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{PDF} Winning in Emerging Markets: a Road Map for Strategy And WINNING IN EMERGING MARKETS: A ROAD MAP FOR STRATEGY AND EXECUTION PDF, EPUB, EBOOK Krishna G. Palepu, Tarun Khanna | 272 pages | 18 May 2010 | Harvard Business Review Press | 9781422166956 | English | Boston, MA, United States [PDF] Winning in Emerging Markets: A Road Map for Strategy and Execution | Semantic Scholar A transformation requires a catalyst. For many technology organizations, the cloud has been this catalyst, freeing up resources and talent to tinker, create, and test products and providing better scalability, agility, and security without a significant capital outlay. Technology leaders estimate that they will spend 44 percent of their technology budgets on cloud and Software as a Service SaaS solutions in three years. Fresh talent can often infuse organizations with the new skills and thinking required to reimagine technology. However, moderation is advisable: Current talent has invaluable business context, history, experience, and relationships that can be leveraged to build trust and credibility. When a wave of external hires is tasked with executing rapid transformation while learning the ropes of a new job, costly mistakes can happen. A mix of internal and external talent is often the right answer; increasingly, companies are looking across the talent continuum for creative ways of accessing talent and skills. Changes in senior leadership typically have an exponentially larger impact than new entry- or mid-level hires. One CIO who hired three new external direct reports out of a total of seven found that the new leaders helped encourage existing staff to be less resistant to change. Nothing is sacred. Complex projects such as ERP implementations can take years to complete, outlasting multiple management changes. One CIO who inherited such a project decided to terminate it, even though the effort was already 18 months in the making. Costs were skyrocketing, and he was confident that that the remaining project expense would be better spent on a business application that could dramatically increase operational efficiencies. Tackle technical debt. Many organizations have taken on technical debt due to inefficient code, systems, or processes—usually caused by resource and time constraints during initial project deployment. Technical debt can lead to complex, fickle, and rigid technology environments; a buildup of technical debt can extend project deadlines, increase costs, and become an obstacle of long-term agility and growth. Reducing technical debt can be a daunting and expensive task that can take years, a luxury that most CIOs lack. Have a clear, consistent narrative. Change initiatives typically require enormous amounts of communication and change management, including a clear narrative and messaging, jointly created by the technology and business functions, which describes the purpose and objectives of the reimagining technology initiative. Many organizations change the name of the IT function to suggest that the traditional IT function no longer exists and that the new function is operating under new mandates, operating model, and rules of engagement. Create a consortium or ecosystem. Cocreation does not usually occur in a vacuum. Businesses have access to an abundance of technologies and talent via ecosystems of internal and external business partners that can accelerate cocreation and share technical and financial risks and rewards. Joining or creating a consortium or a less formal partner ecosystem can provide access to a pool of resources that can benefit all participants. Redraw the map. The proposed change in the technology operating model typically requires business and technology functions to come together to realign important boundary conditions: culture, leadership, talent, and incentives. Collectively, these should be realigned to match the unified business—technology strategy. Accountability breeds responsibility. If the business and technology functions are to jointly cocreate solutions and products, every team member is accountable for the success of the product. Roles, responsibilities, and accountabilities should clearly be identified up front and performance consistently measured against accountabilities and outcomes. Identifying and measuring cultural and behavioral goals and rewarding progress can help ensure accountability and deliver business outcomes. Jeremy Arnold was instrumental in helping us with interviews, reviews, and launch planning, and Tiffany Stronsky provided her expertise in marketing, public relations, and social media. Junko Kaji, Rithu Thomas, Preetha Devan, Mike Boone, Kevin Weier, and the entire Deloitte Insights team continue to provide outstanding editorial and production skills and immeasurable support, patience, and flexibility. Lafley and Roger L. View in article. Based on personal knowledge of the authors. Bill Briggs et al. Allan V. Briggs et al. CIOs lead unique and complex lives—operating at the intersection of business and IT to deliver value to their organizations. The program provides distinctive offerings to support the CIO career life cycle through leadership development programs, immersive lab experiences, insights on provocative topics, and career transition support to complement the technology services and solutions we provide to our clients. With more than 20 years of experience, Tweardy brings a big-picture understanding of the business dynamics that drive—and, increasingly, are driven by—disruptive technologies. A recognized leader in technology strategy and a senior chief information officer CIO fellow for the consumer industry segment, Tweardy helps clients reimagine business models, aligning technology initiatives to drive exponential value through continuous reinvention. As chief technology officer, Bill Briggs helps clients anticipate the impact that emerging technologies may have on their business in the future and how to get there from the realities of today. Khalid has served as a trusted advisor to large, multinational clients, and has decades of experience helping technology leaders anticipate and plan for the impacts of new technology. See something interesting? Simply select text and choose how to share it:. Reimagining the role of technology has been saved. Reimagining the role of technology has been removed. An Article Titled Reimagining the role of technology already exists in Saved items. Social login not available on Microsoft Edge browser at this time. Viewing offline content Limited functionality available. Welcome back. Still not a member? Join My Deloitte. Article 17 minute read 13 May Khalid Kark United States. Bill Briggs United States. Sep 08, Marks54 rated it really liked it. This is a book about how firms competing in emerging markets succeed. It is written by two Harvard Business School stars, so you know right away that it will have a unifying framework of some sort, which is then applied to a variety of firms and circumstances. Envisage it as an outline for a semester or quarter class at HBS, which you could supplement by purchasing additional articles or case studies about the specific firms discussed. As these books go, this is a good one and fairly enjoyable. It is particularly noteworthy for two reasons -- the framework employed and the particular variety of firms discussed. The framework focuses on "institutional voids". What are those? Those are the different ways in which emerging markets are different from developed or "emerged", I guess markets. Developed markets are what we have in the US and Europe and Japan, more or less. The economic assumption is that to do well, firms need to be in competitive enough markets, but that if the market is structurally troubled, then business cannot be conducted and firms cannot make any money. If the market has a completely bad structure, then it does not make sense to be there Somalia, for example. However, if the market is only missing some of the factors that make Western markets workable, then the firm can take steps to adjust. The "institutional voids" are what different emerging markets are missing. The book proceeds by providing examples of how specific companies Microsoft to steps to adjust for shortcomings of specific markets China and by successfully adjusting became profitable. The other strength of the book is that it does not just focus on western firms, but also includes firms that are developing out of emerging markets to compete globally -- Tata Industries, for example, or Ayala -- a firm from the Phillipines. The book also covers a wide range of markets, including not just India and China, but also Brazil and Turkey. The shortcoming of a book like this is that once you get the idea of the framework, you can see where the country examples are going without too much trouble -- so if you already know something about the markets, the insight-per-page value is used up fairly quickly. There are insights to get, however, and this book is far superior to typical trade approaches to winning in world markets, competing in India, or China, or Russia, or Brazil. The book is easy to read by adds value over straight description or a travel log. Those who wish to adventure further can but cases directly from the hbs publishing website and download them for additional info. Jun 04, Liam rated it it was amazing. Ideally, every economy would provide a range of institutions to facilitate the functioning of markets, but developing countries fall short in a number of ways. These institutional voids mak a market 'emerging' and are a prime source of higher transaction costs and operating challenges in these markets. Apr 18, David rated it it was amazing. A fantastic piece of work for anyone interested in trade and value networks. May 11, Ginger rated it really liked it. I had to read this for a board meeting. Krishna is a brilliant guy and the concepts are "a-ha" kinds of thinking. Very interesting if you are thinking about global expansion of any business. David Wu rated it it was amazing Oct 24, Stockfish rated it it was amazing Mar 17, Cynthia Rennolds rated it it was amazing Mar 25, Khanna was born in India, in In , he enrolled for a B. He then turned to business studies and economics; and earned a Ph.
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