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Businesses are experiencing unprecedented levels of disruption affecting the way in which they compete and operate. Traditional companies are stretched to their limit and struggling with the simultaneous drive for productivity, innovation and unprecedented customer engagement.
In order to meet and overcome these challenges, companies are being forced to embrace change as a constant, starting with their strategies and business models which are at the very core of their organizations.
THE WHY, WHAT AND HOW
Successful companies must align their strategy and vision (the why), business models (the what) and their operating models (the how). A future oriented operating model is now a pre-requisite for success in the digital era.
CHARACTERISTICS OF FUTURE OPERATING MODELS
There are key characteristics that will shape the mindset, the structure and the economic viability of the organization. They include:
Ecosystems – Accelerating market-making solutions
Workforce – Unleashing passion, purpose and performance
Acquisitions – Flexibility and efficiency through modular building blocks such as ventures and acquisitions, and enablers like cloud and APIs.
Businesses must pursue innovative, agile business models to remain competitive and grow outside of their traditional core business—and many perceive ecosystems as a strong opportunity to do so.
OPERATING MODEL
Established companies of tomorrow will look more like their smaller,
disruptive competitors of today.
Changing the operating model is no small
feat,but is necessary for companies to achieve sustainable results
in an ever-changing world.
MERGERS & ACQUISITIONS
With a surge in digitally related M&A, companies need to look closely
at the way they apply digital to the deal process—and beyond.
OPERATING MODEL
The key to workforce agility lies in a strategy that puts people first, enabled by technology. Leaders will develop talent strategies that help liberate human potential to shape an agile workforce.
OPERATING MODEL
For many business executives, rose-colored glasses are
blurring the distinction between their revenue hopes and
their organizations’ readiness to grow.
ECOSYSTEMS
Value lies in how organizations leverage ecosystems
to deliver outcomes through platforms. Some
pioneering companies are already evaluating how
they can participate in existing ecosystems.
MERGERS & ACQUISITIONS
Historically, strategic M&A has been an art. Today’s dealmakers, however, are offered a market advantage that can add science to the mix.
OPERATING MODEL
The real benefit of an agile enterprise
is the ability to position technology as a
strategic asset that will differentiate your
company from competitors. Make sure
your transformation includes these three
keys to success.
ECOSYSTEMS
Historically, oil and gas companies have used only a small fraction of the data at their disposal to make better decisions. That will change soon.
MERGERS & ACQUISITIONS
Companies must understand their M&A maturity, build their M&A digital muscle, and finally flex that M&A muscle on their next transformative digital deal.
MERGERS & ACQUISITIONS
Taking a clean-sheet, zero-based approach, ZBx helps companies identify non-working money to reinvest in growth.
OPERATING MODEL
Nearly all B2B executives consider customer experience (CX) to be a critical factor for success yet, only 20 percent of B2B companies are distinguished as CX masters.
OPERATING MODEL
Artificial Intelligence (AI), the combined use of intelligent technology and human ingenuity, is about to take the retail sector by storm.
OPERATING MODEL
Life insurers know that value is trapped in the middle market. To overcome barriers and grow new revenue, insurers must create activation points—or buying triggers—through behavioral economics.
MERGERS & ACQUISITIONS
As digital technologies redefine markets, customers and workforces, how do organizations adapt? Should they build, buy, ally or invest to pivot to digital?
ECOSYSTEMS
Drive connected growth across an ecosystem of partners with an approach that turns discordant sounds into a harmonious arrangement.