Sustainability & Risk | The C Suite | 07 December 2016

Road Safety Risk Management and Corporate Reputation

With more than one-quarter of the 1.25 million deaths on the road each year attributable to work-related driving, the threat posed to sustainable business performance due to confining safety risk management to on-site activities is clear. As defensive driver training and driver-monitoring technologies become more mainstream, leading global companies are now taking the significant step of managing all off-site transportation safety risks throughout their own operations and across their chains. In this article, Marcus Beard and Guillaume Rominger at Arthur D. Little, discuss while such a step may increase the scope of harm to be addressed by an order of magnitude over that of on-site risks, reducing road transport-related fatalities and injuries throughout the supply chain can strengthen corporate reputation and deliver tangible benefits to business performance.

| Plastics Today | 04 December 2016

Are electric cars more environmentally friendly than internal combustion vehicles?

This article discusses a new study of the real impact of battery electric vehicles (BEVs) compared to internal combustion engine vehicles (ICEVs), in terms of both total cost of ownership (net of public subsidies) and environmental impact. "Do BEVs truly offer an environmental advantage - and if so, at what cost?" questions report authors at Arthur D. Little. The study analyzes the impact of new BEVs and ICEVs in the US, and projects the economic and environmental effects over the assumed 20-year lifetime of a US passenger vehicle.

Technology & Innovation Management | Gulf Industry | 01 December 2016

E-Learning for versatile training and communication in manufacturing

Industrial leaders are pursuing varieties of global transformation initiatives driven by digitalization. E-learning is one of the key elements when it comes to scaling up these initiatives, enabling fast and efficient capability building among the workforce, and thereby ensuring fast payback times for corporate investments. In this article, written by Niklas Brundin, Wolf-Dieter Hoppe, Johan Treutiger, Carl Reiman and Caroline Dedering at Arthur D. Little, the authors discuss why the only way manufacturing companies can continuously train employees in a cost-efficient way in the new digital era is e-learning.

Automotive | Materials & Manufacturing Technology | 01 December 2016

Changing for good

This article discusses Arthur D. Little's 'Global Automotive Mobility Study' which sheds light on the three megatrends of car sharing, autonomous driving and electric mobility. A total of 6,500 end consumers from 10 core markets of the car industry were surveyed and the results show an industry facing massive changes. In the article, Wolf-Dieter Hoppe of Arthur D. Little, says that car sharing won't replace the private vehicle, rather it is still seen as an additional mobility option.

Healthcare | Infrastructure Intelligence | 15 November 2016

Is the car industry about to change for good?

In its "Global Automotive Mobility Study", experts from Arthur D. Little shed light on the three megatrends of autonomous driving: electric mobility and car sharing.

Financial Services, Technology & Innovation Management | Health Matters | 14 November 2016

How pharma companies get ahead in an era of rapid digital change

Innovations coming from outside the traditional healthcare industry span a wide spectrum of products and services, but all take advantage of advances in digital technologies and the ability to analyze and present large amounts of data in new ways. From new biosensor technologies and smart devices to portals and physician guidance tools, there are numerous exciting breakthroughs that allow enhanced self-monitoring capabilities and patient adherence - and ultimately superior clinical decision-making and treatment success. In this article, Ulrica Sehlstedt, Nils Bohlin, Fredrik de Maré and Richard Beetz of Arthur D. Little discuss how a pharma company should act in the midst of this rapid change if it is to stay ahead.

Healthcare | International Journal of Healthcare Management | 13 November 2016

Embracing digital health in the Pharmaceutical Industry

Disruptive innovations challenge pharma companies to change up business models and value chains to stay ahead. In this article, Ulrica Sehlstedt, Nils Bohlin, Fredrik de Maré and Richard Beetz of Arthur D. Little discuss how as the industry becomes more digitalized, pharma companies will need to implement changes that will ultimately lead to new business models and value chains.

Chemicals | ICIS | 10 November 2016

Chemical industry is more open to digital innovation

The chemical industry recognises that digital innovation can help it to be, and stay, competitive. And it is important for the industry to identify the key digital technology building blocks and to tap into possible shared digital benefits across industries, Arthur D Little partners Michael Kolk and Frederik van Oene said in an interview with ICIS.

Financial Services, Technology & Innovation Management | International Finance Magazine | 25 October 2016

Implementing Digital

The way customers interact with banks and insurance companies has changed: according to Eurostat and The Financial Brand, as much as 40% of banking customers in the EU are active online banking users. That number rises to 61% in the US. We expect this number to rise to 83%-89% in the EU by 2020. In this article Alejandro Gonzalez and Pedro Fernández of Arthur D. Little, discuss how financial institutions can develop digital strategies as bricks and mortar become obsolete.

Strategy & Organization | European Communications | 11 October 2016

Telcos’ “shallow” innovation efforts shunned by start-ups, report finds

Telcos' innovation strategies have been shown up in a new report, which laments a continued protection of their core business activities. The report from management consultants Arthur D. Little, Match-Maker Ventures and The Telecom Council of Silicon Valley, noted that realising value from innovation remained "elusive". Over two-thirds (67 percent) of telco respondents said that innovation is among their top three strategic priorities, but only 34 said they were satisfied with their innovation activities. The report noted that their approaches were often "shallow" and "scratching the surface". "Observing and mimicking often is the key, instead of true innovative thinking," it said. A desire to protect the status quo and shareholder pressure were two reasons for this, according to the report.

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