Bertrand Duperrin's Library tagged valuecreation →  View Popular

And so on. Note, we aren’t building a business case in the financial sense. This is not an ROI exercise - its a business value and outcomes exercise. And this is the type of analysis that needs to be done to shift from the laissez faire “if we build it” to a more thoughtful, targeted approach.

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enterprise2.0 value valuecreation ROI

The greater the collaboration (measured by hours of help a team received), the worse the result (measured by success in winning contracts). We ultimately determined that experienced teams typically didn’t learn as much from their peers as they thought they did. And whatever marginal knowledge they did gain was often outweighed by the time taken away from their work on the proposal.

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collaboration internalcollaboration valuedestruction valuecreation silos

The need for boardrooms to to reconceive and reinvent business was never more urgent than it is today - because the clock is ticking. The new rules we've discussed at length over the last year or so aren't the only ones out there: there are plenty more in store for radical innovators. But the time to do so is now: by the end of 2009, our expectation is that organizations that aren't powered by at least 2-3 new rules will start going slowly but surely extinct.

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businessmodel downturn innovation value valuecreation consumption

As an economist — and a micro-economist specifically — I look at Web 2.0 through the lens of Coase’s The Nature of the Firm and the eventual refinement and expansion of his theory over the last 80 years. So what do I see when I look at Web 2.0, social media, social software, and whatever else you want to call this thing? I see a fundamental rethinking of the definition and function of the firm; the single biggest change since the industrial revolution.

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coase enterprise2.0 web2.0 valuecreation

This paper examines the latest of paradigms - the Virtual Network(ed) Organisation - and whether geographically dispersed knowledge workers can virtually collaborate for a project under no central planning. Co-ordination, management and the role of knowledge arise as the central areas of focus. The Linux Project and its development model are selected as a case of analysis and the critical success factors of this organisational design are identified. The study proceeds to the formulation of a framework that can be applied to all kinds of virtual decentralised work and concludes that value creation is maximized when there is intense interaction and uninhibited sharing of information between the organisation and the surrounding community. Therefore, the potential success or failure of this organisational paradigm depends on the degree of dedication and involvement by the surrounding community.

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management networks decentralization decentralizednetworks communities collaboration project valuecreation interactions linux coordination knowledge

1) Underinvest in innovation (note the relatively small scale involved).
2) Overinvest in consolidation.
3) Make profit an illusion.
4)Defend obsolete business models.
5) Be willing to sell everything out - everything.
6) Never count tomorrow's costs.
7) Build industries around the cult of the deal.
8) Turn corporate governance into the costliest activity in the economy.
9) Forget that the point of business is to change the world for the better.
10) Expropriate wealth from taxpayers to subsidize market failure.
11) Expropriate rights from people to embed failure into the very structure of the market.
12) Pump more liquidity into decaying DNA.

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value valuedestruction valuecreation innovation businessmodel

Comment définir, comment quantifier et comment optimiser la plus-value des Systèmes d'Information ?\nPour répondre à ces questions cruciales et mieux comprendre la contribution des SI à la performance des grandes entreprises, le CIGREF et Mckinsey & Company ont décidé de mener ensemble cette étude.\nElle reprend la réflexion au point d'aboutissement de nos précédents travaux de 2002 et 2004.\nElle adopte cette fois le parti de se fonder sur une observation approfondie des bonnes pratiques en vigueur dans un groupe d'entreprises qui, dans des secteurs très divers, se distinguent par l'avantage concurrentiel que leur procurent les SI.

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cigref value valuecreation IT CIO mckinsey valueofuse

Consider the following five simple scenarios based on real situations I have witnessed during my time in the Richemont Group. I must stress that I expect these to be relevant today to a majority of retail Organizations, and not only in the luxury sector:

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