Bertrand Duperrin's Library tagged competitiveadvantage →  View Popular, Search in Google

"Companies often make substantial efforts to innovate their processes and products to achieve revenue growth and to maintain or improve profit margins. Innovations to improve processes and products, however, are often expensive and time-consuming, requiring a considerable upfront investment in everything from research and development to specialized resources, new plants and equipment, and even entire new business units. Yet future returns on these investments are always uncertain. Hesitant to make such big bets, more companies now are turning toward business model innovation as an alternative or complement to product or process innovation. "

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""This business model is right for a company selling Purina Dog Chow, circa 1970."

"There's no way we could ever be this collaborative."

Both are comments I got about my book, back in 2009, about setting direction, collaboratively. The first is from a Google executive; the second, from an exec at Cisco. Same business model architecture, two entirely different responses: obvious or unachievable."

social businessmodel lean conversations valuechain sharing competitiveadvantage value valuecreation

"The Dawn of Emergent Collaboration” for MIT Sloan Management Review in 2006, and went on to expand on those ideas in our magazine and in the book Enterprise 2.0 (Harvard Business Publishing, 2009).

In a new Q&A with David Kiron, executive editor of Innovation Hubs at MIT SMR, McAfee looks back at the past six years and what he’s learned about the triggers that generate CEO interest in social networking, what he misread and why the idea of controlling information flows is becoming obsolete.

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"Given enough time and money, your competitors can duplicate almost everything you’ve got working for you. They can hire away some of your best people. They can reverse engineer your processes. The only thing they can’t duplicate is your culture."

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"These are the slides Alex Osterwalder used for an executive workshop in Mexico on the topic of “Competitive Advantage through Business Model Design and Innovation”"

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"A growing number of companies known for their hard-nosed approach to business—such as GE, Google, IBM, Intel, Johnson & Johnson, Nestlé, Unilever, and Wal-Mart—have already embarked on important efforts to create shared value by reconceiving the intersection between society and corporate performance. Yet our recognition of the transformative power of shared value is still in its genesis. Realizing it will require leaders and managers to develop new skills and knowledge—such as a far deeper appreciation of societal needs, a greater understanding of the true bases of company productivity, and the ability to collaborate across profit/nonprofit boundaries. And government must learn how to regulate in ways that enable shared value rather than work against it."

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"La maîtrise des processus demeure l’un des différenciateurs majeurs en termes de création de valeur dans le monde de l’entreprise. Même aujourd’hui, il ne suffit pas d’avoir les produits les plus inventifs. Il convient aussi de les produire et de les distribuer de façon efficace pour gagner sur le terrain économique."

processus automotive enterprise2.0 scalability economiesofscale competition socialnetworks competitiveadvantage virtualnetworks

"New McKinsey research shows that a payday could be arriving faster than expected. A new class of company is emerging—one that uses collaborative Web 2.0 technologies intensively to connect the internal efforts of employees and to extend the organization’s reach to customers, partners, and suppliers. We call this new kind of company the networked enterprise. Results from our analysis of proprietary survey data show that the Web 2.0 use of these companies is significantly improving their reported performance. In fact, our data show that fully networked enterprises are not only more likely to be market leaders or to be gaining market share but also use management practices that lead to margins higher than those of companies using the Web in more limited ways"

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"Fathoming a new product from IBM via a launch event is like trying to understand the ocean by watching a wave. Nonetheless that was my task, swimming through the presentations and ultimately landing an interview with Jeffrey Schick, IBM's VP of Social Software. Drenched in the vision Schick shared for the IBM Customer Experience Suite, it occurred to me that IBM could end up being more important to the business use and monetization of social media than Facebook."

ibm customerexperience socialmedia facebook monetization organization competitiveadvantage

Ideas Don't Equal Innovation" and I can prove it...It is my hope that today's post will serve to help dispel the myth that ideas are inherently good things. Let me state right from the outset that I place little value on ideas. Not only do raw ideas have little intrinsic value, but they are often very costly. While I stipulate to the fact that ideas can sometimes lead to great things, I also submit that it is more frequently the case that ideas lead to disappointment and disaster

ideas ideasmanagement innovations strategy decisionmaking competitiveadvantage

In a world of increasing professional freedom, managers (and the rest of us) struggle to adequately measure output. Gone are the days of clocking in and clocking out. We often assume that the number of hours spent “working” are an indication of one’s effort and accomplishment. However, in reality, this is not the case. Furthermore, applying such short-sighted measurements will diminish some of the most valuable benefits of a free-range workforce.

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