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jerryking : orchestration   9

The value shift: Why CFOs should lead the charge in the digital age | Deloitte US | CFO Program
William (Bill)J. Ribaudo, a partner at Deloitte & Touche LLP

Given CFOs’ fiduciary responsibility to deliver shareholder value, it makes sense that they should be leaders in digital business model innovation. When the evidence shows that each marginal dollar can be spent to generate value at a multiplier of 1, 2, 4, or 8 times revenue.

Four business models driving value

The rise of intangibles as a part of total market and corporate value has occurred in conjunction with the proliferation of new business models. Our research, in fact, shows that almost every company fits into one of four types business models, regardless of industry or function—and each one corresponds to a shift in technology and asset structure. Specifically, companies predominantly fall into one of the following categories, based on the way they create value:

Asset Builders. These companies build, develop, and lease physical assets to make, market, distribute, and sell physical things. Examples include everything from automakers to chemical manufacturers, big box retailers, and distribution and delivery businesses.
Service Providers. These companies hire employees who provide services to customers or produce billable hours for which they charge. Examples include consulting firms and financial institutions.
Technology Creators. These companies develop and sell intellectual property such as software, analytics, pharmaceuticals, and biotechnology. Examples include software, big-data tools, and medical-device companies.
Network Orchestrators. These companies create a network of peers in which the participants interact and share in the value creation. They may sell products or services, build relationships, share advice, give reviews, collaborate, co-create, and more. Examples include online financial exchanges, social media businesses, and credit card companies.
business_models  CFOs  Deloitte  digital_economy  ecosystems  information_flows  intangibles  multiplier_effect  multiples  networks  orchestration  platforms  physical_assets  shareholder_value  taxonomy  valuations  value_creation  value_migration 
september 2016 by jerryking
Network orchestrators are the new path to profit - The Globe and Mail
Jul. 03, 2016 | Special to The Globe and Mail | HARVEY SCHACHTER

* "The Network Imperative" by authors Barry Libert, Megan Beck, and Jerry Wind.

Technology - Shift from physical to digital. Develop a digitally enabled platform around which people can congregate.

Assets - Shift from tangible to intangible assets. Physical assets are becoming a liability. Pay attention to your brand, a key intangible asset, and also view people as an asset, not an expense.

Strategy -move from operator to allocator. As a strategist, Mr. Libert has spent many years working with leaders to figure out what products to sell to what market. But these days, leaders should be active allocators of capital, like portfolio managers.

Leadership - The shift here is from commander – in charge of a highly structured, hierarchical, top-down organization – to co-creator, who knows how to motivate, inspire and work alongside others to develop the network.

Boards - His favourite shift, because it is the most difficult, is the switch from governance to representation.
Finally, the mindset must change to thinking less rigidly about roles, processes, products and industries.
assets  atoms_&_bits  books  business_models  capital_allocation  co-creation  eBay  Etsy  flexibility  Harvey_Schachter  intangibles  mindsets  networks  orchestration  pay_attention  platforms  portfolio_management  physical_assets  resource_allocation 
july 2016 by jerryking
Meet Viv: the AI that wants to read your mind and run your life | Technology | The Guardian
Zoë Corbyn
Sunday 31 January
Viv, a three-year-old AI startup backed by $30m, including funds from Iconiq Capital, which helps manage the fortunes of Mark Zuckerberg and other wealthy tech executives. In a blocky office building in San Jose’s downtown, the company is working on what Kittlaus describes as a “global brain” – a new form of voice-controlled virtual personal assistant. With the odd flashes of personality, Viv will be able to perform thousands of tasks, and it won’t just be stuck in a phone but integrated into everything from fridges to cars. “Tell Viv what you want and it will orchestrate this massive network of services that will take care of it,” he says.....But, Kittlaus says, all these virtual assistants he helped birth are limited in their capabilities. Enter Viv. “What happens when you have a system that is 10,000 times more capable?” he asks. “It will shift the economics of the internet.”....The future, as Etzioni sees it, belongs to the company that can make a personal assistant something like a good hotel concierge: someone you can have a sophisticated dialogue with, get high quality recommendations from and who will then take care of every aspect of booking an evening out for you.
artificial_intelligence  start_ups  Siri  orchestration  virtual_assistants  voice_interfaces  voice_recognition  personal_assistants  bots  chatbots 
april 2016 by jerryking
What Cars Did for Today's World, Data May Do for Tomorrow's -
August 10, 2014 | NYT | Quentin Hardy.

General Electric plans to announce Monday that it has created a “data lake” method of analyzing sensor information from industrial machinery in places like railroads, airlines, hospitals and utilities. G.E. has been putting sensors on everything it can for a couple of years, and now it is out to read all that information quickly.

The company, working with an outfit called Pivotal, said that in the last three months it has looked at information from 3.4 million miles of flights by 24 airlines using G.E. jet engines. G.E. said it figured out things like possible defects 2,000 times as fast as it could before.....Databricks, that uses new kinds of software for fast data analysis on a rental basis. Databricks plugs into the one million-plus computer servers inside the global system of Amazon Web Services, and will soon work inside similar-size megacomputing systems from Google and Microsoft....If this growing ecosystem of digital collection, shipment and processing is the new version of cars and highways, what are the unexpected things, the suburbs and fast-food joints that grew from cars and roads?

In these early days, businesses like Uber and Airbnb look like challengers to taxi fleets and hotels. They do it without assets like cars and rooms, instead coordinating data streams about the location of people, cars, and bedrooms. G.E. makes engines, but increasingly it coordinates data about the performance of engines and the location of ground crews. Facebook uses sensor data like location information from smartphones
Quentin_Hardy  data  data_driven  AWS  asset-light  massive_data_sets  resource_allocation  match-making  platforms  resource_management  orchestration  ecosystems  GE  sensors  unexpected  unforeseen  Databricks  Uber  Airbnb  data_coordination  instrumentation_monitoring  efficiencies 
august 2014 by jerryking
New Rules for Bringing Innovations to Market
March 2004 | HBR | Bhaskar Chakravorti.

The more networked a market is, the harder it is for an innovation to take hold, writes Bhaskar Chakravorti, who leads Monitor Group's practice on strategies for growth and managing uncertainty through the application of game theory. Chakravorti argues that executives need to rethink the way they bring innovations to market, specifically by orchestrating behavior change across the market, so that a large number of players adopt their offerings and believe they are better off for having done so. He outlines a four-part framework for doing just that: The innovator must reason back from a target endgame, implementing only those strategies that maximize its chances of getting to its goal. It must complement power players, positioning its innovation as an enhancement to their products or services. The innovator must offer coordinated switching incentives to three core groups: the players that add to the innovation's benefits, the players that act as channels to adopters and the adopters themselves. And it must preserve flexibility in case its initial strategy fails.

Chakravorti uses Adobe's introduction of its Acrobat software as an example of an innovator that took into account other players in the network--and succeeded because of it. As more content became available in Acrobat format, more readers were motivated to download the program," he observes. "The flexibility in Acrobat's product structure and the segmentation in the market allowed the pricing elasticity that resulted in the software's widespread adoption."
HBR  innovation  networks  network_effects  rules_of_the_game  commercialization  monetization  product_launches  howto  growth  managing_uncertainty  cloud_computing  endgame  Adobe  uncertainty  switching_costs  jump-start  platforms  orchestration  ecosystems  big_bang  behaviours  behavioral_change  frameworks  sharing_economy  customer_adoption  thinking_backwards  new_categories  early_adopters  distribution_channels  work-back_schedules 
july 2012 by jerryking
America's Edge: Power in the Networked Century
Jan/Feb 2009 | Foreign Affairs | Anne-Marie Slaughter. The
power that flows from networked connectivity is not the power to impose
outcomes. Netwks are not directed & controlled as much as they are
managed & orchestrated. Multiple players are integrated into a whole
greater than the sum of its parts--an orchestra that plays differently
according to the vision of its conductor & talent of individual
musicians. ...Most important, netwk. power flows from the ability to
make the maximum number of valuable connections. The next requirement is
to have the knowledge & skills to harness that power to achieve a
common purpose.... If, in a networked world, measure of a state's power
is its ability to turn connectivity into innovation and growth... Thanks
to demography, geography, and culture, the 21st century looks
increasingly like an “Americas” century.
ProQuest  globalization  immigrants  21st._century  networks  network_power  heterogeneity  Communicating_&_Connecting  power  influence  orchestration  Anne-Marie_Slaughter 
january 2011 by jerryking
China’s Race for Patents to Build an Innovation Economy
Jan 1, 2011 | NYT | STEVE LOHR. China is trying to build an
economy that relies on innovation rather than imitation & intends to
engineer a more innovative society. The Chinese are focusing on
spiking the indigenous generation of “utility-model patents,” which
typically cover items like engineering features in a product & are
less ambitious than “invention patents.” China intends to roughly
double: (a) its # of patent examiners, to 9,000, by 2015. (The U.S. has
6,300 examiners); & (b) the # of patents that its residents &
companies file in other countries. To lift its patent count, China has
introduced incentives including cash bonuses, better housing for
individual filers & tax breaks for companies that are prolific
patent producers...DESPITE China’s inevitable rise, Kao says, the U.S.
has a comp. adv. because it is the country most open to innovation,
forgiving failure, tolerating risk & embracing uncertainty,” “the
future lies in being the orchestrator of the innovation process,”
competitiveness_of_nations  John_Kao  China  patents  industrial_policies  innovation  innovation_policies  Steve_Lohr  taxonomy  Silicon_Valley  bounties  orchestration  incentives  risk-tolerance  prolificacy 
january 2011 by jerryking
The Crossroads Nation -
Nov. 8, 2010 By DAVID BROOKS. What sort of country will
America be in 2030 or 2050? Nobody has defined America’s coming
economic identity. ....We’re living in an information age. Innovation
and creativity are the engines of economic growth. ...Creativity is not a
solitary process. It happens within netwks. It happens when talented
people get together, when idea systems and mentalities merge....."In
2009, Anne-Marie Slaughter, Dir. policy planning at the State Dept.,
wrote an essay , “America’s Edge.”" for Foreign Affairs in which she
laid out the logic of this new situation: “In a networked world, the
issue is no longer relative power, but centrality in an increasingly
dense global web.” the U.S. is well situated to be the crossroads
nation. It is well situated to be the center of global ntwks and to
nurture the right kinds of ntwks Building that US means doing everything
possible to thicken connections: finance research; improve
infrastructure; fix immigration; reform taxes;
R&D  infrastructure  immigration  creativity  future  David_Brooks  networks  soft_power  U.S.foreign_policy  synchronization  orchestration  centralization  Anne-Marie_Slaughter  cross-disciplinary  cross-pollination  network_density  network_power  op_ed 
november 2010 by jerryking
The Path to Growth -
MARCH 3, 2007 | Wall Street Journal | By NORMAN T. SHEEHAN
& GANESH VAIDYANATHAN. Even the most successful business models
erode over time making adaptability the key to thriving under tough
conditions. To avoid getting stuck in a rut, companies must constantly
adapt business models to threats and opportunities. While most managers
consider a host of conventional approaches, there's another way to
approach the problem: Look at value-creation strategies. Here are three
such strategies:
* Industrial efficiency, which creates value by producing
standardized offerings at low cost. Manufacturers and fast-food
restaurants rely on this approach.
* Network services, which creates value by connecting clients to
other people or other parts of the network. Telcos, delivery services
and Internet middlemen such as eBay use this method.
* Knowledge intensive, which creates value by applying customized
expertise to clients' problems. Law firms and medical practices are
prime examples.
business_models  delivery_networks  eBay  efficiencies  expertise  growth  industrial-strength  inequality_of_information  industry_expertise  knowledge_intensive  law_firms  legal  low-cost  middlemen  networks  orchestration  strategies  taxonomy  value_creation 
february 2010 by jerryking

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