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Agility is driven top down and bottom up, demanded from the outside and driven from the inside. It’s at the core of an organization and infuses the entire business—from operating and business models to ecosystems, M&A and the workforce. Agile business and operating models provide the means for a company to turn disruption into opportunity and ignite new growth.
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). Future-oriented business and operating models are now prerequisites for success in the digital era.
FUTURE BUSINESS AND OPERATING MODELS
Key elements 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
How are you maintaining your organization's competitive edge? Learn how to make your company more nimble and responsive in our Harvard Business Review Insight Center.
FIND OUT MOREHow are you maintaining your organization's competitive edge? Learn how to make your company more nimble and responsive in our Harvard Business Review Insight Center.
FIND OUT MORECOMPETITIVE AGILITY
COMPETITIVE AGILITY
ECOSYSTEMS
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.
ECOSYSTEMS
Telcos can tap into IoT market by capitalizing on a valuable asset, the data that runs through their infrastructure.
WORKFORCE
Executives predict massive change ahead for the IT workforce.
ECOSYSTEMS
By 2040 the eMobility market in Europe and North America will be worth more than US$2 trillion.
MERGERS & ACQUISITIONS
An increasingly popular and highly effective way to gain access to the startup ecosystem is corporate venture capital.
ECOSYSTEMS
Businesses can use ecosystems to make strong market plays that drive disruptive growth.
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.
ECOSYSTEMS
A new wave of disruption is hitting the travel industry, and it may shift US$100 billion of value.
OPERATING MODEL
For many business executives, rose-colored glasses are blurring the distinction between their revenue hopes and their organizations’ readiness to grow.
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
By 2020, as many as 50 billion devices could be connected to the Internet of Things (IoT), including numerous industrial machines and manufacturing devices.
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.
ECOSYSTEMS