Issue 2, 2015

The Change Side of Transformation - A Wolf in Sheep’s Clothing?

Ralf Baron, Michael Zintel, Marlene Schlagbauer, Ulrica Sehlstedt, Nils Bohlin

In the new era of "Hypercompetition", companies increasingly need to be agile enough to reinvent and transform themselves. In this article the authors take a closer look at transformation, focusing on the human or change management aspects which are widely recognized as the key obstacles to success. [...]

Issue 2, 2015

Digital Pharma - Responding to Challenges and Opportunities from Outside

Ulrica Sehlstedt, Nils Bohlin, Fredrik de Maré, Richard Beetz

Innovation has always been one of the foundations for success in the pharmaceutical industry. While the sector has been very good at developing innovation from scratch or incremental innovation of existing products, it now faces an ultimately different challenge ╨ dealing with disruptive innovation that is driven by inventions outside the healthcare sector. [...]

Issue 2, 2015

Metro Railways - A Journey of Transformation

Rick Eagar, Russell Pell, Philip Webster

Metro railways are critically important assets for the world's cities if we are to meet the challenges of maintaining urban mobility. For established metros, responding to the needs of the future is no easy thing. [...]

Issue 2, 2015

Driving Transformation through Self-assessment

Johan Geterud, Ingrid af Sandeberg, Fredrik Jern, Petter Kilefors

Transforming large decentralized organizations is always a difficult challenge for any business. The challenge is even bigger in public service organizations in areas such as education or care provision, where there may be large numbers of autonomously run operational units. [...]

Issue 2, 2015

Effective Infrastructure Asset Management

Russell Pell, Radek Svoboda, Rick Eagar, Peter Ondko, Frank Kirschnick

It would be easy to assume that after decades of development and refinement, infrastructure asset management practices and approaches would now all be fairly straightforward and well established. However, many companies are realizing that in the face of mushrooming asset replacement costs and increasing demands for reliability and capacity, a radically different approach is needed. [...]

Issue 2, 2015

“Back to the Core, Focus on Customers”

An interview with Mr. Winfried Engelbrecht-Bresges, CEO of The Hong Kong Jockey Clubs

The Hong Kong Jockey Club is the world's largest horse racing and entertainment organization, founded two years before Arthur D. Little in 1884. In our interview with Mr. Winfried Engelbrecht-Bresges, CEO of The Hong Kong Jockey club, he shares the secrets of how he led the transformation of the Club to achieve world-class excellence, and talks about the transformation principles that have helped carry him through this journey. [...]

Issue 1, 2015

Organizing for Breakthrough Innovation

Robin Francis, Fredrik Härenstam, Rick Eagar

Our recent Breakthrough Innovation survey identified that having the correct organizational model for Breakthrough Innovation is one of the key ways of ensuring success. In this article the authors shed light on the various models available for achieving Breakthrough Innovation, their pros and cons, under what circumstances they are most appropriate and the major considerations to bear in mind when using them. [...]

Issue 1, 2015

The Breakthrough Factory

Sohrab Kazemahavazi, Daniel Roos, Rick Eagar

One of the key challenges for large corporations looking to achieve “Breakthrough Innovation” is that technology-intensive businesses usually need to research deeply into science in order to find breakthroughs.The challenge is particularly daunting for mature companies. In this article the authors discuss the concept of the Breakthrough Factory as a means of maximizing the probability of Breakthrough Innovation for this type of company. [...]

Issue 1, 2015

Becoming a next practice business

Carl Bate

Unlike creative disruptors and digital leaders who are adept at working with uncertainty, popular management culture in established companies can sometimes serve to artificially simplify the real world and limit business potential. This article is based on work with a number of leading companies who have made breakthroughs in critical situations by self-disrupting their existing ways of thinking and working, to focus on not only what has worked in the past, but what could work better now. To be a Next Practice business. [...]

Issue 1, 2015

Embracing the consumer health opportunity

Nils Bohlin, Maki Kurosawa, Dirk Luyten, John Brennan, Rebecka Axelsson Wadman

The number of companies entering the healthcare market has vastly increased, making it an interdisciplinary arena for many sectors with many companies from other industries seeing new opportunities in the sector and trying to enter it. At the same time consumer behavior is changing as people become more sophisticated in their use of technology and expect greater access to self-help healthcare solutions. In this article the authors provide the background to this underlying change in consumer behavior and examine three cases of new business models implemented to successfully capture the consumer health opportunity. [...]

Issue 1, 2015

Capturing sustainable value from technology: a case for strategic licensing

Michaël Kolk, Phil Webster, Koji Uchida, Just Jansz

Businesses can no longer afford to simply protect their intellectual property (IP) and use it defensively to prevent competitors encroaching on their territory. Moving to actively licensing IP is increasingly critical for open innovation, provides a powerful mechanism for revenue generation, and is a means of creating breakthroughs in innovation. In this article, the authors describe a multi-faceted approach to licensing, and set out some practical steps which describe how to use licensing to capture greater value from technology portfolios. [...]

Issue 1, 2015

“Airports are no longer protected players”

An interview with Augustin de Romanet, Chairman & CEO, Aéroports de Paris

Since becoming chairman and CEO of Aéroports de Paris in 2012, Augustin de Romanet has grown the airport operator to become the largest in the world by market capitalization. In this interview he shares his views on the challenges faced by the aviation industry and how they can be met, sets out his thoughts on the differences between managing in the public and private sector, and outlines his focus on building a long-term strategy to achieve lasting results. [...]

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About Prism

Twice a year, Arthur D. Little covers the latest cutting-edge thinking on strategy, technology and innovation in its corporate magazine Prism. For over 20 years Prism has continually set the standards in innovative thinking and groundbreaking concepts in the world of business and management.

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