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Agile business models disrupting the value chain

Know where you’re going, how to get there and who to partner with.

WHAT ARE AGILE
BUSINESS MODELS?

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 Many companies try to innovate, enter new markets and serve new customers using outdated, rigid business and operating models.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.

OUR APPROACH TO
AGILE BUSINESS MODELS


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

OPERATE LIKE A DISRUPTOR

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

ADAPT TO SURVIVE

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

SHAPING THE AGILE
WORKFORCE

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

AGILE ENTERPRISE:
KEYS TO SUCCESS

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

CATCHING
THE RABBIT

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

REVENUE GROWTH: PERCEPTION OR REALITY?

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’ SECRET
WEAPON: BEHAVIORAL
ECONOMICS

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

CFOs BECOMING DATA
DOCTORS

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

MAKE MUSIC,
NOT NOISE

Achieve connected growth
with ecosystem orchestration.

ECOSYSTEMS

DON’T BANK ON
LONG-TERM SURVIVAL

Four new business models are reshaping the banking
industry. Will traditional banks pivot in time? Winners
are making their moves now.

MERGERS & ACQUISITIONS

M&A: FROM ART TO SCIENCE

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

SWEETENING THE DEAL:
DIGITIZING M&A

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

FLEXING DIGITAL
M&A MUSCLES

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

DIFFERENT STROKES
FOR DIFFERENT FOLKS

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

BUILD, BUY
OR PARTNER?

Making the most of M&A strategy in
Consumer Goods: Large Consumer
Goods companies are searching for
the growth formula that works.

ECOSYSTEMS

YOUR ROLE IN THE ECOSYSTEM

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

SURVIVING SHOCKS
TO THE SYSTEM

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

END OF THE LOCAL TELECOM
STORE? NOT SO FAST…

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.