Developing the Disruptors

2020 ◽  
pp. 23-40
Keyword(s):  
New Technologies ◽  
Deep Understanding ◽  
Major Change ◽  
Wicked Problems ◽  
Business Environment ◽  
Strategic Process ◽  
The Future ◽  
The Right ◽  
Current Business

Disruptive leaders possess a deep understanding of the nonobvious. Developing solutions with a heightened creativity, solving problems and addressing risks, finding the right tradeoffs, and recognizing the wicked opportunities in the wicked problems, disruptive leaders scan the environment, identify trends, and envision the future. Often, this is done by finding superior solutions, products, and services. However, this is done with a strategic process and plan. In our current business environment, right when we get comfortable, we find ourselves having to adjust to a major change that requires us to shift time, energy, and resources to solve a problem or stay ahead of the market, or change our market. Every change that we encounter creates winners and losers. If we are disruptive in our leadership, these changes can bring about fabulous innovation and create new technologies that benefit humankind. Building a disruptive organization is the best way to thrive. This chapter explores developing the disruptors.

scholarly journals ANALISIS PAKAR TERHADAP TINGKAT TURBULENSI LINGKUNGAN ORGANISASI BISNIS TELEKOMUNIKASI SELULAR DI INDONESIA

2017 ◽  
Vol 9 (2) ◽  
Author(s):  
Dwi Idawati ◽  
Arya Hadi Dharmawan ◽  
Sjafri Mangkuprawira
Keyword(s):  
New Technologies ◽  
Secondary Data ◽  
Business Environment ◽  
Telecommunication Industry ◽  
Success Factor ◽  
Mobile Telecommunication ◽  
Corporate Leadership ◽  
The Past ◽  
Turbulent Environments ◽  
The Future

The key challenge for the telecommunication business industry in the global world’s is “assuring competitiveness and profitability” for their companies in turbulent environments. Never in history has the pace of change in the business environment been as rapid as it is now. Recent developments such as the global marketplace, customers’ demands that are differentiated by different buying power and product preferences in this environment, technological leadership is one of the key success factor. New technologies and new industries develop rapidly and customers are prepared to pay for the most newest technology. The company’s strengths and successful strategies of the corporate leadership in the past are likely to remain relevant in the future. The research findings revealed that the turbulent environment level in the mobile telecommunication industry was in the discontinuous –strategic level, where the future is not extension of the past. This environment situation facing by Indonesia’s telecomunication industry need the corporate leadership to challenge the organisation survival. This research is based on the qualitative descriptive method by using data obtained from telecommunication industry experts and secondary data.

Making strategic decisions

2019 ◽  
Author(s):  
John Cousins ◽  
David Foskett ◽  
David Graham ◽  
Amy Hollier
Keyword(s):  
Business Environment ◽  
Strategic Decisions ◽  
The Future ◽  
Current Operation ◽  
Definition Of ◽  
The Right

Assessing the achievement of an organisation against its aims and within the business environment leads to the requirement to consider making strategic decisions about the current operation and the future of the organisation. Strategy is the means by which organisations attempt to achieve their objectives. In most organisations there is likely to be a complex set of stakeholders concerned to influence the objectives and hence the strategy of the organisation. Rather than be too concerned about the right definition of strategy it is useful to develop an understanding of what different writers or speakers mean by strategy, i.e. what are the underlying concepts that they are trying to get across?

Envisioning the Future of a Multi-Channel World By 2020

2011 ◽  
pp. 295-308
Author(s):  
Markku Tinnila ◽  
Theresa Lauraeus-Niinivaara
Keyword(s):  
New Technologies ◽  
Business Environment ◽  
Customer Needs ◽  
Digital Services ◽  
Starting Point ◽  
Business Perspective ◽  
The Future ◽  
Business Forecasting ◽  
Channel Environment ◽  
Electronic Channels

Envisioning the future is always challenging, and the multi-channel environment is no exception to that rule. The objective of this study was to hypothesize upon the kind of digital services that will likely develop by the year 2020 in a networked, multi-channel business environment. Our starting point was to approach the analysis from a business perspective; in other words, we tried to avoid the typical technology-focused e-business forecasting, which charts the development of new technologies and devices. Instead, we tried to survey for services that would be available across different electronic channels and meet customer needs in the future, as well as what types of businesses would develop around these services. Consequently, this study gives answers to questions like, what will be the future of e-services, who needs and uses them, how will the customer want to buy such services, who will produce e-services and what will the earnings logic be based upon?

scholarly journals ANALISIS SWOT PADA STRATEGI PERSAINGAN USAHA MINIMARKET MADINA PURBARATU KOTA TASIKMALAYA

2019 ◽  
Vol 4 (1) ◽  
Author(s):  
Yayang Primadona ◽  
Yusep Rafiqi
Keyword(s):  
Data Collection ◽  
Local Governments ◽  
Swot Analysis ◽  
Descriptive Analysis ◽  
Secondary Data ◽  
Business Environment ◽  
Primary Data ◽  
The Future ◽  
Swot Matrix ◽  
The Right

In choosing the right competitive advantage strategy to be applied by a business,businessmen need to look at market conditions and assess their position in the market. This can be done by analyzing the business environment, both the external environment and the internal environment, usually called SWOT analysis. The purpose of this research is to formulate the most appropriate competitive strategy for to be applied in the future. In this research the author uses descriptive qualitative method with data collection techniques through interview, observation and documentation. Primary data collection is done through in-depth interviews with informants in this study, namely including Madina managers, Madina employees, Madina consumers, Madina suppliers and local governments Purbaratu Tasikmalaya. While secondary data is collected through literature studies, research journals and an overview of research objects, the structure and vision and mission of the company obtained directly from the Madina Purbaratu Tasikmalaya minimarket. The research method used is a qualitative descriptive analysis method with SWOT anlysis. From the results of the IFAS and EFAS analysis the company position is in quadrant 1. From the quadran the recommended strategy is an aggressive/progressive strategy. Then from matrix SWOT the right alternative strategy options that can be applied in Madina in the future is the SO strategy by maintaining the company’sstrengths, minimizing weaknesses and avoiding threats seen from the company’s internal and external factors analyzed through the SWOT matrix

The Internationalization of Vietnamese Small and Medium-Sized Enterprises

2005 ◽  
Vol 4 (1) ◽  
pp. 152-177 ◽  
Author(s):  
Ari Kokko ◽  
Fredrik Sjöholm
Keyword(s):  
Economic Development ◽  
Trade Liberalization ◽  
Quantitative Data ◽  
Business Environment ◽  
Qualitative Information ◽  
Large Sample ◽  
The Future ◽  
Current Business

Small and medium-sized enterprises (SMEs) have been important for Vietnam's rapid economic development. This paper investigates the ways in which Vietnam's SMEs have been affected by the ongoing internationalization of the Vietnamese economy and points out the challenges that lie ahead if the country's plans for further trade liberalization are realized. The basis of our analysis is a unique database on the activities of a large sample of Vietnamese SMEs during 1990, 1996, and 2002, with quantitative data about company operations, as well as qualitative information about the entrepreneurs' perceptions of the current business environment and their expectations about the future.

Into the Future: Language, Culture, and New Technologies

2000 ◽  
Vol 45 (4) ◽  
pp. 437-439
Author(s):  
Michele Knobel
Keyword(s):  
New Technologies ◽  
The Future

Pengaruh Budaya Terhadap Akuntansi, Auditing Dan Praktik Akuntansi Internasional

2016 ◽  
Vol 3 (1) ◽  
pp. 78-95
Author(s):  
Priyastiwi Priyastiwi
Keyword(s):  
Cultural Values ◽  
Leadership Style ◽  
Financial Reporting ◽  
National Level ◽  
Deep Understanding ◽  
Cultural Dimensions ◽  
Financial Disclosure ◽  
Cross Cultural Differences ◽  
The Future ◽  
The Impact

The purpose of this article is to provide the basic model of Hofstede and Grays’ cultural values that relates the Hofstede’s cultural dimensions and Gray‘s accounting value. This article reviews some studies that prove the model and develop the research in the future. There are some evidences that link the Hofstede’s cultural values studies with the auditor’s judgment and decisions by developing a framework that categorizes the auditor’s judgments and decisions are most likely influenced by cross-cultural differences. The categories include risk assessment, risk decisions and ethical judgments. Understanding the impact of cultural factors on the practice of accounting and financial disclosure is important to achieve the harmonization of international accounting. Deep understanding about how the local values may affect the accounting practices and their impacts on the financial disclosure are important to ensure the international comparability of financial reporting. Gray’s framework (1988) expects how the culture may affect accounting practices at the national level. One area of the future studies will examine the impact of cultural dimensions to the values of accounting, auditing and decision making. Key word : Motivation, leadership style, job satisfaction, performance

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