The interaction of strategy and technology in an era of business re-invention

2018 ◽  
Vol 46 (1) ◽  
pp. 10-15 ◽  
Author(s):  
Saul Berman ◽  
Philip Dalzell-Payne
Keyword(s):  
Digital Technology ◽  
Customer Value ◽  
Business Environment ◽  
Strategy Development ◽  
Cognitive Computing ◽  
Content Type ◽  
Extensive Field ◽  
The Future ◽  
Traditional Strategy ◽  
Practical Implications

Purpose The authors extensive field experience and analysis suggests that the traditional strategy approach is increasingly ill equipped for a business environment that is being radically changed by new digital technology. Design/methodology/approach They explore some of the ways in which strategy development approaches need to be revised to remain relevant in the world of artificial intelligence, digital reengineering and cognitive computing. Findings Digital technology is both a means to tactical advantage and the key to transformational strategic opportunities. Practical implications Today’s strategies need to allow companies to proactively discover what is going to drive customer value, and also spontaneously react to changing market conditions. Originality/value Re-conceptualizing the future with advanced digital technologies -- “Digital Reinvention” -- starts with working with customers to anticipate and characterize what, how, when and where they wish to engage in the future.

HR’s new role: rethinking and enabling digital engagement

2017 ◽  
Vol 16 (2) ◽  
pp. 60-65 ◽  
Author(s):  
Ravin Jesuthasan
Keyword(s):  
Best Practices ◽  
Digital Technology ◽  
Design Methodology ◽  
Industrial Revolution ◽  
Digital Technologies ◽  
Content Type ◽  
Future Of Work ◽  
The Future ◽  
Digital Engagement ◽  
Practical Implications

Purpose This paper aims to explore how a new industrial revolution with digital technology at its core is disrupting the workplace. It shares how HR has an opportunity to use data and digital technologies to reinvent how organizations engage with their workforce. It answers the question of how HR pivots from its legacy focus on compliance and being a steward of employment to the work and helping the organization strengthen its connection with its workers through improved digital engagement. Design/methodology/approach The paper is based on Willis Towers Watson thought leadership and references recent findings from their research. Findings The paper explores how digital technologies have changed how workers connect with their co-workers and the organization. In addition, it examines how digital technologies are changing how work gets done. Research limitations/implications The paper is not exclusively based on research. Practical implications The paper explores how digital technologies drive engagement, HR’s role as steward of the work and enabler of digital engagement and best practices for enabling digital engagement in the modern workplace. Originality/value This paper fulfills a need to assist HR leaders in thinking through the implications of the future of work and how digital technologies will shape that future.

A leader’s guide to an organization-wide strategy journey

2015 ◽  
Vol 43 (3) ◽  
pp. 15-24 ◽  
Author(s):  
Johan Aurik ◽  
Martin Fabel ◽  
Gillis Jonk
Keyword(s):  
Business Environment ◽  
Strategy Development ◽  
New Approach ◽  
Content Type ◽  
New Ways Of Working ◽  
Strategy Process ◽  
The Future ◽  
Managing Strategy ◽  
Portfolio Approach ◽  
Future 2

Purpose – The methodology for developing transformational strategy in a dynamic business environment described in this article is based on three principles: 1. Draw inspiration from the future. 2. Be organizationally inclusive. 3. Take a portfolio approach. Design/methodology/approach – The article guides leaders through the five steps required to implement the transition from a sequential and top-down strategy process to a continual and organizationally inclusive one. Findings – Making a portfolio of competitive opportunities part of program management and reporting requires more than a new approach to solving strategic puzzles. It requires new ways of managing strategy and new ways of working – not once but on a continual basis. Practical implications – Rather than thinking of strategy as a single perfect plan with a multi-year deployment cycle, think of it as a portfolio of competitive opportunities with each one managed throughout its life cycle. Originality/value – This article lays out in detail the process of shifting strategy development from focusing on research, analyses and extrapolations of current issues to looking to the future for strategic inspiration and purpose.

Welcome to the marriage of human capability and artificial intelligence

2019 ◽  
Vol 19 (1) ◽  
pp. 10-14
Author(s):  
Ryan Scott ◽  
Malcolm Le Lievre
Keyword(s):  
Artificial Intelligence ◽  
Team Building ◽  
Workplace Change ◽  
Content Type ◽  
The Future ◽  
Human Capability ◽  
Mind Set ◽  
Future Work ◽  
Crucial Part ◽  
Practical Implications

Purpose The purpose of this paper is to explore insights methodology and technology by using behavioral to create a mind-set change in the way people work, especially in the age of artificial intelligence (AI). Design/methodology/approach The approach is to examine how AI is driving workplace change, introduce the idea that most organizations have untapped analytics, add the idea of what we know future work will look like and look at how greater, data-driven human behavioral insights will help prepare future human-to-human work and inform people’s work with and alongside AI. Findings Human (behavioral) intelligence will be an increasingly crucial part of behaviorally smart organizations, from hiring to placement to adaptation to team building, compliance and more. These human capability insights will, among other things, better prepare people and organizations for changing work roles, including working with and alongside AI and similar tech innovation. Research limitations/implications No doubt researchers across the private, public and nonprofit sectors will want to further study the nexus of human capability, behavioral insights technology and AI, but it is clear that such work is already underway and can prove even more valuable if adopted on a broader, deeper level. Practical implications Much “people data” inside organizations is currently not being harvested. Validated, scalable processes exist to mine that data and leverage it to help organizations of all types and sizes be ready for the future, particularly in regard to the marriage of human capability and AI. Social implications In terms of human capability and AI, individuals, teams, organizations, customers and other stakeholders will all benefit. The investment of time and other resources is minimal, but must include C-suite buy in. Originality/value Much exists on the softer aspects of the marriage of human capability and AI and other workplace advancements. What has been lacking – until now – is a 1) practical, 2) validated and 3) scalable behavioral insights tech form that quantifiably informs how people and AI will work in the future, especially side by side.

An analysis of Industry 4.0 implementation-variables by using SAP-LAP and e-IRP approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Veepan Kumar ◽  
Ravi Shankar ◽  
Prem Vrat
Keyword(s):  
Industry 4.0 ◽  
Business Environment ◽  
Content Type ◽  
Qualitative And Quantitative ◽  
Wide Range ◽  
Interpretive Ranking Process ◽  
Relevant Variables ◽  
Manufacturing Organization ◽  
Industry Associations ◽  
Practical Implications

PurposeIn today’s uncertain business environment, Industry 4.0 is regarded as a viable strategic plan for addressing a wide range of manufacturing-related challenges. However, it appears that its level of adoption varies across many countries. In the case of a developing economy like India, practitioners are still in the early stages of implementation. The implementation of Industry 4.0 appears to be complex, and it must be investigated holistically in order to gain a better understanding of it. Therefore, an attempt has been made to examine the Industry 4.0 implementation for the Indian manufacturing organization in a detailed way by analyzing the complexities of relevant variables.Design/methodology/approachSAP-LAP (situation-actor-process and learning-action-performance) and an efficient interpretive ranking process (e-IRP) were used to analyze the various variables influencing Industry 4.0 implementation. The variables were identified, as per SAP-LAP, through a thorough review of the literature and based on the perspectives of various experts. The e-IRP has been used to prioritize the selected elements (i.e. actors with respect to processes and actions with respect to performance) of SAP-LAP.FindingsThis study ranked five stakeholders according to their priority in Industry 4.0 implementation: government policymakers, industry associations, research and academic institutions, manufacturers and customers. In addition, the study also prioritized important actions that need to be taken by these stakeholders.Practical implicationsThe results of this study would be useful in identifying and managing the various actors and actions related to Industry 4.0 implementation. Accordingly, their prioritized sequence would be useful to the practitioners in preparing the well-defined and comprehensive strategic roadmap for Industry 4.0.Originality/valueThis study has adopted qualitative and quantitative approaches for identifying and prioritizing different variables of Industry 4.0 implementation. This, in turn, helps the stakeholder to comprehend the concept of Industry 4.0 in a much simpler way.

Drivers, types and value outcomes of customer-to-customer interaction

2018 ◽  
Vol 28 (6) ◽  
pp. 710-732 ◽  
Author(s):  
Kristina Heinonen ◽  
Elina Jaakkola ◽  
Irina Neganova
Keyword(s):  
Customer Value ◽  
Empirical Studies ◽  
Service Research ◽  
Future Research ◽  
Content Type ◽  
Integrative Framework ◽  
Customer Interaction ◽  
Interaction Research ◽  
Practical Implications

PurposeCustomer-to-customer (C2C) interaction plays a significant role in service. The purpose of this paper is to identify the drivers that motivate customers to interact with other customers, the interactions through which customers affect other customers and the value outcomes of C2C interactions for the participants.Design/methodology/approachThe paper is based on a systematic literature review of C2C interactions. The authors analyzed 142 peer-reviewed articles to synthesize existing knowledge about C2C interactions. A generic value framework is used to categorize earlier research and reveal areas for further research.FindingsThe main outcome of this study is an integrative framework of C2C interaction that bridges C2C interactions and customer value. The findings indicate customer-, firm- and situation-induced drivers of C2C interactions. Outcome- and process-focused C2C interactions are identified to result in functional, emotional and social value outcomes. Avenues for additional research to explore issues related to current technology-saturated service settings are proposed.Research limitations/implicationsThe paper proposes an agenda for future research to extend the C2C interaction research domain and explore how such interactions create value for the customer. The role of the service provider is not explicitly addressed but is an important area for further research.Practical implicationsCompanies can use the framework to understand how they can become involved in and support beneficial C2C interaction.Originality/valueThis paper reviews empirical studies on C2C interaction, offering a systematic review of C2C interaction and producing an integrative framework of C2C interaction. It identifies a research agenda based on the framework and on topical issues within service research and practice.

Nine emerging student needs

2017 ◽  
Vol 25 (3) ◽  
pp. 181-189 ◽  
Author(s):  
Andrew Hines ◽  
Alexandra Whittington
Keyword(s):  
Higher Education ◽  
Design Methodology ◽  
Institutions Of Higher Education ◽  
Student Life ◽  
Student Needs ◽  
Content Type ◽  
World Cafe ◽  
The Future ◽  
The University ◽  
Practical Implications

Purpose A research project exploring emerging student needs explored six aspects of student life: living, learning, working, playing, connecting and participating. Design/methodology/approach A modified version of the University of Houston’s “Framework Foresight” method was used to explore the future of six aspects of future student life. The resulting scenarios were analyzed for their implications, including the use of the World Café technique, and ultimately led to the identification of nine emerging student needs. Findings Nine specific emerging needs of future students could be used strategically by institutions of higher education to guide and inform planning and to generate innovative ideas for university offerings. Specific examples of offerings that would meet the projected future needs are recommended. Research limitations/implications In terms of research limitations, the paper is focused on the needs of students and does not purport to be an exhaustive analysis of all of the issues influencing higher education. It views the future of higher education through the lens of students and their emerging needs. Practical implications The paper is intended for educators, researchers and administrators to provide insight on how the needs of students, their key customers, are evolving. Originality/value This piece explores student life in its totality as way to more accurately identify student needs in the future.

The new marketing solutions that will drive strategy implementation

2016 ◽  
Vol 44 (3) ◽  
pp. 20-26 ◽  
Author(s):  
Kenneth Alan Grossberg
Keyword(s):  
Social Media ◽  
Digital Technology ◽  
Design Methodology ◽  
Content Type ◽  
Marketing Automation ◽  
Marketing Innovation ◽  
The Social ◽  
Efficiency And Effectiveness ◽  
Media Platform ◽  
Practical Implications

Purpose Delineate the strategic implications for three new marketing trends based on digital technology. Design/methodology/approach The author looks at how strategy is being affected by: Marketing automation, where artificial intelligence is used to help win a customer and optimize the search for such potential prospects. Social media, which blends the personal and the businesslike and provides opportunities for engagement with the client on an almost real-time, personalized basis. The manipulation of huge quantities of “Big Data” to increase the efficiency and effectiveness of marketing automation and of deriving value from social media. Findings Under all emerging digital technology scenarios, the marketer’s job becomes more complex and more central to the interaction between the customers and the corporation. Practical implications Social marketing will increasingly involve co-creation of product and brand story with customers, experienced-based marketing and more sophisticated management of the interface between the social media platform and automated marketing. Originality/value This article identifies the integral relationship between advances in marketing technology and strategic opportunities for marketing innovation.

Exaptation in management: beyond technological innovations

2019 ◽  
Vol 31 (1) ◽  
pp. 64-91
Author(s):  
José Osvaldo De Sordi ◽  
Reed Elliot Nelson ◽  
Manuel Meireles ◽  
Marcos Hashimoto ◽  
Carlos Rigato
Keyword(s):  
Tacit Knowledge ◽  
Design Methodology ◽  
Organizational Structures ◽  
Business Environment ◽  
Organizational Characteristics ◽  
Review Of The Literature ◽  
Economic Implications ◽  
Content Type ◽  
Data Process ◽  
Practical Implications

Purpose Although exaptation is recognized as a means of creation capable of generating significant economic implications for organizations, this mechanism has not been explored in depth in the field of management, where it remains restricted to innovation and product research and development. With this limitation in mind, this study aims to explore and discuss exaptation along with other entities that are more greatly concerned with the interests of and direct contact with practitioners and academics in the field of management, such as processes, data, tacit knowledge and skills. Design/methodology/approach For the purposes of this study, a comprehensive review of the literature on exaptation was conducted, and 46 entrepreneurs from companies of different sizes and segments were interviewed. Findings The results of the review of the literature and interviews with entrepreneurs helped to identify and describe 13 cases of exaptation associated with nine different kinds of organizational entities. For four of these entities, which are closely associated with management, the restrictions of the business environment regarding the exaptation of these entities are discussed, together with the more favorable organizational structures for their occurrence. Practical implications This paper discusses the exaptation to the four types of entity closely linked with management: tacit knowledge, data, process and skill. For each one of these entities the following is discussed: the organizational characteristics that hinder the exaptation of the entity in question and the managerial actions that could alter these characteristics and facilitate the occurrence of the exaptation mechanism with the entity in question. Originality/value This process led to the development of an algorithm for analyzing the exaptation mechanism and the adaptation of the attributes associated with the agent-artifact[entity]-context tripartite to describe and analyze exaptation event, including another attribute: the type of entity.

Service flexibility: conceptualizing value creation in service

2016 ◽  
Vol 26 (6) ◽  
pp. 868-888 ◽  
Author(s):  
Danilo Brozovic ◽  
Fredrik Nordin ◽  
Daniel Kindström
Keyword(s):  
Conceptual Model ◽  
Value Creation ◽  
Customer Value ◽  
Contextual Influences ◽  
Content Type ◽  
Starting Point ◽  
Service Oriented ◽  
Service Logic ◽  
The Subject ◽  
Practical Implications

Purpose The purpose of this paper is to analyze the subject-specific literature on service and flexibility and derive a conceptualization of the linkages between provider flexibility and customers’ value creation. Design/methodology/approach The authors analyze existing perspectives on service and flexibility and propose linkages between provider flexibility and customer value creation. Findings Drawing on the service logic literature, and utilizing real-world examples, this paper advances propositions and a conceptual model of how flexibility can contribute to value creation. Research limitations/implications This paper establishes the basis for a practical and applicable flexibility perspective on value creation. It is particularly important for service-oriented providers and other firms operating in dynamic contexts. Practical implications The propositions and conceptual model offer suggestions on the manner in which provider flexibility contributes to customer value creation. Contextual influences that moderate provider flexibility in value creation are also included. Originality/value This paper contributes a novel perspective on service, which may serve as the starting point for the development of a more formal flexibility perspective on value creation.

Ninety days convert recruits into hosts at Edwardian Group London

2014 ◽  
Vol 22 (2) ◽  
pp. 15-18
Keyword(s):  
Crucial Role ◽  
Design Methodology ◽  
Training And Development ◽  
Social Implications ◽  
Content Type ◽  
The Future ◽  
First 90 Days ◽  
Practical Implications

Purpose – Describes the various approaches taken to training and development at Edwardian Group London, a group of hotels. Design/methodology/approach – Examines the reasons for the training, the form it takes and the results it has achieved. Findings – Emphasizes the importance the company attaches to training in the first 90 days of an employee's tenure, when recruits receive general induction training plus training specific to their area of operation. Practical implications – Outlines how the company spots and develops its managers of the future. Social implications – Highlights the crucial role of training in ensuring that hotel guests have the best possible stay. Originality/value – Provides a thorough examination of the various forms of training at Edwardian Group London.

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