Long relegated to the fringes of the industrial world, social innovation is now finding its way into business practices and strategies. The related notions of emergence and self-organization are creating new, bottom-up models. Before trying to manage them, better to understand them.
Economists, as well as companies, increasingly care about the ecologic crisis. Various approaches are emerging that all strive to reduce the environmental impacts of the production and consumption of manufactured goods. Among them, functional economy belongs to the powerful trend of servitization of products. It triggers three dramatic mutations, regarding value estimation, ownership and the relation to time.
Vendor relationship management is on the rise. Though for the last ten years a powerful trend has driven marketers to trap consumers and collect their personal data in order to anticipate their wishes to the point the very idea of choice was questioned, disruptive ways of managing this relationship are emerging. Will consumers recover their freedom?
As the recent successful campaign to fund a movie based on the television show Veronica Mars proves, crowdfunding is now recognized as a reliable funding avenue for both start-ups and established firms. But the growth of the sector also creates more regulatory challenges and raises questions about the risks that funders take when they put their money behind a project.
When was the last time you rented a DVD from a rental store or through some vending machine in your neighborhood? Faced with new consumption practices, the video industry is evolving rapidly. Business proposals, methods of payment and value chains must be reinvented. But how? The digital strategy deployed by Arte France Développement provides some pointers.
Since 2008 and the collapse of Lehman Brothers, global efforts have been undertaken to improve the management of finance, reduce leveraging and increase the equity capital of financial institutions. However, all these measures lack a genuine unity and show considerable differences between nations. The implementation of the new prudential banking regulation of 2012, Basel III, is being postponed indefinitely in the United States. Back to square one for global finance?
Organizational social-media literacy is fast becoming a source of competitive advantage. Learn, through the lens of executives at General Electric, how you and your leaders can keep up.
Cloud computing is a much hyped but often misunderstood technology that is gaining traction in different industries around the world. Businesses are integrating the cloud into countless systems, from HR to finance. Full adoption and acceptance of cloud computing, however, are still far away. A recent global survey by Knowledge@Wharton and SAP's Performance Benchmarking team reveals that while the hype and excitement surrounding cloud computing is reaching a fever pitch, many businesses are still expressing concerns over cloud security and IT integration issues. While many people agree that the cloud is revolutionizing business, they still do not fully understand how it works. How will these tensions be resolved? How will the cloud transform businesses in the future? What kinds of benefits will it bring, and is it worthy of the current hype? Knowledge@Wharton discussed those questions and the survey results with David Spencer, vice president at SAP, and Don Huesman, managing director at the Wharton Innovation Group.
Try as you may, innovation can never be reduced to a mere good idea. Innovation is a process, which is played chiefly in the way those who are to implement it can successfully make novelty theirs. Quite often management tends to overlook this process of appropriation, or to consider it only in terms of hindrances and obstacles. How, on the contrary, can the internal resources of organizations be enhanced and mobilized? The answer is straightforward: by developing a culture of cooperation, which allows for some degree of transgression… and also makes way for emotion.
Just as the Internet enabled anyone with a computer to become an entrepreneur, today's newest technologies have spawned a do it yourself micro-manufacturing movement, so anyone can be both inventor and manufacturer. Chris Anderson's new book, Makers: The New Industrial Revolution, explains how all the pieces are coming together - from more affordable 3D printers to crowd-sourced designs - to create the conditions for a new way of manufacturing. In this interview with Knowledge@Wharton, Anderson talks about the ways in which technology is changing the limits of what inventors can do, what the Maker Movement is, why he started DIY Drones and how the new technologies will drive the global economy.
Is the globalization wave starting to wane? Various recent indicators suggest that Western companies have started reshoring manufacturing jobs, those qualified and well-paid jobs that provided a social platform for the development of industrialized countries. But experts disagree on both the magnitude and the meaning of this phenomenon. Only on one fact do they agree: the United States will be the largest lab of the reshoring process.
Enterprise mobility is poised to fundamentally change the IT landscape. Here's an overview of the opportunities and some early lessons on how to manage the associated security risks, costs, and organizational challenges.
Has international trade come to a standstill with the crisis that started in 2008? Things are not that simple, says the Director-General of the WTO. While protectionist pressures may appear here and there, the real question revolves around the growing complexity of trade and the structural limits inherent to the technique of negotiation rounds undertaken by member states.
With its brand new millionaires and a booming middle class, China is a dream come true for major luxury brands. But it is fraught with pitfalls – and, from design to marketing, these command a revamping of many practices. In the line of fire comes a fundamental question: is the Chinese market going to overhaul our Western conception of luxury?
Companies once viewed corporate social responsibility (CSR) programs with general skepticism and even contempt. How times have changed. Today, businesses around the world, spurred by consumers as well as a rising generation of more socially conscious leaders, are making CSR a priority, embedding it into their operations and using it to attract and keep talent.
The CEO of Paris-based AXA Private Equity is on the Forbes list of the world's 100 most powerful women. Recently, Senequier has turned her attention to the U.S. market, acquiring investment portfolios from Bank of America and Citigroup. In this interview, she discusses the European debt crisis and notes that although the private equity market will perform strongly in the long term, exits may get delayed in the new environment.
Europe's economic crisis continues, and the way it plays out will decide the future course of the world economy. Among those who are trying to steer the continent, and especially the euro zone, away from the edge of the precipice is Christine Lagarde, managing director of the International Monetary Fund. She has recommended policies such as deeper economic integration and higher firewalls to turn Europe around. Ms. Lagarde also has the delicate task of restructuring the IMF so that fast-growing emerging economies have a voice in the institution that is commensurate with their increasing economic clout, without alienating other member countries.
Developing the Chinese market is a top priority for many multinational companies. Across industry sectors, however, they face a common obstacle: attracting, developing and retaining the local Chinese talent needed to accomplish this goal. Lack of supply is not the only issue.
Thirty years ago, with a few colleagues, a young engineer based in Bangalore founded a software company that was to become a global giant in the world of computing. Last year, Narayana Murthy relinquished his position as president of Infosys. In an interview to ParisTech Review, he re-examines elements that paved the way to success – elements that cannot be dissociated from transformations in contemporary India.
The video game industry is full of paradoxes. The sector is booming and prospects have never been better. However, companies live in a state of constant stress. Faced with the extreme volatility of consumer habits, their competition is merciless. To wage these commercial wars, they are developing business strategies that are as inventive as their most popular games' scenarios.