Shrouded in the secrecy of marketing services, at the heart of the manufacturing industry, innovation has today established itself as the ultimate solution, illustrated by insolent successes despite a challenging environment. Sometimes defined as the encounter between an invention and a market segment, innovation seems to generate alternatives, growth drivers, and even crisis products that allow companies to bounce or to renew themselves. So how are the necessary opportunities to be found? Is there a recipe for large FMCG companies? A recipe? Certainly not. But some methods, yes. And also plenty of flawed strategies.
Businesses are increasingly the victims of cyber attacks. These crimes are not only costly for the companies, but can also put their very existence at risk and may provoke significant externalities for third parties. The pace of innovation is escalating rapidly among threat sources, helped by an acceleration in the global proliferation of cyber expertise. Sharing information is a solution. What about insurance?
Social business and new models of access to goods and services: can they help multinational companies from developed countries reinvent themselves? Or even, can they become levers of strategic renewal for these firms? Danone's experience suggests they can indeed. However, precise analysis of the underlying processes is required if we are to discern the factors that lead to success.
African nations are seldom mentioned in the world ranking of innovative countries, but things could change with the rise of a new generation of technologies that perform many financial transactions from mobile phones. Today, mobile banking opens a new avenue for development. But can this model be exported?
The myth of scientific management has all but disappeared, yet the industrial world continues to overvalue methods that have been standardized from outside the business environment, at the expense of creative solutions developed within companies themselves. Isn't it time to change the approach? Michel Berry, founder of the Paris School of Management, has long cultivated an attention to the singularity of situations. But how does one share the intelligence hidden in things singular? How should one train, transmit knowledge and exchange views? Envisioning management as an art overcomes these contradictions.
In the US, a disruptive new way for small companies to raise capital is putting a spotlight on the readiness of a tightly regulated securities market to adopt the openness of the Internet. It has sparked debate about whether the change will spur economic growth or become another vehicle for fraud.
Planned obsolescence has an infamous reputation: some denounce a crime against the environment, others, a swindle. A careful examination, however, shows that this business model is not all bad - and it even came to perform, during the Great Depression, as a miracle cure against the crisis!
What makes a great leader? The answer to this question has changed over time, as it refers to the way we form our representations of a company – a well conceived machine, a living body, a spirited team... Trends come and go, representations evolve, formulas change. Yet, the actual core of talent, or even the stroke of genius that makes a difference, seems to escape these formulas. So are management sciences condemned to mere prattle?
Social relations, buzz, leadership, popularity, reputation... at first sight, marketing and social media seem to speak the same language. But the actual value of marketing 2.0 is difficult to assess. Can social marketing become a real growth driver?
Turning digital, the innovative company becomes collaborative, at both strategic and operational levels. The innovation policy moves from exclusion to collaboration, marketing from transactional to collaborative, IT governance from monolithic to differentiated… To drive change in strategy, organization and information systems, managers often use best practices ground on observation, measurement and analysis. But to address the behavior of the company, its postures and image, specific skills are needed to design meaning and emotion.
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.