The Virtual Enterprise: enterprise transformation enabled by strategic digital acceleration

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jean-Stéphane Payraudeau ◽  
Anthony Marshall ◽  
Jacob Dencik ◽  
Stephen Ballou
Keyword(s):  
Design Methodology ◽  
Virtual Enterprise ◽  
Value Chains ◽  
Content Type ◽  
Revenue Growth ◽  
Enterprise Model ◽  
Extended Value ◽  
Enterprise Transformation ◽  
Physical Assets ◽  
Practical Implications

Purpose The Virtual Enterprise model expands potential for extreme digitalization, extended value chains and intelligent workflows, along with new partnership and ecosystem approaches. Design/methodology/approach Analysis of a new survey of more than 7000 C-suite executives conducted by the IBM Institute for Business Value (IBV) provides new and striking insights into what operational, organizational and cultural environments are most conducive to effective and enduring digital transformation. Findings The Virtual Enterprise re-imagines how and where work is done, re-evaluating the necessity for physical assets, infrastructure and talent. Practical/implications The single most important characteristic of the Virtual Enterprise is “openness”, which brings value at three levels: inside the enterprise, with partners outside the enterprise and with the wider ecosystem. Originality/value The research found that the high technology adopters who focus on “openness” and “ecosystems” enjoy a 40 percent revenue growth performance premium over their advanced competitors.

Consequences of sustainable innovations on the reshoring drivers’ framework

2020 ◽  
Vol 31 (7) ◽  
pp. 1373-1390 ◽  
Author(s):  
Carmen Martínez-Mora ◽  
Fernando Merino
Keyword(s):  
Production Process ◽  
Design Methodology ◽  
New Technologies ◽  
New Technology ◽  
Value Chains ◽  
Press Releases ◽  
Content Type ◽  
Depth Interview ◽  
Cost Differentials ◽  
Practical Implications

PurposeThe purpose of this paper is to illustrate how the introduction of new technologies can lead to reconsidering the division of the production process as well as the location of each stage, which may mean reshoring some of them.Design/methodology/approachThe research is based on the analysis of the consequences of new technologies developed and introduced in the market to be applied in the final stage of jeans manufacturing. The paper presents the relevance of this technology, based on an in-depth interview with the representatives of the firm as well as firm and press reports, specialised websites and so on. The information of the reshoring company has been confirmed by its press releases.FindingsThe results show that a new technology justifies the reconsideration of the stages in which the production process can be divided and, once this division is considered viable, the drivers for reshoring can become more/less important in the reshoring decision.Practical implicationsFirms that previously offshored should consider that new technological processes may lead them to slice their value chains differently, causing them to seek the optimal location for each of the stages.Originality/valueMost of the reshoring literature is based on a static framework where the production process is considered stable and the reasons for reshoring must reside in the change of relevant parameters (such as cost differentials, need to be more flexible, monitoring costs higher than expected, etc.). This paper reveals that changes in the production process, even in traditional sectors, may lead to reshoring/backshoring.

The next digital gold rush: how the internet of things will create liquid, transparent markets

2015 ◽  
Vol 43 (1) ◽  
pp. 36-41 ◽  
Author(s):  
Paul Brody ◽  
Veena Pureswaran
Keyword(s):  
Internet Of Things ◽  
Low Cost ◽  
Capacity Utilization ◽  
Gold Rush ◽  
Value Chains ◽  
The Internet ◽  
Content Type ◽  
Physical Assets ◽  
The Internet Of Things ◽  
Practical Implications

Purpose – The article analyses the market changes that are likely to be produced by and Internet of Things comprised of hundreds of billions of connected devices. Design/methodology/approach – Based on an IBM study, the authors foresee an Internet of Things emerging as a low-cost, private-by-design “democracy of devices” that will enable new digital economies and create new value, while offering consumers and enterprises fundamentally better products and user experiences. Findings – The IoT creates the ability to digitize, sell and deliver physical assets as easily as with virtual goods today. Using everything from Bluetooth beacons to Wi-Fi-connected door locks to allow customer access, many physical assets will become digital services. Practical implications – In a device-driven democracy, conference rooms, hotel rooms, cars and warehouse bays can themselves report capacity, utilization and availability in real-time. By taking raw capacity and making it easy to be utilized commercially, the IoT can remove barriers to fractionalization of industries that would otherwise be impossible. Originality/value – The article paints a compelling picture of a future in which the Internet of Things initiates five vectors of disruption by: Unlocking excess capacity of physical assets. 2. Creating liquid, transparent marketplaces. 3. Radical re-pricing of credit and risk. 4. Improving operational efficiency. 5. Digitally integrating value chains.

Cognitive innovation: top performers share their best practices

2018 ◽  
Vol 46 (1) ◽  
pp. 30-35 ◽  
Author(s):  
Glenn Finch ◽  
Brian Goehring ◽  
Anthony Marshall
Keyword(s):  
Best Practices ◽  
Design Methodology ◽  
Management Systems ◽  
Cognitive Computing ◽  
Computing Systems ◽  
Content Type ◽  
Revenue Growth ◽  
Top Performers ◽  
Research Findings ◽  
Practical Implications

Purpose The authors address how a combination of artificial intelligence (AI) and cognitive computing --- adaptive data management systems that monitor, analyze, make decisions and learn -- will transform businesses, work and customer offerings. Design/methodology/approach A survey of 6,050 C-suite executives worldwide identified a small group of cognitive innovators and revealed what they are doing differently. Findings Cognitive innovators identify customer satisfaction, retention, acquisition and revenue growth as the primary rationale for embracing cognitive technologies. Practical implications Cognitive computing systems are already helping make sense of the deluge of data spawned by ordinary commerce because they are able to adapt and learn. Originality/value The authors offer a four-step approach to cognitive computing innovation based on their research findings.

Why companies succeed or fail: corporate cycles and firm function in tandem

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Panos Mourdoukoutas ◽  
Abraham Stefanidis
Keyword(s):  
Design Methodology ◽  
Equity Valuation ◽  
Social Functions ◽  
Wall Street ◽  
Content Type ◽  
Revenue Growth ◽  
Growth Decline ◽  
Long Time ◽  
Conceptual Study ◽  
Practical Implications

Purpose This paper aims to underscore the need for developing a model of corporate cycles, which can explain how corporations rise, decline and fall in the marketplace. Design/methodology/approach This is a conceptual study that draws on prior theoretical and empirical insights of the entrepreneurial, managerial and social functions of the firm to develop a model of corporate cycles. Findings Firms that pass the test of the market and live for a long time, undergo cycles, expansions and contractions, driven by successes and failures in the way they configure and execute their entrepreneurial, managerial and social, functions. Practical implications A model of corporate cycles can explain how momentum rises and falls on Wall Street. It can also help predict revenue growth, a key variable in equity valuation models. Originality/value The originality of this study stems from a constructive synthesis of different concepts and theories of the firm to explain firms’ growth, decline and fall in the marketplace.

“Performance Accelerators” push the frontiers of CFO leadership

2014 ◽  
Vol 42 (3) ◽  
pp. 40-46 ◽  
Author(s):  
Bill Fuessler
Keyword(s):  
Best Practices ◽  
Business Performance ◽  
Design Methodology ◽  
Content Type ◽  
Revenue Growth ◽  
Managing Risk ◽  
Practical Implications ◽  
Do So

Purpose – Through interviews last year with 576 CFOs to find out how they’re contributing to the revenue, growth and foresight of the enterprises they represent, IBM researchers sought to identify the best practices of leading companies. Design/methodology/approach – IBM researchers identified a cohort of companies with outstanding finance units they called Value Integrators, organizations that were more effective than their peers in almost every area assessed. The finance units were especially good at measuring and monitoring business performance, managing risk and generating predictive insights. Findings – A subset of this group of successful firms far outperformed the rest. The researchers dubbed these superstars Performance Accelerators because they’ve mastered their core duties so thoroughly that they’ve taken a leap ahead of every other kind of finance organization. Practical implications – The Performance Accelerators’ particular blend of skills equipped them to help their companies make smarter decisions. Originality/value – Performance Accelerators exert more influence on the enterprises they serve, and make a bigger contribution to performance than any other kind of finance organization. And they do so because they are particularly adept at generating deep insights that can be used to stimulate profitable growth.

The individual enterprise: all for one and one for all

2015 ◽  
Vol 43 (4) ◽  
pp. 3-10 ◽  
Author(s):  
Fred Balboni ◽  
Saul J. Berman ◽  
Peter J. Korsten
Keyword(s):  
Information Systems ◽  
Design Methodology ◽  
Business Models ◽  
Content Type ◽  
Individual Enterprise ◽  
Enterprise Model ◽  
The Individual ◽  
Dynamically Configurable ◽  
A Company ◽  
Practical Implications

Purpose – This article explains how, by combining the power of analytics with the ubiquity of mobile, organizations have the opportunity to provide employees with “mobility” solutions that will enable them to work more effectively than ever before, a new Individual Enterprise model. Design/methodology/approach – The article shows how organizations that design their business and information systems with this Individual Enterprise model in mind can evolve their business models, or even create totally new ones, and thus realize the full transformational benefits of mobility. Findings – Together mobile and analytics will redefine how companies deliver value to customers. Practical implications – Dynamically configurable platforms and apps will allocate organizational expertise precisely where and when needed, enabling employees to make faster, better-informed decisions. Social implications – By creating an Individual Enterprise, organizations will be able to discover, define and refine new and emerging customer wants and needs, and create truly unique, exciting customer experiences. Originality/value – By transforming in an Individual Enterprise a company evolves from managing employees to optimizing ecosystems; from assigning “a person for the process” to creating “a process for a person.”

Ideas for growing executive education revenue: codification and catalyst

2017 ◽  
Vol 36 (4) ◽  
pp. 581-597 ◽  
Author(s):  
Mark E. Haskins ◽  
Lou Centini ◽  
George R. Shaffer
Keyword(s):  
Design Methodology ◽  
Development Process ◽  
Growth Models ◽  
Executive Education ◽  
Content Type ◽  
Revenue Growth ◽  
Unique Experience ◽  
Personal Reflections ◽  
Practical Implications ◽  
Extensive List

Purpose The purpose of this paper is to codify a comprehensive array of executive education (EE) revenue growth ideas that are implementable in their own right or that spark other, related growth ideas. Design/methodology/approach The EE revenue growth ideas presented are an outgrowth of: a collective and personal “reflections from practice” process that embraced nearly a century of combined years in the talent management and EE sales, design, and delivery arena; and a focused “ideation” process sparked by the contemporary business literature devoted to profitable growth models. Findings In total, a robust list and description of 90 EE revenue growth ideas are succinctly chronicled. Research limitations/implications The 90 ideas presented here, although rooted in nearly a century of the authors’ combined EE experience, are nonetheless limited by their experience. The array of ideas, and variants of those presented, are constrained only by the unique experience and creativity of other conscientious EE program designers and stewards. The inventory of 90 ideas is a robust start that can be extended, modified, and used as a catalyst for ongoing EE revenue growth discussions and research. Practical implications The growth ideas presented are immediately actionable and potentially galvanizing for EE providers. In addition, EE clients whose interest is piqued by any of the ideas, can approach their own providers to initiate a tailored talent development process rooted in one or more of the ideas. Of note, the extensive list has been crafted to have a long shelf life and thus this paper can effectively serve as a reference for ongoing use. Originality/value The authors are not aware of any prior articles presenting such a myriad of ideas for EE providers (and clients) to potentially renew and expand their portfolio of activities with the aim of revenue growth. Moreover, the paper is both an inventory of ready ideas as well as an array of catalysts for specific providers (and clients) to pursue their own related, or parallel, ideas.

scholarly journals How info-firms use big data to target customers

2018 ◽  
Vol 39 (6) ◽  
pp. 50-55 ◽  
Author(s):  
Wilfred Dolfsma ◽  
Rene Van der Eijk
Keyword(s):  
Value Chain ◽  
Design Methodology ◽  
Value Chains ◽  
Online Markets ◽  
Chain Dynamics ◽  
Content Type ◽  
Customer Information ◽  
Conceptual Paper ◽  
Practical Implications

Purpose The purpose of this paper is to review and assess the different strategies that what we call Info-firms can deploy in the markets that they serve. In many markets, a firm’s competitive advantage is derived from its information position. Firms that actively and extensively collect customer information may develop a number of strategies to increase their competitiveness. We refer to such firms as info-firms – for some firms, this is all that they do: collect and sell data about consumers. Info-firms can target either customers or other firms, and they target either existing or adjacent markets. A 2 × 2 matrix characterizing strategies is introduced. Some strategies are known, but their effects are more pronounced on online markets because of the overwhelming amount of data available, while other strategies that are discussed are new. The strategies that info-firms develop and use change the dynamics in value chains substantially. The strategies adopted affect the market and value chain dynamics and determine which parties in the market are likely to benefit (most). Design/methodology/approach This is a conceptual paper. Findings The strategies that info-firms develop and use change their dynamics in value chains substantially. Some strategies are known, but their effects are more pronounced on online markets because of the overwhelming amount of data available, while other strategies are new. Research limitations/implications Drawing on an economic theory, an evaluation of the strategies that info-firms develop is offered, identifying which parties stands to gain the most. Practical implications The effects of the use of strategies used by info-firms have been largely overlooked, and yet, strategies adopted affect the market and value chain dynamics and determine which parties in a market are likely to benefit (most). Originality/value The classification of strategies that info-firms can develop, and the likely effects on the market dynamics and economic prospects of different market players has not been discussed in the literature so far. A comprehensive and novel perspective is offered.

How India can be essential to the global ecosystem economy

2017 ◽  
Vol 45 (4) ◽  
pp. 33-39 ◽  
Author(s):  
Namit Agrawal ◽  
Madhuri Banda ◽  
Anthony Marshall ◽  
Nipun Mehrotra ◽  
Clifford Patrao
Keyword(s):  
Design Methodology ◽  
Value Chains ◽  
Content Type ◽  
Business Ecosystems ◽  
Organizational Activities ◽  
Changing Economy ◽  
The Right ◽  
Key Steps ◽  
Practical Implications

Purpose Outlines why India is poised to be a key partner in the global ecosystem economy Design/methodology/approach Researches the advantage India has and the steps it is taking to make itself a leaders in ecosystem businesses. Findings 54 percent of Indian executives expect ecosystems to replace traditional value chains with new value models. and 92 percent expect to change primary organizational activities due to the emergence of ecosystems. Practical implications To maximize and capture benefits from ecosystems, business, educational and government leaders can pursue three key steps to participate in rapidly emerging Indian business ecosystems. Originality/value This study puts together both the corporate and governmental actions that promote the right conditions for ecosystem entrepreneurship so that potential partners have a unique view of the opportunities to participate in this rapidly changing economy.

Consumer value creation through WhatsApp use

2019 ◽  
Vol 32 (4) ◽  
pp. 455-471
Author(s):  
Jorge Cruz-Cárdenas ◽  
Jorge Guadalupe-Lanas ◽  
Ekaterina Zabelina ◽  
Andrés Palacio-Fierro ◽  
Margarita Velín-Fárez ◽  
...  
Keyword(s):  
Latin American ◽  
Value Creation ◽  
Emotional Support ◽  
Design Methodology ◽  
Instant Messaging ◽  
Role Performance ◽  
Content Type ◽  
Consumer Value ◽  
Depth Interviews ◽  
Practical Implications

Purpose The purpose of this paper is to understand in-depth how consumers create value in their lives using WhatsApp, the leading mobile instant messaging (MIM) application. Design/methodology/approach The study adopts the perspective of customer-dominant logic (CDL) and uses a qualitative multimethod design involving 3 focus groups and 25 subsequent in-depth interviews. The research setting was Ecuador, a Latin American country. Findings Analysis and interpretation of the participants’ stories made it possible to identify and understand the creation of four types of value: maintaining and strengthening relationships; improving role performance; emotional support; and entertainment and fun. In addition, the present study proposes a conceptual model of consumer value creation as it applies to MIM. Practical implications Understanding the way consumers create value in their lives using MIM is important not only for organizations that offer MIM applications, but also for those companies that develop other applications for mobile phones or for those who wish to use MIM as an electronic word-of-mouth vehicle. Originality/value The current study is one of the first to address the topic of consumer behavior in the use of technologies from the perspective of CDL; this perspective enables an integrated qualitative vision of value creation in which the consumer is the protagonist.

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