Automotive, Travel & Transportation France | Vehicle Electronics | 31 August 2017

Shaping the Strategies

The Middle East has been late to urbanization, but this has given it potential to shape its strategies in the development of a core need - urban mobility. Some of its vibrantly growing urban centers, such as Dubai, are now building on best practice from around the world. This experience provides lessons, good and bad, for other cities across the world as they struggle to meet their own urban mobility challenges. In this article, Ralf Baron, Thomas Kuruvilla, Morsi Berguiga, Michael Zintel, Joseph Salem and Mario Kerbage at Arthur D. Little, discuss the Middle East and urban mobility.

France | The People Space | 31 August 2017

Breakthrough innovation is all about agile but do not forget the role of the people

Business executives have always been under pressure to generate growth, and today's fast-moving and competitive business environment does not make that any easier. Arthur D. Little's eighth Innovation Excellence Survey revealed that leading companies expect their share of revenue from breakthrough, as opposed to incremental, innovation to double over the next five years. However, achieving breakthroughs is easier said than done: the survey also found that 88% of business leaders were dissatisfied with their breakthrough innovation performances. They have become increasingly frustrated with the limitations of their current innovation systems on producing significant results. In this article, Mitch Beaumont, Ben Thuriaux, Prashanth Prasad and Chandler Hatton at Arthur D. Little, discuss why it's time to embrace the agile approach.

| Body Shop Magazine | 31 August 2017

Urban Mobility in the Middle East

This article is based on an Arthur D. Little Prism article written by Ralf Baron, Thomas Kuruvilla, Morsi Berguiga, Michael Zintel, Joseph Salem and Mario Kerbage. The article looks at the lessons that the rest of the world can learn in Urban Mobility from the Middle East.

Healthcare UK | European Pharmaceutical Manufacturer | 30 August 2017

A model fund

Today's clinical trial costs can cost biopharma companies upwards of $100mn before they even begin to consider additional investment in the marketing and distribution mechanisms that will deliver new life enhancing therapies to patients. For those major drug companies that spent the last decade building a robust pipeline of early stage compounds and indications, these sky-high development costs mean they have a wide portfolio of potential assets without the resources to get them through trial phase. The result? Pharmaceutical businesses with strong R&D pipelines are losing billions each year in potential revenue while promising new therapies sit dormant, waiting for their patents to expire. In this article, Ben van der Schaaf at Arthur D. Little, gives a five-step guide to explore possible funding partnerships for lower-priority drug trials - a new model for big pharma.

Financial Services UK | Global Banking and Finance Magazine | 30 August 2017

Product development team structure: identifying the unmet needs of B2B customers

In our Global Innovation Excellence survey, "Identifying customers' unmet needs" was identified as one of the most important factors for innovation success, with the best practitioners outperforming others by over 20%. However, finding the best way to organize and manage customer interaction is anything but simple, especially when the product is technically complex. For example, often the marketing or sales functions "own" the customer relationship, but are they the best people to uncover highly technical customer needs? In this article, Chandler Hatton, Michael Kolk, Martijn Eikelenboom and Mitch Beaumont at Arthur D. Little, review the highlights from the analysis and offer some guidance to help companies organize their customer-needs intelligence teams.

Travel & Transportation UK | The Daily Telegraph | 27 August 2017

Lowering the flag: Europe's airlines head for a shakeout

In this article about the European Airline Industry, Andrew Smith at Arthur D Little is quoted as saying: "In the past few years the European airline sector has seen record-breaking profitability but this is mostly down to the very low oil price. It is still a very fragmented market compared to its cousin across the pond. There's every reason to think there will be more consolidation." Smith pointed out that one factor in further deals could be Brexit. Although he thought the likelihood of flights between the UK and EU being grounded because of the pair failing to strike an aviation agreement before April 2019 was a "doomsday scenario", he says it could spur some deals - or alliances such as IAG, which owns British Airways, Iberia and Aer Lingus. "I think there will be more consolidation but you cannot assume it will be straightforward M&A," he says. "Part of the reason is because of anti-trust rules and alliances are quite a convenient way of solving the problem of market access without having to go over the hurdle of buying an entire airline."

Technology & Innovation Management UK | Consultancy UK | 10 August 2017

Applying agile approaches to improve breakthrough innovationArthur D. Little's eighth Innovation Excellence Survey has revealed that the approaches that have been successful at improving innovation delivery over the last 30 years are holding most organizat

Arthur D. Little's eighth Innovation Excellence Survey has revealed that the approaches that have been successful at improving innovation delivery over the last 30 years are holding most organizations back. Senior executives in product- and process-technology companies are already championing agile approaches to improve breakthrough innovation performance. In this article, Mitch Beaumont, Ben Thuriaux, Prashanth Prasad and Chandler Hatton at Arthur D. Little, discuss why creating a separate path with agile principles tuned for a product development environment has been shown to be an effective approach.

Technology & Innovation Management | My Customer | 03 August 2017

How to apply agile approaches to drive product innovation

Breakthrough innovation - innovation aimed at delivering disruptive impact, or creating new market spaces or step-changes in product, process or business-model performance - is increasingly important for companies. However, outside of the software industry most organizations, especially those with complex engineered products and longer development lifecycles, struggle to deliver it systematically. This is principally because the agile approach needed to realize breakthroughs is a challenge to the established practices that have served them well. In this article, Mitch Beaumont, Ben Thuriaux, Prashanth Prasad and Chandler Hatton at Arthur D. Little, look at how non-software product-based companies can successfully embrace agile, as well as non-agile, methods in a complementary way.

| The C Suite | 02 August 2017

Adding agile to improve breakthrough innovation

For the past 30 years, most technology-based companies have employed the waterfall (or phase-gate) approach to all of their innovation efforts. In fact, they have made significant investments in the design and adoption of these approaches so they would become rigorous and mechanical. Their fundamental goal has been to minimize variances (i.e. risk) from a well-understood set of requirements and a detailed plan that are both established at the beginning of a development project. As a result, they have created the perfect environment for incremental innovation, reducing cycle times and improving on-time delivery. Unfortunately, this well-honed model is not conducive to breakthrough innovation, in which requirements are rarely set in stone and uncertainty is not only the norm but a vehicle to explore beyond the usual boundaries. And while some companies realized some time ago that they needed to create separate initiatives for breakthrough innovation with some independence from the narrower focus and bureaucracy of their core R&D, all too often the innovation process and the way governance and teams worked were left fundamentally unchanged. In this article Mitch Beaumont, Ben Thuriaux, Prashanth Prasad and Chandler Hatton at Arthur D. Little, discuss adding agile to improve breakthrough innovation.

Technology & Innovation Management UK | UK Business Awards | 01 August 2017

Adding agile to improve breakthrough innovation in product development

Phase-gate, or waterfall, approaches, which companies have used for the last three decades to improve innovation performance, are being found to hold companies back when it comes to breakthrough innovation. Instead, senior executives in product- and process-technology companies are turning to agile approaches. In this article, Mitch Beaumont, Ben Thuriaux, Prashanth Prasad and Chandler Hatton at Arthur D. Little, discuss why to apply the principles of agile, the best tactic is to create a separate path tuned specifically to using those methods.

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