In this article, Arthur D. Little's report on why electric vehicles may not be as environmentally- friendly as stated is discussed. The report is referenced as saying that manufacturing a compact and mid-sized electric vehicle discharges 12 thousand and 17 thousand pounds more CO2 gases than manufacturing a comparable gas-fueled vehicle.
Most executives agree that successfully implementing a business strategy is usually a lot more challenging than developing it. Unrealistic or overly academic theories, while persuasive on paper, can be costly in practice and all too often lead to passive resistance or even "tissue rejection" by the host organization. In this article, Greg Smith, Mandeep Dhillon, Laurie Guillodo, Xabier Ormaechea and Carl Bate at Arthur D. Little, discuss why in these situations, advances in technology, increasingly software related, are frequently perceived as a "silver bullet" that can ensure effective delivery of the anticipated change.
Obtaining a deep understanding of customer needs is central to any new product development process. Over the last decade tools and techniques for obtaining customer intelligence in B2C industries have become increasingly sophisticated. Digitalization now provides a vast reservoir of hitherto untapped analytical data, and customers are becoming increasingly engaged in the design process itself. Companies in B2B industries, on the other hand, have a much narrower base of customers, many of whom have regular personal interactions with their suppliers. In this article, Chandler Hatton, Michael Kolk, Martijn Eikelenboom and Mitch Beaumont at Arthur D. Little, discuss why this interaction should make the process of understanding customer needs more straightforward.
Telecom players dedicate significant resources to complying with retail & consumer protection (RCP) regulation, having created complex horizontal processes and tools spanning several departments. Despite this, Andrea Faggiano, Giancarlo Agresti, Giulia Strusi, Richard Swinford and Gregory Pankert at Arthur D. Little, say that the complexity of the subject and the continuous flow of new rules often translate into unwise actions, which are eventually punished by regulatory institutions.
The inability to recognize and serve customer needs is one of the most common reasons that new products and innovations fail. B2C product development projects increasingly turn to comprehensive market data and short design iterations to hone products to the needs and wants of their target audiences. Such an approach can seem exaggerated in a B2B context, in which companies develop products to serve narrower customer bases that they are often already engaged with through regular interactions. In this article, Chandler Hatton, Michael Kolk, Martijn Eikelenboom and Mitch Beaumont at Arthur D. Little, discuss why failure of new-product development projects for B2B customers is costly, and why many companies are unsatisfied with how they organize their customer interactions - especially how they integrate their R&D and commercial functions.
New business models are critical for a downstream sector supplying energy to a changing mobility market. In this article, Daniel Monzón, Rodolfo Guzman, Alfredo Verna and Micaela Carlino at Arthur D Little, consider the challenges and opportunities facing downstream players.
E-learning is a prerequisite for efficiently rolling out respective solutions and gathering the associated benefits. To efficiently support the global rollout of such solutions, training of global staff needs to be fast and efficient, and have frequent updates. Here, e-learning becomes the core enabler of most globally scaled smart-manufacturing solutions. In this article, Niklas Brundin, Wolf-Dieter Hoppe, Johan Treutiger, Carl Reiman and Caroline Dedering at Arthur D. Little, argue why E-Learning and implementation of smart manufacturing, or in a broader perspective, Industry 4.0 approaches, are deeply connected.
Aggregators, integrated utilities and end users need to define their strategy to seize the business potential that demand side management (DSM) offers as a flexibility solution. In this article, Kurt Baes and Florence Carlot at Arthur D. Little discuss why understanding the needs and constraints of DSM providers is required in order to design the market in a way that will facilitate and increase flexibility activation.
Experts from the Arthur D Little consultancy provide a detailed overview of the historic, “trillion-dollar” opportunity presented by the move to smart cities, in this article by Ralf Baron, Morsi Berguiga, Jaap Kalkman, Adnan Merhaba, Ansgar Schlautmann and Karim Taga.
In our work with clients we see commonly recurring pitfalls that often lead to failure in digital implementation, including: unrealistic expectations of technology; believing a new technology system will fundamentally transform the organizational culture and employees will simply adapt; creating a constrained environment by, for example, shooting down ideas too quickly; and failing to adequately consider employees before embarking on change. In this article, Greg Smith, Mandeep Dhillon, Laurie Guillodo, Xabier Ormaechea and Carl Bate from Arthur D. Little, look at how these problems can be overcome by focusing on five fundamentals that are often neglected in the “new world” of digital.