UK | | 27 January 2014

The Creativity Era: A new paradigm for business?

In this article, ADL’s survey of CTOs is mentioned. The company’s average lifespan has decreased from 67 years to 15 years since the 1920s.  This means that companies now more than ever need to be very creative and constantly reinvent themselves. Moreover, the article highlights some factors that are pressuring companies to make changes in the way they use creativity to adapt to the new economic environment. First of all, competitive landscapes are expanding. Secondly, customers have become part of the products design process, which means that the roles of supplier, customer and competitors are starting to blur. Moreover, the pace of technological advance is increasing, meaning the pace of innovation must speed up as well, pushing companies to stay informed and up-to-date. Lastly, academics and consultants are trying to understand “creativity management” to face the need for radical change and reinvention.

Automotive Germany | Automobilwoche | 27 January 2014

No need for car dealership

The traditional model of car dealerships as the sales center of automotive manufacturers is increasingly coming under pressure. According to a new study from Arthur D. Little, more than 70% of all customers already spend more time researching online than in the actual car dealership… and counting. Even services that have always been associated with the dealership in the past do not necessarily need to take place there: More than 76 % of the 4,500 respondents admitted they would prefer to have the car delivered to their home in order to test-drive.

Energy & Utilities UK | Utility Week | 17 January 2014

The future of energy utilities

Market conditions in the energy utility sector, at least in Europe, are the most challenging in living memory. The centralised, integrated giants, which emerged from waves of central planning and international consolidation, now see their historical business model challenged by several factors including competition, political initiatives, regulation and structural changes. Furthermore, technological change creates additional challenges in areas such as smart meters, micro-generation and distributed generation.

However, challenges can often stimulate innovation. Utilities have the opportunity to use the current crisis to reinvent themselves, innovating in technologies, products, services and business models to fundamentally change the value proposition they offer to customers. In this article, Arthur D. Little presents some possible futures and the business strategies that utilities should adopt to survive in the new paradigm.

The future of energy utilities article

Travel & Transportation UK | The Times of India (Chennai edition) | 18 December 2013

City’s transport network speeds ahead of US metros

This article about Chennai’s public transport system draws on Arthur D. Little’s recent study on urban mobility, titled ‘Future of Urban Mobility 2.0’, which evaluates the maturity and performance of public transport in 84 cities globally. It discusses how the availability of public transport in Chennai outperforms several American cities, ranking 54th, ahead of cities such as Chicago and Los Angeles. This may be due to the lower reliance on private vehicles in developing regions compared to the reliance on cars in North America. Many developments are brewing in Chennai, such as plans to set up a cycle sharing system for the public, the construction of a metro rail, the possible construction of a monorail, and also plans for a bus rapid transport system to be implemented.

Travel & Transportation UK | The Times of India (Kolkata edition) | 18 December 2013

Global kudos for Kolkata public transport

This article discusses how Kolkata’s public transport system is regarded as the most progressive in India, drawing on Arthur D. Little’s recent study on urban mobility titled ‘Future of Urban Mobility 2.0’. Arthur D. Little’s study ranks Kolkata at 31, which is the highest ranking Indian city for urban mobility in the country, but also ranks higher than some cities in developed countries, such as New York, Toronto and Melbourne. Kolkata is considered to have an array of public transport options, such as their tram system, the new metro rail, autorickshaws and taxis. The article considers how cities with good public transport systems should also have progressive land use policies, such as demonstrated in cities including Hong Kong and Singapore which have ranked at the top of Arthur D. Little’s urban mobility index.

TIME Germany | Frankfurter Allgemeine Zeitung | 03 December 2013

The home cloud moves into houses

The real value of smart home services is still not obvious for most people. But the boom with smartphones and tablets might turn this niche into a mass market. According to Arthur D. Little, the global smart home is still in an embryonic state. At the back of this development are scattered offerings by various companies like device manufacturers, telecommunication network operators and internet companies like Google who each try to succeed on their own, whilst neglecting partnerships. In any case Arthur D. Little expects a growth potential in Europe of about 12 per cent annually.

Automotive UK | The Times of India | 14 November 2013

Urban mobility index ranks Mumbai 37th globally

This article discusses urban mobility and mobility rankings in India, drawing on Arthur D. Little’s new global study on urban mobility which assesses the maturity and performance of public transport in 66 cities worldwide. It discusses how certain parameters used in creating this ‘mobility index’ could be introduced to city planners to help further develop and improve public transport. Those cities with better rankings tended to incorporate integrated mobility visions, such as promoting walking, cycling, car-pooling and smart mobility cards.

Automotive UK | Hindustan Times | 14 November 2013

Mumbai ranks 37th in world for public transport

This article discusses urban mobility and mobility rankings, drawing on Arthur D. Little’s new global study on urban mobility which assesses the maturity and performance of public transport in 66 cities. Mumbai was identified with an index of 63.7 which is below the average of 64.4 and all other Indian cities studied performed below average. Hong Kong gained the highest index of 81.9. In order to improve transport in Indian cities, there could be potential to develop interchange points like in Madrid where state transport buses, civic buses and metro are aligned together on different levels of the same building.

Healthcare Austria | Kurier | 07 November 2013

Highly efficient hospitals: Karolinska in Sweden

Unacceptable waiting times for surgeries are a problem in several Western European countries. The famous Karolinska-University-Hospital in Stockholm found a way to improve the efficiency of hospital processes without deteriorating the service for the patients. The new strategy was introduced by Arthur D. Little and entailed a new structure of decisive processes: “The project’s objective was to expand Karolinska’s top-notch medicine, to ensure supply during a healthcare crisis while forcing up efficiency” says Dr Gregor Wick, Partner at Arthur D. Little in Austria.

Energy & Utilities UK | Modern Power Systems (MPS) {Main} | 01 November 2013

Renewables: Profit and loss in the renewables boom

This article by Robin Francis, Philip Webster and Laurie Gillodo of Arthur D Little focuses on the importance and growth of the renewable energy sector and how it is now a mainstream part of the energy mix, primarily due to government subsidy and support. However, renewable energy is approaching a transition phase whereby it is starting to become cost competitive with conventional generation technologies, therefore becoming a commercially viable option.  However, despite these positive trends in renewable energy, many companies operating in this industry face challenges such as bankruptcies, exits, consolidation, significant losses and confusion over subsidies, therefore reducing investor confidence. Reasons why many of these businesses find themselves unable to maintain profitability are identified in this article: brutal intra-industry competition and resulting overcapacity and margin pressure; too much focus on technology and not enough on market needs; overdependence on unpredictable legislation; and a belief in the status quo. Recommendations are made by the authors to counteract these challenges, and they demonstrate that profit is possible in the renewable energy industry, such as seen with GE and Siemens.

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