DOCSLIB.ORG

2INNOVATION New Supply Chain Business Dr

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
2INNOVATION New Supply Chain Business Dr KeynoteKeynote 2INNOVATION New Supply Chain Business http://anderson.ascet.com Dr. David L. Anderson Accenture Models – The Opportunities Dr. Hau Lee Stanford University and Challenges Recent developments in supply chain management offer the cific changes companies are making to their potential not just to cut costs but also to generate new revenues business models as they move along that continuum. Forgiving some overlap, we and higher profits. The remaining challenge is to link these novel believe they can be categorized into four approaches together to garner the competitive rewards of a areas: design for supply chain by supply synchronized supply chain. chains; e-marketplaces; collaborative manu- facturing; and integrated fulfillment. We will finish with some thoughts on bringing these A casual reader browsing the three editions offs” or “outsourced” are only painting part four developments together to synchronize of ASCET might be tempted to conclude that of the picture. In Figure 1, we show a useful the supply chain. little has changed. Isn’t success basically a approach to capturing all aspects of a busi- matter of excelling at design, manufactur- ness model. Design for Supply Chain ing, procurement, and logistics and then Clearly, business models must change, by Supply Chains synchronizing all these supply chain activi- particularly in today’s rapidly evolving busi- Creating collaborative cross- ties together? ness climate. Companies find themselves company processes to design However, closer review demonstrates with a difficult choice, accepting the status products that meet the market’s how rapidly supply chain management has quo, and risking competitive stagnation or need – and can be quickly and matured. Our original lead article concerned redefining their business model, a journey efficiently produced. key concepts such as supplier relationship fraught with potential disaster. Despite the The following are strategies to consider: management, supply chain compression, inherent difficulties, many leading compa- • Customer-Driven Design collaborative design, and planning. By the nies are making radical changes to their core • Collaborative Design second edition, the explosion of e-commerce logic of value creation. • Leveraging R&D Assets methods such as e-design, e-mediaries, As they do so, we consider them to be As innovation rates accelerate and product Web-based planning, and e-fulfillment was advancing on the continuum shown in life cycles shorten, organizations face rising giving life to these ideas. Figure 2, which serves as a road map to the research and development (R&D) costs and We have always warned that these change journey. Maximizing the value of a decreasing time in which to recoup them. changes go beyond iterative process any supply chain involves first integrating Since 1993, for example, the R&D expendi- improvements and herald entirely new supply chain operations within the company ture of the top 20 pharmaceutical companies ways of conducting business. This year, itself, for instance, making sales and logis- has more than doubled, and it is forecast to we are at a point of evolution that allows tics operate together with the customer in double again by the year 2005. So companies us to examine the new business models that mind. The second step requires collabora- are increasingly sensitive to three key met- are emerging. tion with vendors and customers, for exam- rics: speed-to-market; speed-to-volume; and First, let’s be clear about what we mean ple, on shared forecasts. The final level is time-to-profit. by a “business model.” Succinctly put, a synchronization of the supply chain into one Shifting design from a departmental and business model is an organization’s core logical enterprise, operating it as a fully- sequential process to a cross-company and logic for creating value in a sustainable way. linked and optimized capability from suppli- concurrent one has been discussed for sev- For profit-making enterprises, that means ers to customers. eral years. But using traditional product data how it makes money over the long haul – not This article will take a closer look at spe- management systems and exchanging engi- just the most recent quarter. That means more than an approach to Dr. David L. Anderson is a managing partner in the Accenture Supply Chain Management practice and a pricing, more than a value proposition, and leading expert on new supply chain business models. more than an organizational form. So busi- Dr. Hau Lee is the Kleiner Perkins, Mayfield, Sequoia Capital Professor of Management Science and ness models described as “free through the Engineering, and Professor of Operations, Information, and Technology at the Graduate School of Business at Internet,” “competing on quality,” “spin- Stanford University. Special thanks to Stuart Roach for his research assistance in producing this paper. 14 • The ASCET Project KeynoteKeynote neering data with suppliers has proved diffi- ers – collaborate in the product development TechEx.com offers an online forum designed cult, slow, and geographically limited. and design process. Typically this means around three types of qualified participants, Flawed coordination between teams, sys- that one member of the supply chain checks namely licensing professionals from tems and data incompatibility, and complex with others on the feasibility of a design – its research institutions, venture capitalists, approval processes are common. Too often potential manufacturability and serviceabil- and corporate licensing professionals capa- the result is late product introductions, dis- ity, the availability of components, and any ble of bringing early stage inventions to mar- traction of high-value staff, quality prob- possible revisions or improvements. ket. The latter two groups establish a confi- lems, or supply chain complications. Unfortunately, previous technology solu- dential profile describing the licensing However rapid advances in the design tions have struggled to affordably and con- opportunities that interest them. Then tools are driving companies forward in three sistently support such integrated teams. But research institutions, owning the technology distinct directions. the universal, low-cost, real-time linkage of for out-license, describe their technologies the Internet, combined with relevant process to the extent that they consider non-confi- Customer-Driven Design changes, can now help to avoid many of the dential. TechEx then employs research and In this strategy, customers become far more disconnects, time delays, and hand-off licensing professionals to match opportuni- integral to the design process, making issues that occur. ties with the relevant parties. designs more relevant to the needs of the For instance Adaptec, a semiconductor Yet2.com, by contrast, has enlisted corpo- marketplace. manufacturer, uses Extricity software to con- rations and government agencies from a For instance, Fiat involved a group of key nect with its manufacturing partner TSMC in wide array of fields. Companies joining customers in the conceptual design of the Taiwan, its assembly partner ASAT in Hong yet2.com commit to offering their technol- next generation Fiat Punto. Through a Kong, and Seiko in Japan. During product ogy for license or sale exclusively on Web-based survey, 3,000 customers development, chip designers send chip yet2.com’s website. Potential buyers can effectively co-designed a car on-screen by design data and diagrams to the partners for quickly search the site for intellectual prop- selecting from various styles and features. both simulated and real-world testing. The erty and patents relevant to their own organ- The software tracked the steps that results highlight potential improvements ization. Licensing such solutions gives customers took when evaluating and that are relayed to Adaptec. Since the immediate access for significantly lower selecting options. Over 30,000 pages of such process can be quickly iterated in real time, investment than an R&D program of their data gave insight into how customers the time-to-product-introduction is drasti- own. To date, Yet2.com has signed up a vari- prioritized various criteria and directly cally reduced. ety of major corporations including Boeing, influenced styling and concept designs. All the major public e-markets, such as Siemens AG, and Toyota that represent over Another idea is tightly linking design deci- Covisint, e2Open, Converge, and Exostar 10% of global R&D exspenditures. sions to the actual sales behavior of real cus- recognize “collaborative design” capabilities tomers. Zara, a $2 billion Spanish retailer of as a crucial part of their future offerings. E-Marketplaces women’s fashion, analyses data right from Exostar is an aerospace & defense e-market- Using Web-based marketplaces as a the shop floor on a daily basis. Collaborative place spearheaded by BAE Systems, Boeing, fast-track mechanism to a tightly sessions between the store manager, central Lockheed Martin, and Raytheon. It provides, synchronized supply base. planners, and suppliers then guide design as an example, features such as demand The following are strategies to consider: decisions. Allied with a less than 15-day planning, real-time design collaboration, • Industry Vertical Marketplaces manufacturing cycle and twice-a-week store product life cycle management, easy identi- • Private Exchanges replenishment, results have been impres- fication of qualified sources, order tracking, • Horizontal Aggregators
Load more

Recommended publications
  • 3 Models of Creating Social Impact Through Trading Activities
    The 3 Models of Social Enterprise: Creating social impact through trading activities Introduction Within the emerging social investment market, the same words frequently mean different things to different people. In particular, the label “social enterprise” can be especially problematic. In part, this is because there is no shared understanding of the underlying business models beneath the “social enterprise” umbrella. For investors, as the number of organisations labelled as “social enterprises” proliferates, it is becoming increasingly urgent to agree, and then to adopt, a common methodology for disentangling the assessment of financial risk from the likelihood of an investment achieving social returns. Others have already written about ways in which social enterprises may be categorised and described1. We wish to contribute to this ongoing discussion by outlining Venturesome’s current thinking about this issue. This paper introduces a conceptual framework which we hope both investors and investees will find useful as a guide to thinking through how different business models create social impact - and the consequences of this for generating financial returns. The 3 Models Framework We believe that there are three fundamental ways that social impact2 can be created through trading activities: • Model 1 – Engage in a trading activity that has no direct social impact, make a profit, and then transfer some or all of that profit to another activity that does have direct social impact • Model 2 – Engage in a trading activity that does have direct social impact, but manage a trade-off between producing financial return and social impact • Model 3 – Engage in a trading activity that not only has direct social impact, but also generates a financial return in direct correlation to the social impact created It is important to note that these three models are statements of fact, not judgment.
    [Show full text]
  • The Business Model in Context of Business Strategy
    Master Thesis - public version - The Business Model in Context of Business Strategy A framework proposition for connecting business model and business strategy Johannes Christian Gaedicke Master Student Business Administration Track Innovation Management and Entrepreneurship University of Twente Master Student Innovation Management & Entrepreneurship Dual Degree Program Technical University Berlin December 2012 The Business Model in Context of Business Strategy A framework proposition for connecting business model and business strategy Author Johannes Christian Gaedicke Study Program Double Degree Master Program Master of Science in Business Administration University of Twente, Enschede, The Netherlands Master of Science in Innovation Management & Entrepreneurship Technical University Berlin, Berlin, Germany Student Number University Twente: s1231324 TU Berlin: 335724 E-mail [email protected] / [email protected] Committee members Dr. Kasia Zalewska-Kurek First Supervisor University of Twente Dr. ir. Jeroen Kraaijenbrink Second Supervisor University of Twente Dipl.-Ing. Tim Franke Third Supervisor Technical University Berlin Pieter-Paul Lerou (PhD) External Supervisor Kryoz Technologies BV 2 Confidentiality Clause This master thesis contains confidential data of Kryoz Technology BV. This work may only be made available to the first, second and third reviewer and authorized members of the board of examiners. Any publication and duplication of this thesis is prohibited. An inspection of this work by third parties requires the expressed permission of the author and Kryoz Technology BV. A public version of this thesis is available. Sperrvermerk Die vorliegende Arbeit enthält Information zur Firma Kryoz Technology BV und ist streng vertraulich zu behandeln. Die Inhalte der Arbeit dürfen weder ganz noch teilweise Dritten zugänglich gemacht und nicht direkt oder indirekt verwendet werden.
    [Show full text]
  • Sustainable Business Models Through the Lens of Organizational Design: a Systematic Literature Review
    sustainability Review Sustainable Business Models through the Lens of Organizational Design: A Systematic Literature Review Isaac Lemus-Aguilar 1,2,* , Gustavo Morales-Alonso 1 , Andres Ramirez-Portilla 3 and Antonio Hidalgo 1 1 Department of Industrial Engineering, Business Administration and Statistics, Universidad Politécnica de Madrid, C/José Gutiérrez Abascal, 2, 2006 Madrid, Spain; [email protected] (G.M.-A.); [email protected] (A.H.) 2 Department of Management, Economics and Industrial Engineering, Politecnico di Milano, via Lambruschini 4/B, 20156 Milan, Italy 3 Departament of Business Studies, Universidad Iberoamericana Ciudad de México, Prolongación Paseo de la Reforma 880, Lomas de Santa Fe, Mexico City 01219, Mexico; [email protected] * Correspondence: [email protected] Received: 7 August 2019; Accepted: 11 September 2019; Published: 28 September 2019 Abstract: The interest in sustainable business models has grown rapidly in recent years. Although some progress has been made in identifying this concept and making the practices more sustainable, little is known about the organizational design that is most appropriate for creating new business models or implementing changes in existing ones towards a sustainability approach. This paper presents a review of sustainable business models in terms of the key factors that influence firm design based on organization theory. We retrieved 394 Journal Citation Reports papers from the WoK and Scopus databases, identifying 19 papers that have addressed the interplay between both constructs. We used the Galbraith Star Model to analyze the selected papers. We discuss three key findings for the cross-fertilization of both literatures: (i) the extension of the design elements outside the firm boundaries at the inter-organizational and ecosystem levels; (ii) the emphasis on certain design elements (strategy, process, people, structure) rather than others (rewards); and (iii) the use of the organizational design construct as a tactic tool for strategy execution of the sustainable business model.
    [Show full text]
  • Community-Based Cooperatives: a New Business Model for the Development of Italian Inner Areas
    sustainability Article Community-Based Cooperatives: A New Business Model for the Development of Italian Inner Areas Luigi Mastronardi and Luca Romagnoli * Department of Economics, University of Molise, 86100 Campobasso, Italy; [email protected] * Correspondence: [email protected] Received: 4 February 2020; Accepted: 6 March 2020; Published: 8 March 2020 Abstract: Italian municipalities distant from main service supply hubs are defined by the Development Ministry as “inner areas”. A new business model, called community-based cooperatives, has recently developed in these areas. The name itself highlights the strong link between these firms and the local population. Their essential features are the pursuit of general interest and the creation of partnerships. This research explores the potential contribution of these enterprises to the growth of Italian inner areas. The data come from a direct survey, and the methodology includes text analysis techniques and correspondence analysis to create useful concept maps that define the paths that community-based cooperatives can take to regenerate their territories. The results highlight the critical issues of inner areas and the needs of their communities, together with the potential fields of business for the establishment of a community-based cooperative. In conclusion, these new firms may lead to real and enduring benefits to local communities. They could also contribute to demographic decline inversion by introducing new practices that reduce inequalities, enhance social, natural, and artificial capital, and boost the sustainable development process. Keywords: cooperation; community; place-based approach; content and sentiment analysis; correspondence analysis; inner areas; Italy 1. Introduction Inner areas (IAs) are municipalities that are distant from cities but capable of offering some essential services, which condition the standard of living for residents and their degree of social inclusion [1].
    [Show full text]
  • Discovering the Fundamentals of Operations Management
    Chapter 1 Discovering the Fundamentals of Operations Management In This Chapter ▶ Understanding the function and value of operations management ▶ Getting a handle on business models and processes ▶ Facing key challenges in operations management perations — a set of methods that produce and deliver products and Oservices in pursuit of specific goals — are the heartbeat of every kind of organization, from iron foundries and hospital emergency wards to high finance and professional services. Well-designed operations enhance prof- itability. Poor operations, at best, equal ineffective processes and wasted resources. At worst, poor operations can drive a company out of business. Therefore, managing operations with competence is vital to meeting strategic goals and surviving financially. In this chapter we point out what’s part of operations and what isn’t. We also describe key concepts in the world of operations and tell you what you can do to improve operations in a business or any other type of organization. Defining OperationsCOPYRIGHTED Management MATERIAL When most people think of operations management, if any picture comes to mind at all, an image of a large factory billowing smoke often emerges. And, yes, factories that billow smoke are indeed performing operations, but 005_9781118551066-ch01.indd5_9781118551066-ch01.indd 7 66/25/13/25/13 22:40:40 PMPM 8 Part I: Getting Started with Operations Management they’re only a small subset of everything that’s involved with operations management. Ultimately, operations determine the cost, quality, and timing of every interaction an organization has with the people it serves. In this section we tell you exactly what operations management is — and what it’s not.
    [Show full text]
  • The Role of Business Model in Managing Organization
    THE ROLE OF BUSINESS MODELS IN MANAGING ORGANISATIONS IN TURBULENT TIMES Joanna Świerk Maria Curie-Sklodowska University in Lublin, Poland [email protected] Abstract: Nowadays, the concept of a business model has been widely discussed both in the literature and business practice. In the article, the author presents different approaches to its definition. In general, a business model describes how an organization creates, delivers, and captures value in economic, social, cultural or other contexts. The model includes elements of a business, as well as the revenues it generates and expenses it incurs. In addition, the relationship between a business strategy and a business model of an organization has been discussed. The aim of this article is to demonstrate the business model and its relationships with the strategy as a tool used by modern enterprises. The business model is an important component in managing an organization. In order to face challenges of the changing business environment, enterprises should design business models in a flexible manner to build sustainable competitive advantage. Keywords: definition and components of a business model, strategy, managing organisations, turbulent environment 785 1. INTRODUCTION The present-day economy, characterised by dynamic and turbulent changes, forces enterprises to implement new management concepts and ideas. During their selection, the concepts of building competitive advantage play an important role. Due to unpredictability and instability of the environment, internal changes within companies are necessary for survival and commercial success. The most important business changes to be considered by managers today include the different playing field and change in the key resources – moving away from raw materials and financial resources to focus on intellectual property and human capital (Leszczewska, 2013, pp.
    [Show full text]
  • Business Model Design and the Performance of Entrepreneurial Firms
    Business Model Design and the Performance of Entrepreneurial Firms By Christoph Zott INSEAD Euro-Asia Center 006 Boulevard de Constance 77305 Fontainebleau Cedex FRANCE Telephone: 33 1 6072 4364 Fax: 33 1 60 72 42 23 E-mail: [email protected] and Raphael Amit The Wharton School University of Pennsylvania 3620 Locust walk Philadelphia, PA 19104-6370 Telephone: (215) 898-7731 Fax: (215) 573-7189 E-Mail: [email protected] August 3, 2006 Both authors contributed equally to this article. Christoph Zott gratefully acknowledges financial support from the Alliance Center for Global Research & Development, and the Rudolf and Valeria Maag Fellowship in Entrepreneurship. Raffi Amit acknowledges generous financial support of the Wharton e- business initiative (a unit of the Mack Center for Technological Innovation at the Wharton School), and the Robert B. Goergen Chair in Entrepreneurship at the Wharton School. Both authors thank Iwona Bancerek, Amee Kamdar, and Jenny Koelle for their research assistance. We are grateful to Rich Burton and to two anonymous reviewers for helpful comments. For insightful comments during the development of this study, we would like to thank Eric Bradlow, Hubert Gatignon, Lorin Hitt, Ha Hoang, Quy Huy, Aba Krieger, Anita McGahan, Werner Reinartz, Nicolaj Siggelkow, Belen Villalonga, and seminar participants at Washington University in St. Louis and at the Wharton School. Business Model Design and the Performance of Entrepreneurial Firms Abstract We focus on a particular organization design issue – namely, the design of an organization’s set of boundary-spanning transactions – to which we refer as business model design, and ask how business model design affects the performance of entrepreneurial firms.
    [Show full text]
  • ERP Strategy & Roadmap
    ERP Strategy & Roadmap Enterprise Applications Business and technology changes force organizations to redefine their ERP strategy and underlying ERP roadmap. New developments provide great opportunities but also bring new complexities. Your ERP strategy and roadmap form the foundation upon which you can successfully align your IT landscape with your business strategy and help you get the most value out of your ERP systems. Why ERP strategy matters ERP-enabled transformation Organizations face internal and external forces arising from Defining an ERP strategy and roadmap is not an isolated stakeholder expectations, growth, regulations, competition activity. It is the foundation for a future state situation and is as well as technological advances that trigger the need to used as the starting point of a bigger transformation (re)define the ERP strategy. The ERP’s success will hinge on enabled by ERP, such as integrating acquired businesses, its ability to adapt to these changing business conditions. changes in the business model, business process redesign. Different expectations and the need to focus on both Alignment of ERP and business strategy maintaining current ERP and innovating towards future ERP Your ERP and related applications support your business result in tough choices having to be made. In the quest to processes, and therefore it is crucial that the ERP strategy find the balance between lowering costs and increasing is always considered from both an IT and business value from ERP, an effective ERP strategy and roadmap will perspective. This approach ensures that besides classic IT help you to navigate the strategic challenges. themes such as the total cost of ownership and maintenance, business topics such as the standardization, simplification and integration of processes are also included so that your ERP strategy is efficiently aligned with your business strategy.
    [Show full text]
  • Business Process Modelling and Enterprise
    TASK QUARTERLY vol. 19, No 4, 2015, pp. 429–444 BUSINESS PROCESS MODELLING AND ENTERPRISE IMPROVEMENT ANALYSIS KRYSTYNA DZIUBICH Faculty of Electronics Telecommunications and Informatics Gdansk University of Technology Narutowicza 11/12, 80233 Gdansk, Poland (received: 2 June 2015; revised: 3 July 2015; accepted: 10 July 2015; published online: 1 October 2015) Abstract: The main trends in developing an approach and tools for business process modelling are discussed. Business Process Management (BPM) and BPM Notation (BPMN) are presented. Moreover, the possibilities of C2 NIWA in a wide range of these tools running on a supercomputer are suggested. Firstly, the company development strategy can be planned. Secondly, quick and flexible changes of its processes can be modelled, analysed and implemented. An example of a business process is also presented. Keywords: business process management, BPMN, business process automation, business ar- chitecture 1. Introduction Improving the operation of an organization requires acquiring deep knowl- edge about the organization itself. It is possible to understand the purpose and operation of a company by defining a strategy and business modelling. Particu- larly, an efficient way to describe a company is to identify and define the business processes performed by an organization. Thereby, it is also possible to verify whether the actions of the organization follow the defined strategy and produce the expected outcome. A frequently used technique for increasing the effectiveness of a company is Business Process Management (BPM). Multiple software tools and systems supporting a process-based approach are available, from tools for defining processes in the BPMN notation and achieving process maturity, to process au- tomation in the BPM Suite environment.
    [Show full text]
  • Think.COOP by International Labour Organization (ILO) Is Licensed Under a Creative Commons Attribution-Noncommercial-Sharealike 3.0 Unported License
    AN ORIENTATION ON THE COOPERATIVE BUSINESS MODEL TRAINING GUIDE Think.COOP by International Labour Organization (ILO) is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License. Think.COOP has been developed as a low-cost, easy to use training tool for those interested in establishing or joining a cooperative. It draws on technical content from existing materials in different ILO cooperative training tools and peer-to-peer, activity based learning methodology from the ILO’s Community-Based Enterprise Development (C-BED) programme, Think.COOP provides simple information on the basics of cooperatives. At the end of the one-day orientation, participants are expected to: • Understand what a cooperative is (values and principles, differences from other forms of organizations and enterprises etc.) • Understand the specific benefits and challenges related to cooperative model compared to other types of enterprises or economic organizations; and • Be able to make an informed and conscious decision of whether a cooperative might be a suitable business option for the participant. To learn more about the ILO’s work on cooperatives visit www.ilo.org/coop or email: [email protected] To learn more about the ILO’s peer-to-peer, activity based learning methodology visit www.cb-tools.org Acknowledgements Think.COOP was developed collaboratively by the ILO Decent Work Team Bangkok and the Coopera- tives Unit of the Enterprises Department of the ILO. Text was drafted by Marian E. Boquiren. Think.COOP ILO Enterprises Department
    [Show full text]
  • Business Model Canvas for Start-Up Company Bachelor Thesis Degree
    Strategic Management: Business Model Canvas for Start-Up Company Bachelor Thesis Degree Program in Tourism 2016 Abstract Date of presentation Degree programme Author or authors Group or year Anna Sonninen. of entry 2016 Title of report Number of Strategic Management: Business Model Canvas for Start-Up pages and Company appendices 39 + 2 Thesis is written about development of Kakunpala as a Start-Up Company, because development processes and ideas are the key factors for future success of the company. The aim of this thesis is to understand Strategic Management of the Company and Development processes,by using the SWOT analysis before and after develpment and by appplying Business Model Canvas template to the Start-Up Company, and by describing Customer Journey: what relations Kakunpala has with clients and its processes. In addition, benchmarking research and analysis are helping to understand additional tools of leading the company and possible ways of keeping the connection between Company, its Product or Service and Customer needs. By applying the above mentioned factors, Kakunpala made a development plan, which consists of actual steps to do. The goal of the thesis – to make a development plan, by applying the successful ideas from Dergousova Agency and Rafanelli Events to Kakunpala. Keywords Canvas Template, Business Models, Strategic Management, Service Design, Customer Journey, Start—Up Company, Benchmarking, Development. Table of contents 1 Introduction ........................................................................................................................
    [Show full text]
  • Architecting an Operating Model a Platform for Accelerating Digital Transformation
    FEATURE Architecting an operating model A platform for accelerating digital transformation Anne Kwan, Maximilian Schroeck, and Jon Kawamura PART OF A DELOITTE SERIES ON DIGITAL INDUSTRIAL TRANSFORMATION Architecting an operating model to accelerate digital transformation Many transformation efforts begin with reinventing the operating model. How to keep such a big project on track? This article, fourth in a series, explores how successful transformations align models with clear strategies. Introduction change in their operating models within three years.1 Across a broad spectrum of sectors, artificial intel- ligence (AI), digital, the Internet of Things (IoT), But leaders see establishing those operating mod- process automation, and other technologies are els as their top challenge in achieving digital shifting value from manufacturers and distributors transformation.2 So how might they move forward? to companies that operate end-to-end platforms Reviewing transformations across industries and provide outcomes as-a-service. For many reveals a common theme: Successful transforma- enterprises, that means constant change and dis- tions realign the organization to a singular vision; ruption—and a growing threat of market failed endeavors typically do not. In short, an orga- obsolescence. nization has a far better chance at succeeding when an operating model—or how an organization cre- Leaders, revising their five-year plans every quar- ates value—is aligned to the strategy. And this ter, are seeking ways to constantly reinvent their means that, for transformations to succeed, leader- companies to stay ahead of the pack, with competi- ship teams should examine and possibly revise tors of varying capabilities and scale and customers their organizations’ operating models.
    [Show full text]