ABSTRACT
[...]they give that goal an idealistic cast, committing to the fulfillment of broader social duties. First and foremost, the objective of any business must be to help its customers achieve their goals. [...]it is to help employees achieve their full potential. [...]there should be benefits to the communities that the firm serves.
ABSTRACT
The Organization lever The Task lever The People lever The Measurement lever Rewards lever Information Distribution lever Decision Allocation lever Workplace Design lever Activating these levers in a coherent, coordinated fashion at P&G changed the operating environment and the company’s innovators adapted their behavior to the new system. Recent IBV research reveals a much greater reliance on platform business models and partner networks going forward, with 70 percent of executives planning significant partnering activity inside their industry and 57 percent looking. Six building blocks of the Virtual Enterprise Concerted action across each of six areas is critical for converting the promise of digital acceleration into value and competitive differentiation: Open your organization with market-making platforms and ecosystems Practice strategic innovation at scale Implement intelligent workflows Integrate purpose, societal impact and sustainability Foster inclusive human-technology partnerships Establish open, security-rich hybrid cloud and networks as the technology foundation InterviewFelix Oberholzer-Gee: The formula for keeping your strategy simple and focused Brian Leavy Strategic effectiveness requires being very clear about which potential opportunities to pursue and which not to, and failure to make this choice in a disciplined fashion is an almost certain recipe for profitless growth.
ABSTRACT
According to strategist Erich Joachimsthaler, author of The Interaction Field: The Revolutionary New Way to Create Shared Value for Businesses, Customers and Society, the future being unleashed by this level of data-centricity will be one of “untold and unimaginable value creation and prosperity.” [...]what do you see as the main implications for strategic positioning and brand building in this new “world of webs” and collaborative interactions? [...]strategic positioning by seeking differentiation relative to competitors as a key success factor will be less important. A Lighthouse Project One of the techniques of the Transformation Sprint is to scale a transformation back to a critical, short term Lighthouse Project that can provide useful lessons about the skills needed to manage structural change.
ABSTRACT
[...]you identify a number of developments you believe will require more and more businesses to develop “massive experimentation capacity.” [...]in the context of innovation, companies will soon recognize that big data and business analytics need controlled experiments. [...]perhaps the most significant, development is the rise of artificial intelligence (AI)—or more specifically, machine learning and artificial neural networks. [...]organizations innovating in ecosystems seem to innovate more efficiently, with comparatively lower operational expense spending.