Luxury Sedan Car Sales in the U.S. in 2013
Tesla has adopted digital technologies like a true digital native.
18,00013,30310,93210,7276,3005,421Tesla Model S Sedan Lexus LSAudi A8Mercedes S-ClassBMW 7-SeriesPorsche Panamera
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Tesla is determined to do things differently. In 2014, it announced the set-up – by 2020 – of a Gigafactory battery-manufacturing plant that should reduce the company’s battery costs by 30%2. In June 2014, Tesla also announced the opening up of all of its patents related to electric vehicles, so as to speed up their development across the industry3. Investors have consistently placed their faith in Tesla, as its share performance shows. Between January 2012 and October 2014, Tesla’s share price increased from ~$27 to ~$250
(see Figure 2).
Source: Yahoo Finance
Figure 2: Tesla’s Share Price in USD: January 2012 – October 2014
Tesla has opened up its entire patent portfolio to speed development of electric vehicle technologies.
Tesla’s Gigafactory is expected to reduce the company’s battery costs by 30%.
050100150200250300350 January-12March-12May-12July-12September-12November-12January-13March-13May-13July-13September-13November-13January-14March-14May-14July-14September-14
Tesla’s competitors have reportedly set up dedicated task forces to understand this innovative new competitor. What is it about Tesla that excites such attention? The answer is the way Tesla has used digital technologies to transform the traditional road taken by an automobile manufacturer. Tesla has adopted digital technologies like a true digital native.
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Tesla’s accelerated performance can be boiled down to three broad technology- driven choices that the company made. These include cutting out the middleman dealership, extensive use of technology both in the car and in its production, and changing the rules of production and innovation in the automotive industry.
Figure 3: Tesla’s High-Tech Showroom
Source: TeslaCentral.com
No More Middleman: Creating a Direct Digital Connection with Customers
Tesla has turned the traditional car dealer network on its head with a direct-to- consumer model. The company refrains from using middlemen and all its sales orders are taken online.
For customers wanting to view the car prior to purchase, Tesla has exclusive company-owned stores that are focused on engagement and interaction (see Figure 3). While actual selling at these stores is restricted, interactive touchscreens showcase the vehicles’ innovative technology. Information kiosks address the most pressing questions that customers tend to have about owning and using an electric vehicle.
Tesla has made user forums a key part of the online experience. It encourages its user community to interact with the company – and each other – in total transparency on the Tesla website. This approach creates a rich content base and demonstrates to prospective buyers the passion of Tesla owners for their vehicles4. Taking constant feedback from customers is something that CEO Elon Musk takes seriously, stating: “I think it’s very important to have a feedback loop, where you’re constantly thinking about what you’ve done and how you could be doing it better5.”
Tesla has turned the traditional car dealer network on its head with its direct-to- consumer model.
Tesla stores serve the sole purpose of increasing visibility of its cars.
A Disruptive Business Model to Break into a Traditional Industry
5. 5
Tesla also ensures that each vehicle in its Model S series is bespoke and tailored to individual customer tastes. You can use a Tesla configurator to choose your preferred paint scheme, interior, wheels and roof type. Customers can save their car designs at the kiosks and access them seamlessly across multiple devices such as PCs and tablets.
Figure 4: Tesla’s Proposed ‘Supercharger’ Network by end 2015
Source: Company website
Tesla ensures that each car of its Model S series is bespoke and tailored to individual customer tastes.
Tesla is aiming to cover 98% of the US population with its charging network by end of 2015.
Tesla also tackled head-on the twin challenges that hold back adoption of electric vehicles – lack of adequate charging infrastructure and anxiety about the driving range that can be achieved6. A recent survey in the UK cited lack of charging points and range anxiety as the top two reasons for not buying an electric vehicle7. One way that Tesla is allaying customer anxiety is by building a network of charging stations across its key markets. In the US, for instance, the company is aiming to cover 98% of the population with its charging network by end of 2015 (see Figure 4). The company is also currently offering free charging to its customers. In many charging stations, Tesla uses solar panels to offset energy use. These ‘Superchargers’ are capable of replenishing half charge of a Tesla Model S in as little as 20 minutes8.
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Tesla also offered all of its Model S customers free data connectivity as well as Internet radio for four years9. All of these aspects have helped reinforce its customer centricity. The results are telling. In 2013, the Tesla Model S received an owner-satisfaction score of 99 out of 100 in an annual owner-satisfaction survey by Consumer Reports10.
The Four-Wheeled App: Digitizing the Heart of a Car
While the digital customer experience is a top priority for Tesla, the superlative driving experience is also the result of a sustained investment in digital technologies. Tesla is using digital technology to redefine how its cars are designed, built, and driven.
Using Technology to Drive Advances in Car Design
“Think of the Model S as an app on four wheels,” says the Tesla website. Given the amount of computing power that is inside the car, it could be described as a Formula 1 app. The impressive technology within the car, which is built on Tesla’s own operating system, is controlled by a touch-screen user interface (see Figure 5).
In 2013, the Tesla Model S received an owner- satisfaction score of 99 out of 100 in Consumer Reports’ annual owner- satisfaction survey.
Think of the Model S as an app on four wheels.
Making Battery Replacement Easier
than Refueling
Tesla announced in 2013 an upgrade to its supercharger station – the Tesla Station. These stations would be capable of both supercharging the battery in under an hour or swapping the battery and replacing it using a robotic arm. Such a battery swap takes less than 90 seconds, which is less than the time required to fuel a regular car. While the pricing is still to be established, Tesla has said that it will cost roughly equivalent to 15 gallons of gas ($60-~$80). Customers will be given the option of either going in for a free (but slow) charging facility that takes one hour, or they can opt to swap their batteries for a cost. Tesla has said that the first swapping station will be up and running by December 2014.
Source: Extreme Tech, “Tesla demos 90-second battery swap tech, coming to Supercharger stations in 2013”, June 2013; SlashGear, “Tesla’s first battery-swap station opening by year- end”, October 2014
Figure 5: Tesla Model S’s Digital Interior
Source: Cleantechnica, “Tesla Adds First Driver Assist Features To Model S”, October 2014
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The interface not only controls all the basic functionalities of the car, but also allows you, at your convenience, to add future functionalities through software updates. In the past, Tesla has made features such as hill start assist, traffic-based navigation and remote start available through remote software updates. Effectively, this changes the time-cycle for feature enhancement from days (involving trips to the service station) to minutes (done anywhere).
‘Appifying’ the Car’s Controls
While Tesla has used digital technologies significantly in the design of the car and its actual production, the company has also made sure that the technology extends to the customer. The Model S includes a mobile app that you can use to monitor and control the car’s charging process and remotely adjust the temperature using climate control. You can also check the status of charging, start the car, track the car’s location in real time, and identify where it is parked by remotely activating its lights/horn.
Using Analytics to Enrich After- Sales Service and Drive Customer Satisfaction
Tesla’s cars are connected wirelessly to a remotely managed central corporate office. Each car generates huge amounts of data. This is then analyzed, with any required enhancements made remotely to upgrade the car’s systems. Upgrades, which are rolled out every quarter, tend to be about the car’s safety parameters or adding new features or hardware changes11. For instance, in 2013, when three Tesla Model S cars suffered burn- outs, the company released an update to change its vehicle’s suspension settings. This gave the car more clearance at high speeds, thus averting similar problems in all future models.
Unlike typical automotive industry robots, Tesla robots perform 4 tasks on the Model S car.
The company makes most of the components used in its Model S vehicle, in contrast to the standard industry protocol of sourcing components from third party suppliers.
Using Advanced Robotics to Drive Manufacturing Process Efficiencies
Tesla has installed 160 robots at its assembly line12. While typical robots in the automotive industry perform a single function, Tesla robots perform 4 tasks on the Model S car13. For instance, a robot at the Tesla factory can be involved in welding, riveting, bonding and installing a component, while other robots typically do only one job. This level of automation resulted in the company achieving a gross profit margin at 25% in Q4 2013, compared to Ford’s 15.5% and General Motors’ 12%14.
The use of robotic systems also extends to recharging the car’s battery at Tesla’s Supercharging stations. The company’s latest system removes the old battery and replaces it with a new one in 90 seconds, as opposed to the earlier charging time of one hour15.
In-house Development
Another key differentiator for Tesla is the scale of vertical integration that it undertakes. The company makes most of the components used in its Model S vehicle, in contrast to the industry standard, where components are sourced from third-party suppliers. This approach delivers both quality and cost advantages. It also allows Tesla to innovate quickly in creating and executing new designs and their associated components, such as batteries, electric motors, and control systems.
Tesla realized that it needed to have its own IT solutions to drive production volumes and build its online model. Tesla therefore built its own internal ERP system and e-commerce platform16. Tesla’s CIO and his team built the system in 4 months. As the CIO says “I’m super confident that it’s going to be able to scale very well. It’s now one of the best systems we have17.”
High-Velocity Innovation: Changing the Rules of Automotive Innovation
Tesla does not see itself as just another car manufacturer – it is a change agent in the automotive industry. This philosophy can be seen in a range of actions. The company open sourced all of its patents related to electric vehicles. The idea is that other auto companies will share theirs as well and, collectively, the industry can progress more rapidly towards the development of electric vehicles. Elon Musk says: “What we are
8. 8
doing is a modest thing. You want to be innovating so fast that you invalidate your prior patents, in terms of what really matters. It’s the velocity of innovation that matters18”
Similarly, the state of battery technologies is one of the biggest challenges facing rapid development of electric vehicles. Tesla has already announced plans to set up a “Gigafactory” to be used to manufacture Lithium-Ion batteries used in electric vehicles. The scale of production is projected to be so high that, by 2020, it is expected to produce as much battery capacity as the entire world produced in 201319. Japanese technology major Panasonic has already joined forces with Tesla in constructing this factory. Tesla
In its proposed new swapping station, Tesla uses robotic arms to swap the exhausted battery with a new one in under 90 seconds.
A Factory for the Future
Tesla’s innovative battery and charging technology has given it a competitive advantage and meant its batteries are cheaper to produce and recharging its vehicles is quicker. A Tesla car charged at one of its supercharger locations for 30 minutes can travel as far as 170 miles, far exceeding the distance that can be achieved from a 30 minute charge at other charging stations.
To drive even more efficiencies in car batteries, Tesla plans to build a “Gigafactory” in partnership with Panasonic to produce lithium-ion battery cells. The company also hopes to run its factory entirely on renewable energy by building solar and wind facilities. The Gigafactory aims to employ about 6,500 people and produce about 50 GWh of battery packs per year by 2020.
Source: Mashable, “Tesla Announces Game-Changing ‘Gigafactory’”, February 2014
already supplies electric vehicle batteries to other automobile manufacturers, such as Daimler AG and Toyota. Through both open sourcing of its patents, as well as setting up a gigafactory, Tesla is pitching for the vanguard role in the digital automotive industry – one that is free of fossil fuels and heavy on technology usage.
30A PUBLICCHARGING STATION7KW170141030-MINUTE CHARGE Miles of EPA rated range (85 KWH) 40A HIGH VOLTAGEOUTLET10KWTESLA SUPERCHARGER12 0KW
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Elon Musk was named Industry Week’s Technology Leader of the Year, Fortune’s top people in business in 2013 and was ranked #1 on Vanity Fair’s “The New Establishment” 2014 list.
We will also serve as an example to the auto industry, proving that the technology really works and customers want to buy electric vehicles.
– Elon Musk,
CEO Tesla Motors
The Future is Already Here – Model D
In 2014 Tesla unveiled its Model D, a variant to its Tesla S sedan. The car will travel from 0 to 60 mph in 3.2 seconds while reaching speeds of 155 mph (250kmh). The features put the car in the league of one of the fastest sedan vehicles on the market.
The Model D is packed with technology, including advanced safety features. Its sensors are able to detect the presence of small children or dogs and it will avoid collisions. Additionally, the car has the ability to “read” speed limit signs and adapt accordingly. The Model D also offers an autopark feature that parks the car once the owner steps out of the vehicle. Owners, when on private property, will even be able to summon the car to pick them up autonomously.
Source: Wired, “The Model D Is Tesla’s Most Powerful Car Ever, Plus Autopilot”, October 2014
Staying Ahead of the Digital Curve
Tesla’s success is a function of its digital- savvy leadership, its technology-centric vision, its commitment to partnerships, and a sustained investment in recruiting digital talent.
technology-centric focus has also rubbed off on other automotive majors. Leading companies such as GM and Ford are said to have hiring software developers by the hundreds21.
A Laser-sharp Focus
One of the biggest reasons for Tesla’s success can be traced back to its technology industry roots – focus on doing one thing at a time and do it perfectly. Tesla kept down the overall portfolio of its cars and its focus on the premium market both with its Model S and the upcoming Model D. The focus is on selling one car at a time. Elon Musk shared Tesla’s ‘Master Plan’ a few years back when he outlined four key steps, and Tesla is sticking to that very closely22:
ƒƒ
Build sports car.
ƒƒ
Use that money to build an affordable car.
ƒƒ
Use that money to build an even more affordable car.
ƒƒ
While doing above, also provide zero emission electric power generation options.
Building a Digital Talent Pool
Tesla has created a digital security unit to address the security concerns that result from a car that is connected to the Internet. The unit is even recruiting a dedicated team of hackers who help identify potential bugs within the system.
In line with Elon Musk’s desire for the company to develop its own “autopilot” technology, Tesla is also hiring engineers for its autonomous driving unit to develop a self-driving car. For the initiative, the
Technology Savvy Leadership
Tesla CEO Elon Musk has a proven history of successful leadership. He co- founded the payments company Paypal, eventually selling it to EBay. He has also started another company, SpaceX, a space transport services company with the goal of reducing space transportation costs and enabling the colonization of Mars. He has often been compared to late Apple founder Steve Jobs in terms of his vision and leadership and was named Industry Week’s Technology Leader of the Year.
A Technology-Centric Vision
Elon Musk has a clear vision for the company: “Our goal when we created Tesla a decade ago was the same as it is today: to drive the world’s transition to electric mobility by bringing a full range of increasingly affordable electric cars to market”. A distinctive philosophy and commitment to technology form a powerful rallying call for the company and its people: “The overarching goal of Tesla is to help reduce carbon emissions and that means low cost and high volume. We will also serve as an example to the auto industry, proving that the technology really works and customers want to buy electric vehicles20.” This
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company has hired executives with expertise in robotics for leadership positions.23
Forging Partnerships to Drive a Connected Car Experience
Partnerships play a key role in Tesla’s game plan. These include partnerships with telecom operators, content providers and ecommerce platforms among others. For instance, Tesla has partnered with AT&T in the U.S. and Telefonica and TeliaSonera in Europe to provide Machine-to-Machine connectivity for its Model S vehicle. The partnership is aimed at enabling connectivity for Tesla’s infotainment telematics, the car’s two-way vehicle communications and remote vehicle diagnostics24. Similarly, the company has partnered with large online platforms to sell its cars as well. For instance, in China, Tesla has partnered with Alibaba to enable its customers to book cars online25.
Tesla has begun paving the way for international expansion of its electric vehicles. Europe already accounts for 18% of current sales and the company is looking to expand across 15 countries including China, Australia, and Hong Kong26. Elon Musk wants to deliver 250,000 to 500,000 vehicles-per-year globally by the end of the decade, stating: “We have a lot of work to do. We’ll do our best to make it happen27.”
In a recent report, Morgan Stanley has said: “Tesla has a reasonable chance of rocking the trillion-dollar car industry by flooding the market with fun-to-drive Electronic Vehicles28.” The Tesla story is one of singular ambition and bold vision, fuelled by technology. The company has blazed a trail through a traditional industry, using digital to ensure it stays a lap ahead of the competition.
Tesla has a reasonable chance of rocking the trillion-dollar car industry by flooding the market with fun-to- drive EVs.
– Morgan Stanley
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1
Wall Street Journal, “Tesla Breaks Norway’s All-Time Sales Record”, April 2014
2
Fortune, “For Tesla’s Gigafactory, a dash of brinkmanship”, May 2014
3
Company website
4
Science of Revenue, “Tesla Model S: The Disruptive Marketing of an Electric Car”
5
Mashable, “Elon Musk: Secrets of a Highly Effective Entrepreneur”, April 2012
6
Range anxiety is the fear that a vehicle has insufficient range to reach its destination and would thus strand the vehicle’s occupants
7
Charged, “New survey: UK drivers have little interest in EVs”, June 2014
8
Company website
9
Company website
10
Business Insider, “Tesla’s Model S Receives ‘The Highest Owner-Satisfaction Score Consumer Reports Has Seen In Years’”, November 2013
11
Value Walk, “Tesla vs. Jaguar: It’s About Analytics”, August 2014
12
Wired, “Peek Inside Tesla’s Robotic Factory”, July 2013
13
The New York Times, “Skilled Work, Without the Worker”, August 2012
14
The Motely Fool, “Tesla Motors Inc.’s Automotive Gross Profit Margin May Exceed 25%”, February 2014
15
Mail Online, “Tesla Motors introduces robot mechanics to replace batteries in electric cars”, June 2013
16
Tech Crunch, “Being A CIO At Tesla Motors, A Startup That Builds Cars And Its Own IT”, October 2013
17
The Wall Street Journal, “How Elon Musk Approaches IT at Tesla”, November 2013
18
Bloomberg Businessweek, “Why Elon Musk Just Opened Tesla’s Patents to His Biggest Rivals”, June 2014
19
VentureBeat, “How Tesla’s battery ‘Gigafactory’ could change everything — not just electric cars”, August 2014
20
Auto Blog Green, “Exclusive Q & A with Elon Musk on the Tesla Roadster and the future of EVs”, July 2006
21
Businessweek, “Why Everybody Loves Tesla”, July 2013
22
Company Blog, “The Secret Tesla Motors Master Plan (just between you and me)”, August 2006
23
uAutoInsurance, “Tesla Starts Ramping Up Autopilot Driving Unit”, September 2013
24
Telefonica, “Telefónica to provide connectivity for Tesla’s European electric cars”, April 2014
25
Bloomberg, “Tesla Starts Selling Model S on Alibaba’s Tmall.com”, October 2014
26
The Motley Fool, “Tesla Motors, Inc.’s International Expansion to Hit 15 Countries”, July 2014
27
Tesla Motors, “READY OR NOT, TESLA IS EXPANDING ACROSS THE GLOBE”, January 2014
28
The Globe and Mail, “Tesla has great potential - but faces great challenges ahead”, August 2014
References