Digital Economy Report 2019 (Overview)
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Assessing the Digital Economy: Aims, Frameworks, Pilots, Results, and Lessons Nagy K
Hanna Journal of Innovation and Entrepreneurship (2020) 9:16 Journal of Innovation and https://doi.org/10.1186/s13731-020-00129-1 Entrepreneurship RESEARCH Open Access Assessing the digital economy: aims, frameworks, pilots, results, and lessons Nagy K. Hanna Correspondence: nagyhanna@ comcast.net Abstract World Bank, Bethesda, MD, USA The article discusses the motivations for a holistic assessment of the digital economy. It outlines the pilot assessment program initiated by the World Bank Group and describes the assessment frameworks, tools, and processes deployed in selected pilot countries. It identifies the common challenges faced and lessons learned from applying these assessments in different contexts. These challenges include prioritizing digital diagnosis objectives, addressing inequality and poverty issues, securing participation and partnership of stakeholders, addressing implementation challenges, and integrating digital transformation strategy into a country development strategy. Other challenges include harnessing digital innovation and entrepreneurship, mobilizing local demand for the new technologies, engaging business in digital diagnosis, and adopting multi-disciplinary and whole-of-society approaches. The article addresses the implications of these challenges and draws broad lessons and practical recommendations for developing countries and aid agencies. Keywords: Digital economy, Digital development, Digital technologies, Digital innovation, Digital entrepreneurship, Digital strategy, Disruptive technologies Introduction A key aim of this article is to provide just-in-time learning from the rich experiences gained from developing digital economy (DE) assessment tools and piloting them in di- verse country contexts. Related aims are to share lessons on the effective use of these tools to enhance the quality of diagnostic advice, and improve the data that may be shared and used to inform the advice and subsequent digital strategy formulation. -
Technology Fast 50 Turkey Winners and CEO Survey 2016 A
T Technology Fast 50 50 2016 TURKEY Technology Fast 50 Turkey Winners and CEO Survey 2016 A world of possibilities November 2016 Technology Fast 50 Turkey Winners and CEO Survey 2016| A world of possibilities Foreword 1 Overview 2 Technology Fast 50 Turkey Program 4 The benefits of participating at Technology Fast 50 program 5 Technology Fast 50 Turkey 2016 Partners 7 Fast Facts 14 Technology Special Award 17 Big Stars 19 The Winners: Top ten companies 24 Technology Fast 50 Turkey 2016 winners profiles 36 Technology Fast 50 Turkey 2016 CEO survey 59 02 Technology Fast 50 Turkey Winners and CEO Survey 2016| A world of possibilities Foreword It’s my great pleasure to announce the results of the 11th Deloitte Technology Fast 50 Program aims nothing but to Deloitte Technology Fast 50 Turkey Program. encourage our technology ecosystem to innovate, excel, and inspire further. We believe that these recognized winners will Over the last ten years, we have been placing the fastest growing lead the growth and development in the industry. Turkish technology companies in the spotlight. Every year, we discover new entrants and witness the inspirational growth We would like to thank our long-standing partners MOBILSIAD, of the previous winners, feeling proud of Turkey’s technology TBD, TBV, TESID, TTGV, TUBISAD, and YASAD for their companies as they get local and global recognition. collaboration and support in making this program a success. Deloitte is proud to be part of this distinguished community and When we look at the past ten years, we see that 213 Turkish help our technology companies earn the global recognition they companies were ranked in the Program. -
Turkcell the Digital Operator
Turkcell the Digital Operator Turkcell Annual Report 2018 About Turkcell Turkcell is a digital operator headquartered in Turkey, serving its customers with its unique portfolio of digital services along with voice, messaging, data and IPTV services on its mobile and fixed networks. Turkcell Group companies operate in 5 countries – Turkey, Ukraine, Belarus, Northern Cyprus, Germany. Turkcell launched LTE services in its home country on April 1st, 2016, employing LTE-Advanced and 3 carrier aggregation technologies in 81 cities. Turkcell offers up to 10 Gbps fiber internet speed with its FTTH services. Turkcell Group reported TRY 21.3 billion revenue in FY18 with total assets of TRY 42.8 billion as of December 31, 2018. It has been listed on the NYSE and the BIST since July 2000, and is the only NYSE-listed company in Turkey. Read more at www.turkcell.com.tr/english-support All financial results in this annual report are prepared in accordance with International Financial Reporting Standards (IFRS) and expressed in Turkish Lira (TRY or TL) unless otherwise stated. TABLE OF CONTENTS TRY Turkcell Group 16 Chairman’s Message 21.3 20 Board of Directors 22 Message from the CEO billion 26 Executive Officers 28 Top Management of Subsidiaries REVENUES 30 Turkcell Group 31 Our Vision, Target, Strategy and Approach 32 2018 at a Glance 34 2018 Highlights 36 The World’s 1st Digital Operator Brand: Lifecell 37 Turkcell’s Digital Services 2018 Operations 38 Exemplary Digital Operator 40 Our Superior Technology 41.3% 46 Our Consumer Business EBITDA 52 Our -
Unlocking the Value of the Platform Economy
Unlocking the value of the platform economy Mastering the good, the bad and the ugly November 2018 Foreword Everyone and everything is connected these days. This development has given rise to a new type of organization: digital platform organizations (hereafter simply: platforms) that provide digital infrastructures where individuals and organizations can find each other and coordinate their activities on a very large scale. These platforms add convenience, transparency and trust to all kinds of markets and ecosystems. And in the process, often creates a lot of new consumer welfare. The platform model is rapidly finding its way into a broader range of sectors, up the value chain into B2B markets and is increasingly driven by large incumbent companies. In the emerging platform economy, at first glance most platforms are “just an online store” (Amazon, Bol.com), “just a smart taxi service” (Uber) or “just a way to earn something on the side” (Deliveroo, Temper). In reality, such platforms operate as both orchestrators and regulators of multi-sided markets, where they set and enforce their own rules on how this market should function. There’s good and bad news in this: most rules help to make the market (much) more efficient, but many simultaneously increase the power of the platform over its users. And as platforms move to increasingly important aspects of our lives (from entertainment and shopping to our jobs, housing, healthcare, finances, mobility), their broader impact on the economy and society as a whole, as well as their broader future potential, are now becoming apparent. And while their negative impact on income security, antitrust, privacy and fake news is coming under intense public scrutiny, their positive effects such as their major contribution to consumer welfare seem to be going largely unnoticed. -
Making Innovation Work, First Edition
Praise for Making Innovation Work, First Edition “This is the book I wish I had read thirty years ago. Making Innovation Work is an important resource for leaders who are trying to improve innovation in their organizations. It’s crammed with examples and practical ideas that can trigger improvements in innovation, starting tomorrow!” —Lew Platt, Chairman of Boeing, former Chairman and CEO of HP, and former CEO of Kendall-Jackson Wine Estates “Davila, Epstein, and Shelton remind us that even if the end product is rocket science, the process need not be. To the contrary, tried-and-true practices of management, process, metrics, and incentives are all that it takes to let innovation happen consistently.” —Andrew Beebe, President, EnergyInnovations “Making Innovation Work is a fresh approach to systematically manag- ing innovation. It integrates the innovation management literature in a way that is insightful, creative, as well as pragmatic. Davila, Epstein, and Shelton have particularly fresh insights on learning, culture, leadership, and executing change. This book will be of great help to those managers leading innovation and change.” —Michael Tushman, Paul R. Lawrence MBA Class of 1942 Professor of Business Administration, Graduate School of Business, Harvard Uni- versity, and author of Managing Strategic Innovation and Change and Winning through Innovation “This impressive book offers specific techniques for driving systematic, repeatable, and managed innovation at all levels in your company. It will help you build a balanced portfolio that integrates both incremental and radical innovations—so you can sustain growth indefinitely, instead of flaming out.” —Guerrino de Luca, President and CEO, Logitech “Making Innovation Work provides an excellent roadmap to innova- tion: its various facets, why each facet matters, and how they can be enhanced—separately and collectively—in any organization. -
Creating Growth Platforms Working to Deliver Sustainable Long-Term Revenue Growth Realizing Value Series
Creating growth platforms Working to deliver sustainable long-term revenue growth Realizing value series It is widely known organic growth is challenging, but well-rewarded. This is driven by one simple idea: organic growth is the best indicator of whether management has the necessary insight and judgment to make the best use of company resources. Growth platforms are a means to identify, prioritize and organize for growth. They are the potential business units or divisions of the future. Robert Browne Dr. Christoph Zinke KPMG in the UK KPMG in China Global Strategy Group Ronan Gilhawley Daniel Shaughnessy KPMG International KPMG in Australia KPMG in the US © 2016 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à- vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. Creating growth platforms 2 The importance of organic growth... …But the difficulties faced by organizations in delivering it. For some companies, their culture is to aim high for but perhaps also to further their own reputation and growth (and risk missing) rather than low, but perhaps career. more realistically. We frequently hear executives declare they “want to grow faster than the market”, a recent There is another fundamental problem, however, in example being an executive at a global luxury company that many companies simply don’t have a framework or that set a target to double the size of their business in process for growth. -
David Clough
June 2020 DAVID R. CLOUGH [email protected] · +1 604 822 5413 · www.davidrclough.com · @David_Clough1 2053 Main Mall, Vancouver, BC Canada V6T 1Z2 ACADEMIC POSITIONS Sauder School of Business, University of British Columbia 2017 – Assistant Professor Organizational Behaviour and Human Resources Division Entrepreneurship & Innovation Group RESEARCH INTERESTS Technology strategy, organization theory, organizational learning, social networks, entrepreneurship EDUCATION INSEAD 2012 – 2017 PhD in Management (Entrepreneurship & Family Enterprise Area) Dissertation: “Coordination and Interorganizational Networks in Innovation Ecosystems” Committee: Philip Anderson (Chair), Jason Davis, Henrich Greve, Henning Piezunka The Wharton School, University of Pennsylvania Fall 2013 Visiting PhD Student King’s College, University of Cambridge 2005 – 2009 BA, MEng in Manufacturing Engineering RESEARCH Publications Clough, D. R., & Piezunka, H. (2020). Tie Dissolution in Market Networks: A Theory of Vicarious Performance Feedback. Administrative Science Quarterly, Forthcoming. Clough, D. R., Pan Fang, T., Vissa, B., & Wu, A. (2019). Turning Lead Into Gold: How do Entrepreneurs Mobilize Resources to Exploit Opportunities? Academy of Management Annals, 13(1): 240-271. Conditionally accepted papers “Platform Diffusion at Temporary Gatherings: Social Coordination and Ecosystem Emergence” Tommy Pan Fang, Andy Wu, and David R. Clough. Conditionally accepted at Strategic Management Journal. Refereed ‘best paper’ conference proceedings “Untangling the Behavioral and Relational Antecedents of Learning Traps in Inter-Organizational Ties” David R. Clough and Philipp Reineke. (2017). In Guclu Atinc (Ed.), Proceedings of the Seventy-seventh Annual Meeting of the Academy of Management. “From Chicken-or-Egg to Platform Ecosystem: Mobilizing Complementors by Creating Social Foci” Tommy Pan Fang, Andy Wu, and David R. Clough. (2019). In Guclu Atinc (Ed.), Proceedings of the Seventy- ninth Annual Meeting of the Academy of Management. -
Recapturing the Perrigo Advantage
Recapturing The Perrigo Advantage Investor Day May 9, 2019 This information is confidential and was prepared by ACME Corp.; it is not to be relied on by any 3rd party without ACME's prior written consent Forward Looking Statements Certain statements in this presentation are “forward-looking statements.” These statements relate to future events or the Company’s future financial performance and involve known and unknown risks, uncertainties and other factors that may cause the actual results, levels of activity, performance or achievements of the Company or its industry to be materially different from those expressed or implied by any forward-looking statements. In some cases, forward-looking statements can be identified by terminology such as “may,” “will,” “could,” “would,” “should,” “expect,” “forecast,” “plan,” “anticipate,” “intend,” “believe,” “estimate,” “predict,” “potential” or the negative of those terms or other comparable terminology. The Company has based these forward-looking statements on its current expectations, assumptions, estimates and projections. While the Company believes these expectations, assumptions, estimates and projections are reasonable, such forward-looking statements are only predictions and involve known and unknown risks and uncertainties, many of which are beyond the Company’s control, including: the timing, amount and cost of any share repurchases; future impairment charges; the success of management transition; customer acceptance of new products; competition from other industry participants, some of whom have greater marketing resources or larger market shares in certain product categories than the Company does; pricing pressures from customers and consumers; resolution of uncertain tax positions, including the Company’s appeal of the Notice of Assessment (the “NoA”) issued by the Irish tax authority and the Notice of Proposed Assessment (“NOPA”) issued by the U.S. -
Aligning HR to the CEO Growth Agenda
Aligning HR to the CEO Growth Agenda Compliments of Accelare Accelare is the leading provider of operating model design and management tools on the Microsoft Share- point platform. Accelare’s WhatFirst toolset provides the fastest, lowest cost and most effective environment for developing and managing a modern process or capabil- ity based operating model and using it to manage the performance of the organization. Visit us on the web at www.accelare.com or contact Richard Lynch at 781.961.1760 to learn more about the role capabilities play in core business fitness and growth. Aligning HR to the CEO Growth Agenda Donald L. Laurie & Richard Lynch hroughout much of the 1990s and early of the bottom line, has shifted to the top line. 2000s, CEOs were rewarded for cost Covering the views of 658 CEOs from more than reduction and cost containment. To 40 countries, the 2006 Conference Board’s Sixth compete in the global arena, Boards Annual Survey1 found that: Tdemanded dramatic improvement in efficiencies. In the United States, the top future challenges Companies such as General Electric, Motorola, will be how to sustain and generate steady and Allied Signal fueled the trend by reporting top-line growth. Profitable growth and product 10 times or higher ROIs from their Six Sigma innovation were also high up on the list. programs. With a clear focus on the bottom line CEOs based in Europe are most concerned and tantalizing ROIs, companies invested heavily with speed, flexibility, and adaptability to to get lean, outsource nonstrategic work, improve change, followed by profit growth and quality, and introduce better products. -
Increasing Investment in Priority Growth Platforms
2018 Investor Day Mike Roman Chief Executive Officer November 15, 2018 Today’s meeting highlights • Our 3M Value Model positions us to win • Four strategic priorities delivering value for our customers and shareholders • Portfolio management … more to do • Transformation … enhancing customer experience • Innovation … accelerating priority growth platforms • People and culture … developing and advancing • Balanced and disciplined capital allocation • Announcing new 2019 – 2023 financial objectives; previewing 2019 outlook 15 November© 3M 2018. All Rights Reserved. 2 Agenda 2018 Investor Day | Nov 15, 2018 The 3M Value Model Priorities Financial objectives 15 November© 3M 2018. All Rights Reserved. 3 The 3M Value Model VVision i s i o n Strengths Technology Manufacturing Global Capabilities Brand Priorities Portfolio Transformation Innovation People and Culture VValues a l u e s 15 November© 3M 2018. All Rights Reserved. 4 Our vision Vision Strengths Priorities Values 15 November© 3M 2018. All Rights Reserved. 5 Our strengths: the power of 3M Customer Insights Fundamental Strengths Customer First Customer Inspired Innovation Unique and differentiated value End-user focused Technology Manufacturing Global Capabilities Brand Vision Strengths Priorities Values 15 November© 3M 2018. All Rights Reserved. 6 Our priorities Delivering on our commitments for growth, value, and returns Portfolio Transformation Innovation People & Culture Fully leveraging our 3M Activating our Realizing the full potential Developing our people and value model transformation advantages of our innovation model advancing our culture Vision Strengths Priorities Values 15 November© 3M 2018. All Rights Reserved. 7 Our values Leadership Behaviors Play to win Prioritize and execute Foster collaboration and teamwork Develop others and self Innovate • Inclusion Act with integrity and transparency • Diversity Code of Conduct: Be 3M • Sustainability Be good • Respect, encourage, challenge Be honest Be fair Be loyal Be accurate Be respectful Vision Strengths Priorities Values 15 November© 3M 2018. -
1 Overview of Study “The Biopharmaceutical Research And
Overview of Study “The Biopharmaceutical Research and Development Enterprise: Growth Platforms for Economies Around the World” A new study by the Battelle Technology Partnership Practice examines the increasing efforts by other countries to grow their economies by focusing on the biopharmaceutical sector and related industries.1 As a research-intensive, knowledge-based industry, the biopharmaceutical sector supports high-wage jobs, generates exports, and is recognized by the U.S., and increasingly other countries, as an important contributor to economic growth and sustainability. While the U.S. has led the world in biopharmaceutical research and development (R&D) for the past three decades, an increasing number of countries are focusing on the biopharmaceutical sector and related industries in their economic development, innovation, and science and technology strategic plans. Battelle found that the U.S. is not improving on several key innovation indicators whereas other countries are seeing significant advances, suggesting that “the U.S. environment for innovation is showing signs of relative weakening compared with other nations in such areas as net output, exports, publications, and patents.” It should be noted however, that a favorable environment for innovation also requires a number of aspects not directly addressed in this report including strong intellectual property rights and enforcement; a well-funded, science‐based regulatory system; and healthcare payment and coverage polices that provide access to innovative therapies, among other factors. Key Findings: Battelle examined the policies and programs being implemented to promote innovation, with a focus on the biopharmaceutical and related sectors, in a mix of 18 developed and developing countries and the EU. -
The Need for Digital Intelligence
to be exposed to cyber risks online than those in more tech-savvy nations. The report found that 47% of children experienced cyberbully- ing, 11% were addicted to video games, and 10% had offline meetings with people they met online. It says that 390 million children will be at risk by 2020. In 2017, the DQ Institute launched a plan to roll out DQ programmes to more than 100 countries by 2020. The primary target will be schools and education ministries in countries experiencing rapid digital transformations. The DQ project has joined forces with some big names, including Google, Twitter and the United Nations children’s charity UNICEF, and it has received government funding from Singapore and Mexico. The goal, says Park, is to help governments understand the level of digital citizenship among students and teachers, and to help them develop their own DQ curriculum within three years. In South Korea, UNICEF is sup- porting the introduction of DQ in schools to help children manage their screen time and boost their critical thinking and technology education. “Korean children spent too much time on screens,” says a representative for UNICEF Korea, and that results in a lack of both sleep and DIGITAL EDUCATION physical activity. UNICEF Korea says that DQ skills are associated with critical think- ing, which is essential for science education. ONLINE SAFETY SÉBASTIEN THIBAULT SÉBASTIEN The need for The DQ has similarities to the intelligence quotient (IQ), emotional quotient (EQ) and social quotient (SQ, the ability to respond digital intelligence effectively after reading a person’s behavioural cues and emotions).