Energy & Utilities UK | Utility Week | 01 February 2013

Enemies closer

An article written by Arthur D. Little’s Michael Kruse and Julia Heizinger. The article explains how wind owners have not been able to meet expected performance targets due to a lack of standardization, rapid advancements of immature offshore wind technologies and inadequate planning. Although nuclear power has traditionally been a low-carbon rival to offshore wind, the authors argue that nuclear experience could teach wind a thing or two as both industries have faced similar challenges.

Travel & Transportation UK | Rail Technology Magazine | 01 February 2013

EIT Awards first contract to ADL/Atkins

Arthur D. Little and Atkins have been awarded an Enabling Innovation Team (EIT) contract to map capabilities and markets for the rail sector. ADL/Atkins will work with stakeholders across the rail, metro and light rail sectors to highlight where the UK has potential to sell into international and domestic capabilities. EIT will use these areas to create proposals for the technical operations for rail. The work is being funded from the Pilot Rail Innovation Fund, the Technology Strategy Board and RIA’s Unlocking Innovation Scheme. Rick Eager, ADL project director said: “We are immensely proud and honoured to be given the opportunity to undertake this project.”

Technology & Innovation Management Japan | Wired | 31 January 2013

Interview: “Japan’s herbivore heroes and future business”

Sustainability is one of the key issues of the 21st century. Although it is often considered an ecology issue, at the heart of it lies a mentality change. According to Morinosuke Kawaguchi, Associate Director at Arthur D. Little, Japan, sustainability is ultimately all about the ‘hero’s’ character, people’s behavior and their guiding principles which are crystallized and most clearly reflected in their ‘hero’s’ personality.

Today’s Japanese heroes are filled with a desire for harmony and collaboration. They are no longer interested in the old models of testosterone-filled heroes winning against the rest of the pack. Today’s heroes are kinder, more considerate and ‘herbivorous.’

The exponential rate by which Japanese animation - anime - attracts young people around the world, is proof that the younger generation are more attracted to this gentler, more sustainable model of united heroes, opposed to the previous winner-takes-it-all model.

Herbivorous behavior is non-aggressive, gentle and considerate. It is a personality characterized by what might traditionally be regarded as female qualities and is a social phenomenon that is especially prominent in Japan. The term “herbivore man” or Soshoku-kei danshi, has caused much controversy and in a modernized world, carnivorous traits are disappearing – and may not even be wanted!

If a society aims for prosperity; herbivorization is a natural consequence. As prosperity is reached, the tough, carnivorous spirit that was needed to attain it, dissolves in the next generation.

Although Japan is the frontrunner in the herbivore mentality, the whole world is becoming gentler.

For example, in Japan, the outer unit of the air conditioner has a switch so the machine can work on silent mode. This is because Japanese people worry about the noise bothering their neighbors or people passing by on the street. This kind and considerate mentality is typical of the herbivore hero.

The future belongs to the younger generation. In every country, young people's subculture is full of hints for their mentality, but most “serious” business people do not take subculture seriously and miss out on huge business opportunities.

Translating young people’s subculture and their sense of value into products and services is the future.

Source: http://www.wired.jp/2013/01/24/interview-mkawaguchi/ 

UK | Civil Society | 30 January 2013

Innovation Quick Wins

An article by Rick Eagar, Partner at Arthur D. Little, about the tools organizations can use to inspire innovation among their teams. The article provides a brief round-up of some widely-used tools both old and new, including their strengths and limitations, key success factors and when and where to use them.

TIME UK | European Communications | 25 January 2013

Mobile money – five key challenges for 2013

An article by Hariprasad Pichai, Consultant at Arthur D. Little, about the mobile money market. Hariprasad discusses the five key challenges that organisations need to tackle: user experience, context awareness, universality, security and regulation. He says that significant opportunities exist in the market but telecom operators must execute plans now as to how they can best capitalise on the opportunities and remain relevant.

TIME UK | Mobile Europe | 22 January 2013

Operators focusing on the wrong things in mobile NFC, says new report

An article about Arthur D. Little’s latest report on ‘Mobile NFC – what’s all the hype about.’ Nicolai Schattgen, Global Head of Arthur D. Little’s M-Commerce Competence Centre is quoted as saying “Telcos still believe they are a key enabler just because of the tag ‘mobile’ and seem to have learned close to nothing from the negative app store experience. Whoever manages to enable the ecosystem has the opportunity to take a controlling gatekeeper role.” Nicolai believes NFC is moving into healthcare, authentication, identity and fleet management, promotion, shopping, smart cities and sharing.

Technology & Innovation Management Korea | MAEIL BUSINESS NEWSPAPER | 16 January 2013

A Conversation with Ignacio Garcia Alves, CEO of Arthur D. Little

In his talk with Korea’s most important business paper, Maeil Business Newspaper, Arthur D. Little’s CEO Ignacio Garcia Alves shares his insights on the world economy. Asia continues to become one of the most important regions of the world economy and should now look at what lessons it can draw from the EU in terms of a unified Asian market. He also advises businesses to find more business opportunities in emerging countries with longterm economic growth rates like Africa which are promising for the future. This may help divert a little from some countries in the Middle East that are a bit risky due to political issues. Ignacio Garcia Alves also touches upon the importance of convergence and open innovation.

Energy & Utilities UK | The Energy Industry Times | 15 January 2013

Nuclear risks, uncertainties and future potential

An article by Michael Kruse, Principal at Arthur D. Little, about nuclear risks and its future potential. Today, several nuclear programmes are facing significant challenges and after the tragic events at Fukushima in 2011, the nuclear industry came to a halt. In the article, Michael discusses a recent Arthur D. Little study, reasons why nuclear new build programmes fail and what the future holds.

TIME Germany | Der Tagesspiegel | 05 January 2013

Pay for live TV

Many consumers are willing to pay to watch football-matches live, but the market for the pay-TV providers in Germany isn’t such an easy playing field. Arthur D. Little expert Clemens Schwaiger highlights the problem: “Compared to other industry nations, the currency of premium TV-subscriptions in Germany is very low – even though households’ income is comparatively high.” According to Schwaiger, the new alliance between Sky and Deutsche Telekom reflects a new trend: “We see alliances like this being formed in other developed markets too.”

Energy & Utilities UK | Petroleum Review | 01 January 2013

A new business structure

An article by Ben Thuriaux-Aleman, Principal at Arthur D. Little and Stephen Rogers, Partner at Arthur D. Little about a new business structure that is emerging in the E&P sector. Companies are under increasing pressure to deploy their best available technological capabilities to maximise recovery and efficiency, whilst also minimising costs in a safe way. At the same time, many companies are concerned about the ‘value’ of technology projects that have languished for years in the laboratory with no business uptake. The article discusses a new organisational form that tackles these challenges head on. The new form integrates all relevant projects, technology and procurement units into one single global division, which is then tasked with the full burden of delivery.

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