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

Nov

2011

"Innovation et entreprise sont désormais étroitement corrélées"

"Répondre aux demandes du marché nécessite un recours à une innovation permanente. Dans cette optique, faire de ses employés les premières sources d’innovation peut être intéressant. "

www.atelier.net/...esormais-etroitement-correlees

- Preview

innovation performance crowdsourcing openinnovation casestudies tibco market rewards

. Par exemple, chez TIBCO, plus de 50% de nos revenus proviennent de produits qui n’existaient pas il y a de cela 5 ans. C’est bien simple, il faut innover en permanence
Il faut avoir plusieurs coups d’avance sur le marché, et cela passe par une innovation intégrée au process de fonctionnement de l’entreprise.
3 more annotation(s)...
- Il faut se dire tout simplement que l’innovation ne peut plus se contenter d’être un service spécifique au sein de l’entreprise, mais bien le fait de tous les employé
- A mon sens, on ne pousse pas les employés à innover : l’argent ne fera pas naître l’idée. L’envie et l’acte doivent venir des employés eux-mêmes
- Et pour en revenir à cette notion de récompense, celle-ci doit évidemment intervenir à la fin, mais comme moyen d’entretenir l’innovation, et non comme moyen de l’initier.

Jan

2011

The Big Idea: Creating Shared Value

"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."

hbr.org/...pr

- Preview

socialbusiness socialresponsability sharedvalue capitalism value products market nonprofits profit competitiveadvantage socialentrepreneur clusters

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.
16 more annotation(s)...
- The concept of shared value resets the boundaries of capitalism. By better connecting companies’ success with societal improvement, it opens up many ways to serve new needs, gain efficiency, create differentiation, and expand markets.
- Intel and IBM are both devising ways to help utilities harness digital intelligence in order to economize on power usage. Wells Fargo has developed a line of products and tools that help customers budget, manage credit, and pay down debt. Sales of GE’s Ecomagination products reached $18 billion in 2009—the size of a Fortune 150 company. GE now predicts that revenues of Ecomagination products will grow at twice the rate of total company revenues over the next five years
- For a company, the starting point for creating this kind of shared value is to identify all the societal needs, benefits, and harms that are or could be embodied in the firm’s products.
- Today there is a growing consensus that major improvements in environmental performance can often be achieved with better technology at nominal incremental cost and can even yield net cost savings through enhanced resource utilization, process efficiency, and quality.
- Energy use and logistics.
  
  The use of energy throughout the value chain is being reexamined, whether it be in processes, transportation, buildings, supply chains, distribution channels, or support services
- Resource use.
  
  Heightened environmental awareness and advances in technology are catalyzing new approaches in areas such as utilization of water, raw materials, and packaging, as well as expanding recycling and reus
- Today some companies are beginning to understand that marginalized suppliers cannot remain productive or sustain, much less improve, their quality.
- Distribution.
  
  Companies are beginning to reexamine distribution practices from a shared value perspective. As iTunes, Kindle, and Google Scholar (which offers texts of scholarly literature online) demonstrate, profitable new distribution models can also dramatically reduce paper and plastic usage
- Today leading companies have learned that because of lost workdays and diminished employee productivity, poor health costs them more than health benefits do
- Location.
  
  Business thinking has embraced the myth that location no longer matters, because logistics are inexpensive, information flows rapidly, and markets are globa
- No company is self-contained. The success of every company is affected by the supporting companies and infrastructure around it. Productivity and innovation are strongly influenced by “clusters,” or geographic concentrations of firms, related businesses, suppliers, service providers, and logistical infrastructure in a particular field—such as IT in Silicon Valley, cut flowers in Kenya, and diamond cutting in Surat, India.
- Shared value holds the key to unlocking the next wave of business innovation and growth. It will also reconnect company success and community success in ways that have been lost in an age of narrow management approaches, short-term thinking, and deepening divides among society’s institutions.
- Read the Executive Summary
  
  The concept of shared value can be defined as policies and operating practices that enhance the competitiveness of a company while simultaneously advancing the economic and social conditions in the communities in which it operates. Shared value creation focuses on identifying and expanding the connections between societal and economic progress.
- Not all societal problems can be solved through shared value solutions. But shared value offers corporations the opportunity to utilize their skills, resources, and management capability to lead social progress in ways that even the best-intentioned governmental and social sector organizations can rarely match. In the process, businesses can earn the respect of society again.
- There are numerous ways in which addressing societal concerns can yield productivity benefits to a firm. Consider, for example, what happens when a firm invests in a wellness program. Society benefits because employees and their families become healthier, and the firm minimizes employee absences and lost productivity. The graphic below depicts some areas where the connections are strongest.
- Creating shared value (CSV) should supersede corporate social responsibility (CSR) in guiding the investments of companies in their communities. CSR programs focus mostly on reputation and have only a limited connection to the business, making them hard to justify and maintain over the long run. In contrast, CSV is integral to a company’s profitability and competitive position. It leverages the unique resources and expertise of the company to create economic value by creating social value

Dec

2010

Unlocking the Mayor Badge of Meaninglessness

"What is "gamification" from an economic perspective? As I've noted for several years now, the future of strategy is about learning to leverage markets, networks, and communities. The unwieldy term "gamification" is a case in points: it's about making markets in stuff, to unleash competitive dynamics. When I compete for a badge, medal, rank, or prize, I'm essentially bidding with my time, effort, and energy for a scarce resource. So think of gamification as making demand-side metamarkets: markets not just for products and services, but for prices, discounts, relationships, information, and more, that shape the value of products and services."

blogs.hbr.org/...king_the_mayor_badge_of_m.html

- Preview

gamification games marketing market productivity significance

Hence, I'd see it like this: gamification is about putting the "market" back into marketing — and I suspect that it has the potential to unlock some pretty serious efficiency and productivity gains, especially in moribund, plodding ecosystems
Those are the strategic problems that investors, C-suites, and media types of all stripes are focused on. But here's the most crucial and vital problem: Gamification is a means, but many or most are seeing it as an end. The real question is: what's the significance of your game?
2 more annotation(s)...
- Social media needs to enlarge its blinkered, myopic perspective on what the social really means.
- Social is significance. The real promise of social tools is societal, not just relational; is significance, not just attention.

Dec

2009

Three Enterprise 2.0 Themes You Should Be Watching in 2010

"For 2010, three themes will impact the sector. These aren’t the only ones, but I expect to see plenty of news, features and industry mental energy covering these."

bhc3.wordpress.com/...you-should-be-watching-in-2010

- Preview

predictions sharepoint businessprocess enterprise2.0 market activities activityspecificsocialapplications roi

The coming release of SharePoint 2010 is forcing many vendors to evaluate their positions in the market. Going head-to-head with the same or fewer features is going to be tough. What differentiates your offering?
Putting these tools in-the-flow will be a powerful basis for expanding Enterprise 2.0’s reach. A challenge for standalone general tools of today is that they require employees to toggle between different apps. This can make it tough to get traction.
2 more annotation(s)...
- What the article doesn’t cover and where I would be interested in your views is how the use of E2.0 tools would enable the Business Processes themselves to be changed. Or innovated completely. eg how do you bring Crowdsourcing, Idea Engines, Prediction Markets etc and integrate those into ERP systems?
- Meanwhile, a new crop of vendors have dispensed with the pursuit of all-everything suite approach. Rather, they build applications that integrate social in solving specific problems (e.g. Spigit for innovation management). Gartner analyst Anthony Bradley tabs these vendors’ offerings as “activity-specific social applications”. These vendors build in functionality that solves specific problems for companies, usually with definable ROI.

Aug

2009

The Next Evolution in Economics: Rethinking Growth

A low-level web of constant relationships, circular, cellular systems where shared, collaborative contributions are the norm, is developing. Here, the value resides with relationships, not transactions. Maybe, instead of buying and selling more and more in a mad race for grabbing the most growth, the future will be about a collaborative, community-oriented regenerative growth model.

blogs.harvardbusiness.org/...new-approach-to-economics.html

- Preview

economics transactions cellulareconomic sharing market kaizen growth

The most profound change in a cellular economy is the devaluation of the transaction. Today, economic value is determined primarily by the value of the transaction. To grow (even just to survive), we must keep trading, keep consuming--no matter how wasteful the process becomes--because success is creating more transactions. This keeps us locked into a linear, growth oriented paradox.
Fortunately, (if not painfully), the Internet is exposing the impossibility of sustaining a transaction-based economy. As the net drives the cost of certain goods and services toward zero, it strips profit from transactions.
2 more annotation(s)...
- This "economy of shares" relies on crowd-sourced contributions, a free market, and a fair dose of incentives for sustainability.
- e are moving to a time when transactions can't sustain an economy. We are realizing all systems are like biological systems--even economic ones. Growth-at-all-costs business is malignant.

Jul

2009

Markets or Communities? The Best Ways to Manage Outside Innovation

According to Harvard Business School professor Karim R. Lakhani, Boeing's approach is an excellent example of how not to manage external innovation. The right way to do it is the subject of an article in the current issue of MIT Sloan Management Review by Lakhani and collaborator Kevin J. Boudreau (London Business School), "How to Manage Outside Innovation" (free registration required).

hbswk.hbs.edu/6242.html

- Preview

innovation market communities boeing collaboration suppliers businessmodel motivation openinnovation crowdsourcing

The solution then is to connect with external innovators and invite them to participate with you on your critical problems. Of course, the Internet and the massive reduction in communication and computation costs have made accessing external innovators a much easier task than what was possible 10 or 15 years ago
More practically, working with outside innovators does not mean that all the "keys to the kingdom" have to be given away. Instead, firms can become intelligent about selectively revealing core issues in ways that their IP is protected. Firms like Procter & Gamble and IBM have learned to do this—others can learn as well.
3 more annotation(s)...
- An important element in P&G's effort was to create an infrastructure for external innovation that would enable the various business units to access the outside world. For established firms, CEO interest and commitment is necessary to make this happen.
- Boeing failed on two critical counts. One of the key tenets and advantages of external innovation is that you have access to multiple parallel approaches to solve the same problem.
- Second, my read of the situation from media reports is that Boeing kept a very long arm's-length relationship with suppliers. So problems that came up with various modules were not recognized until much later.

Aug

2008

Enterprise 2.0 Startups - Know Your Market

Nowadays, very few companies are worried about hosting mission critical applications outside of their own networks. Security is less of a concern, because companies are generally comfortable with Web security. And SLAs still exist, but they’re not the predominant issue. Most companies understand that web-based / hosted applications stay up fairly well, but nothing is perfect.

But even with many of the biggest issues resolved over the last 10 years, companies are still not adopting Enterprise 2.0 at the pace you would expect. And many Enterprise 2.0 startups can’t get the traction they need.

www.instigatorblog.com/...21

- Preview

enterprise2.0 business market sales startup