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It’s hard to do new things with old tools. Many companies try to innovate, enter new markets and serve new customers using outdated, rigid business and operating models.
Agile business models allow a company to be responsive to business, technology and marketplace change. This agility comes from defining a vision for capturing value, operating to deliver that vision and partnering in an ecosystem.
Because companies are constantly dealing with disruptive forces, both inside and outside their organizations, their strategies must focus on turning these into opportunities for growth and profitability.
Companies create and sustain agile business models by asking—and then continuously re-asking—three strategic questions:
HOW DO WE GET THERE?
A firm’s operating model describes how the company will manage its capabilities to reach its goals—including processes, organization, technology, governance and culture.
WHAT PARTNERS SHOULD WE WORK WITH?
A firm’s ecosystem model specifies how it works with other players that complement and enhance its contributions to the value chain. Members of the ecosystem share goals, insights and resources, and evolve together.
WHO MIGHT WE ACQUIRE OR MERGE WITH?
An M&A model provides rigor in how companies make M&A decisions, determining how an acquired company can extend digital capabilities or support a move into new geographies and industries. The model then enables rapid integration, in line with the overall goals of an agile business model.
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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.
OPERATING MODEL
Facing disruption, traditional players are developing new business models to compete. Yet many struggle because they do not fully align their operating models with these disruptive business models.
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
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.
OPERATING MODEL
Automation could be the key to re-shaping
the supply chain operating models of the
future—enabling growth by allowing
scarce supply chain talent to focus on
adding value instead of executing routines.
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
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.
OPERATING MODEL
With more data than ever, data dysfunction has become an epidemic. With visibility across functions into enterprise performance, the CFO can become the data doctor for the enterprise.
ECOSYSTEMS
ECOSYSTEMS
Four new business models are reshaping the banking industry. Will traditional banks pivot in time? Winners are making their moves now.
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.
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.
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
As digital technologies redefine markets,
customers and workforces, how do
organizations adapt? Should they build,
buy, ally or invest to pivot to digital?
MERGERS & ACQUISITIONS
Making the most of M&A strategy in
Consumer Goods: Large Consumer
Goods companies are searching for
the growth formula that works.
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.
ECOSYSTEMS
The energy landscape is shifting fast, placing new demands on grid operators. Utilities must adapt, but they are hamstrung by an outdated industry model of centralized generation and energy delivery.
ECOSYSTEMS
Telecom retail stores have driven communication service provider company growth for years. But now, stores need to be part of a network of customer channels, each underpinned by digital technology.