Alibaba strategist Ming Zeng: “Smart business” in the era of business ecosystems

2019 ◽  
Vol 47 (2) ◽  
pp. 11-18
Author(s):  
Brian Leavy
Keyword(s):  
Value Chain ◽  
Creative People ◽  
Business Decision ◽  
Business World ◽  
Content Type ◽  
Business Ecosystems ◽  
New Business ◽  
Productive Factor ◽  
Entire Network ◽  
Practical Implications

Purpose Alibaba strategist Ming Zeng explains how the company operates its “smart business” in the era of business ecosystems Design/methodology/approach Alibaba today presents a vivid picture of the new business world emerging, one that operates using the data generated by the network of participants, as processed by machine learning, to automatically respond to customer behavior and preferences in real time. Findings At Alibaba link after link in the value chain is being modularized and reconfigured into technologically optimized networks and much of business decision-making is powered by algorithms. Practical implications Creativity becomes the crucial productive factor and thus the purpose of an organization is to enable, rather than manage creative people. Originality/value <abstract_text>In the emerging world of “smart business,” entrepreneurs and strategists must learn to assess the entire network as a whole when deciding how to position their business and create value. Then the strategy making process is one of generating, coordinating and modulating experimentation

How Phillips saw the light

2020 ◽  
Vol 36 (8) ◽  
pp. 29-31
Keyword(s):  
Design Methodology ◽  
Reading Time ◽  
Daily Basis ◽  
Business World ◽  
Content Type ◽  
Freak Show ◽  
The World ◽  
Pertinent Information ◽  
The One ◽  
Practical Implications

Purpose Reviews the latest management developments across the globe and pinpoints practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The problem with developing a reputation of being something of an oracle in the business world is that all of a sudden, everyone expects you to pull off the trick of interpreting the future on a daily basis. Like a freak show circus act or one-hit wonder pop singer, people expect you to perform when they see you, and they expect you to perform the thing that made you famous, even if it is the one thing in the world you don’t want to do. And when you fail to deliver on these heightened expectations, you are dismissed as a one trick pony, however good that trick is in the first place. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Building a new resilience

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Peter Buell Hirsch
Keyword(s):  
Cyber Security ◽  
Design Methodology ◽  
Business Leaders ◽  
Human Potential ◽  
Global Business ◽  
Content Type ◽  
Business System ◽  
New Business ◽  
Practical Implications

Purpose The purpose of the viewpoint is to examine the various ways in which the pandemic has exposed structural vulnerabilities in global business infrastructures that have long existed and been long ignored. It urges business leaders not to return to a “new normal” but make fundamental changes to ensure that their businesses are truly resilient and can withstand future threats more effectively. Design/methodology/approach The viewpoint looks at the various kinds of vulnerability to which businesses are exposed – such as supply chain, human capital, cyber security and climate change – and proposes ways to ensure that businesses, as well as shareholders and government entities work together to build true resilience. Findings At its core, the viewpoint exposes the various ways in which businesses have turned a blind eye to vulnerabilities that have always lurked just below the surface and suggests. The argument is that to secure the long-term future of our global business system, we can no longer remain oblivious to fundamental weaknesses in our infrastructures. Research limitations/implications The viewpoint looks selectively at the available data and is, therefore, by definition, subjective and non-comprehensive. Practical implications If businesses and shareholders truly take the recommendations of this viewpoint to heart, we can build a more resilient future through long-term investments in risk management infrastructures of all kinds that will secure a more prosperous and stable future. Social implications Developing a more resilient and stable global business infrastructure will help reduce the business volatility deriving from last minute responses to predictable threats. This will, in turn, help provide more stable, fulfilling employment, especially in developing countries that will act as a fly wheel for the secure development of human potential around the world. Originality/value While there has been much speculation of what the “new business normal” will look like once the pandemic has been conquered, this is, the author believes, the first piece to look concretely on how we can not only “build back better” but build back more soundly for the long term.

The future of the Internet of Things: toward heterarchical ecosystems and service business models

2018 ◽  
Vol 33 (6) ◽  
pp. 749-767 ◽  
Author(s):  
Seppo Leminen ◽  
Mervi Rajahonka ◽  
Mika Westerlund ◽  
Robert Wendelin
Keyword(s):  
Internet Of Things ◽  
Business Model ◽  
Value Chain ◽  
Large Scale ◽  
Business Models ◽  
The Internet ◽  
Content Type ◽  
Industry Collaboration ◽  
New Business ◽  
The Internet Of Things

Purpose This study aims to understand their emergence and types of business models in the Internet of Things (IoT) ecosystems. Design/methodology/approach The paper builds upon a systematic literature review of IoT ecosystems and business models to construct a conceptual framework on IoT business models, and uses qualitative research methods to analyze seven industry cases. Findings The study identifies four types of IoT business models: value chain efficiency, industry collaboration, horizontal market and platform. Moreover, it discusses three evolutionary paths of new business model emergence: opening up the ecosystem for industry collaboration, replicating the solution in multiple services and return to closed ecosystem as technology matures. Research limitations/implications Identifying business models in rapidly evolving fields such as the IoT based on a small number of case studies may result in biased findings compared to large-scale surveys and globally distributed samples. However, it provides more thorough interpretations. Practical implications The study provides a framework for analyzing the types and emergence of IoT business models, and forwards the concept of “value design” as an ecosystem business model. Originality/value This paper identifies four archetypical IoT business models based on a novel framework that is independent of any specific industry, and argues that IoT business models follow an evolutionary path from closed to open, and reversely to closed ecosystems, and the value created in the networks of organizations and things will be shareable value rather than exchange value.

Idea labs: instituting an innovation discovery process capable of sustaining the business

2017 ◽  
Vol 45 (1) ◽  
pp. 27-36 ◽  
Author(s):  
V.K. Narayanan
Keyword(s):  
Value Chain ◽  
Success Factor ◽  
Content Type ◽  
Product Concept ◽  
Critical Success ◽  
Top Managers ◽  
Organizational Feature ◽  
Technology Specialists ◽  
The Voice ◽  
Practical Implications

Purpose Sustaining product innovation in an established company – increasingly the key to a company’s economic success, and perhaps its survival – is a challenging task The author describes a and the model often referred to as an “Idea lab” that has emerged as a necessary organizational feature to accomplish this goal. Design/methodology/approach The author explains how to manage Idea labs as deliberately established locations, where individuals and teams with new product ideas can work together for concentrated bursts of time, sharpening and focusing their product concept, embedding the voice of the customer in product design and charting alternative progression paths for their ideas to be developed into potentially profitable offerings by units of the business that will nurture them. Findings In today’s organizations, the managerial prime directive is fundamentally being redefined as one of addressing the challenge of sustained, profitable innovation that opens new markets or reinvigorates existing ones. Idea labs should be considered a vital process in fostering sustaining innovation. Practical implications A critical success factor is the interplay between idea originators, technology specialists and product managers with a keen awareness of customer needs, competitor initiatives and genuine product differentiation. Originality/value A comprehensive guide for top managers and innovators, the article details the four key facets of Idea labs: Positioning in the firm’s innovation value chain. Tasks. Processes. Structure.

Mastering the challenge of business ecosystems

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Stephen Denning
Keyword(s):  
Design Methodology ◽  
Content Type ◽  
Digital Platforms ◽  
Digital Ecosystem ◽  
Business Ecosystems ◽  
Practical Implications

Purpose The author discusses the challenges of implementing a digital ecosystem, a way of transcending the boundaries of a firm to include additional producers to provide more value to customers and also by making customers active partners. Design/methodology/approach An ecosystem is intentionally organized to generate, facilitate and benefit from interactions rather than transactions. Findings The author explains how firms can make the customers active participants in creating and evolving the network by embracing the dynamic concept of an ecosystem. Practical/implications The ecosystem becomes more valuable to users as more users join. Originality/value Essential reading for executives experimenting with corporate digital platforms.

Daring to tap external strategic resources: competitive advantage in global industries

2019 ◽  
Vol 40 (3) ◽  
pp. 25-35 ◽  
Author(s):  
Stuart Orr
Keyword(s):  
Supply Chain ◽  
Content Type ◽  
External Resources ◽  
Internal Resources ◽  
External Focus ◽  
Strategic Resources ◽  
Balanced Approach ◽  
Complementary Product ◽  
New Business ◽  
Practical Implications

Purpose In addition to their internal resources, companies in most industries rely upon external strategic resources to maintain and improve their performance. External strategic resources have a similar effect on competitiveness but are located in the company’s networks or even in unrelated industries. Some companies underuse these resources, while other companies focus too strongly on accessing external resources in their own industry, which results in hyper-competition. This paper aims to explain how different industries use external resources and describes the criteria for a balanced approach which leads to knowledge transfer, diversity and supports the development of new business. Design/methodology/approach Examples and evidence from four different industries are used to identify the different approaches for accessing external strategic resources. Findings Valuable external strategic resources are non-transferable, located in a complementary product organisation, knowledge-oriented, located in a different country, preferably not part of the organisation’s primary external focus (e.g. supply chain), able to introduce diversity and innovation and are compatible with network behaviours. Practical implications External strategic resources are frequently found within the organisation’s supply chain, however, use of these resources should be balanced by external resources from non-related industries to increase diversity and reduce the likelihood of hyper-competition. Originality/value This paper explains why external strategic resources are valuable, identifies the different approaches to accessing them, describes the benefits and drawbacks associated with each approach and provides the key criteria for identifying a valuable external strategic resource.

LMVH and brand management

2015 ◽  
Vol 31 (3) ◽  
pp. 27-29
Keyword(s):  
Design Methodology ◽  
Reading Time ◽  
Brand Management ◽  
Economic Conditions ◽  
Business World ◽  
Luxury Goods ◽  
Content Type ◽  
Political Events ◽  
Pertinent Information ◽  
Practical Implications

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Tough economic conditions in recent times certainly left their mark on the business world. Major social and political events have likewise had an inevitable impact. It is hardly surprisingly that most industries have had to bear some unpleasant consequences. The luxury goods sector is a notable exception to all this. Strong growth has been the norm for the last couple of decades or so and the aforementioned problems have done little to dent this momentum. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Taking Cisco into a new era

2015 ◽  
Vol 31 (11) ◽  
pp. 1-3
Keyword(s):  
Information Technology ◽  
Design Methodology ◽  
Reading Time ◽  
Diverse Range ◽  
Business World ◽  
Content Type ◽  
New Era ◽  
Competitive Edge ◽  
Pertinent Information ◽  
Practical Implications

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – One of the most predictable things about today’s business world is its unpredictability. Hence, even the largest operators have to frequently evolve to retain their competitive edge. But that’s all in a day’s work for the folks at Cisco Systems. You don’t get to be world leader in any industry for nothing. So to achieve that position in such a competitive and rapidly changing sector as technology is perhaps even more remarkable. Since its inception in late 1984, the company has been driven by a desire to, in its own words, “connect the unconnected”. Few would argue that Cisco constantly achieves this objective. This innovative firm’s diverse range of customers have successfully navigated various shifts within communications and information technology thanks to its design, manufacture and supply of different groundbreaking solutions. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Closing the delivery gap

2018 ◽  
Vol 31 (4) ◽  
pp. 327-336
Author(s):  
Kevin Peter Fiori ◽  
Jennifer Schechter ◽  
Sesso Christophe Gbeleou ◽  
Sandra Braganza ◽  
Joseph Rhatigan ◽  
...  
Keyword(s):  
Service Delivery ◽  
Value Chain ◽  
Design Methodology ◽  
Care Delivery ◽  
New Approach ◽  
Content Type ◽  
Continuous Quality ◽  
Practical Implications ◽  
Comprehensive Mapping ◽  
Hiv Aids

Purpose The purpose of this paper is to describe the authors’ experience operationalizing the care delivery value chain (CDVC) as a management and continuous quality improvement (QI) approach to strengthen HIV/AIDS services provided in Northern Togo through addressing gaps across a care continuum. Design/methodology/approach The authors led a series of discussions to develop a CDVC specific to existing HIV/AIDS services in Northern Togo. Using the CDVC framework, 28 specific gaps in service delivery were identified and integrated into a strategic QI plan. Findings At 12 months, 92 percent of delivery gaps had demonstrated improvement. The CDVC framework proved to be valuable in the following ways. First, it facilitated the first comprehensive mapping of HIV/AIDS services in the Kara region of Togo. Second, it enabled the identification of gaps or insufficiencies in the currently available services across the full continuum of care. Third, it catalyzed the creation of a strategic QI plan based on identified gaps. Research limitations/implications This case description is the authors’ experience in one setting and should not be considered comparative in nature. Furthermore, the approach described may not be applicable to all initiatives and/or organizations. As described, the lack of sophisticated and comprehensive data collection systems limited the authors’ ability to collect reliable data on some of the QI initiatives planned. Practical implications The operationalization of the CDVC framework is an effective approach to drive continuous QI. Originality/value Through the operationalization of the CDVC, the authors developed a new approach for assessing existing services, identifying gaps in service delivery and directing continuous QI initiatives in a strategic manner.

scholarly journals Bridging the relevance-ranking chasm: mission impossible?

2018 ◽  
Vol 30 (2) ◽  
pp. 128-144 ◽  
Author(s):  
Judy Zolkiewski
Keyword(s):  
Design Methodology ◽  
Status Quo ◽  
First Century ◽  
Management Research ◽  
Business Research ◽  
Business World ◽  
Content Type ◽  
The Status ◽  
Business And Management ◽  
Practical Implications

Purpose This paper aims to debate the challenges related to balancing relevance and ranking in management research. Design/methodology/approach This is a commentary on and review of challenges faced by twenty-first century management academics. Findings There is a chasm between managerial relevance and current managerial research; however, with academic buy-in, there are ways in which the chasm can be crossed. Research limitations/implications The implications of this are wide reaching for management researchers. They are challenged to consider different methodologies, strategies and dissemination avenues for their research. Practical implications Researchers need to consider not only collaboration with practitioners, as they pursue solutions to managerial problems, but also more inter-disciplinary research that addresses the wicked problems of management in practice. Social implications Solving the challenge of managerial relevance of business research has the potential to allow the contribution of business academia to be fully appreciated by practitioners. Originality/value The value of this thought-piece is that it challenges business and management academics to challenge the status quo and fight to make their research relevant to and valued by the business world.

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