Energy & Utilities Germany | Manager Magazine | 22 June 2011

Pressure due to shrinking nuclear market

The catastrophe in Fukushima turned all calculations of those planning to build a nuclear power plant into disarray.  "This is due to the tougher conditions to fund these power plants because the risk is priced differently“, says Michael Kruse, nuclear expert at Arthur D. Little.  Notwithstanding the fact that all western manufacturers have a problem because their respective governments are disembarking from nuclear power development.  In general though, the market remains attractive.  The issue: the manufacturers’ position is connected to references in their domestic market.

UK | Future of Business (blog) | 21 June 2011

Future of Innovation Management

This blog post from The Independent’s Roger Trapp discusses innovation and the extensive use of this term within business; suggesting that the term innovation is ‘messy’, but companies who wish to prosper in the future will have to grapple with it.

Public Services UK | Sunday Telegraph | 19 June 2011

Transforming the City Landscape

Discusses the implications for smart technology in relation to government public policy decisions; this is linked to an Arthur D. Little report which suggests that cities with a higher level of ICT maturity are significantly better at managing issues such as environmental management, infrastructure and education. It is further suggested that ICT plays a huge role in utilising a city’s economic assets and talents. Furthermore, the article discusses the considerable “buzz” around the implementation of smart meters in households over the following years which will transmit instant usage information to the energy providers which allows them to analyse demand and allow more accurate bills to be compiled. Both Erik Almqvist and Wilhelm Lerner are substantially quoted.

UK | Innovation Management.se | 09 June 2011

Focus on New Business Areas will Increase Dramatically

This article is a write-up of Arthur D. Little’s Prism article: The Future of Innovation Management: The Next 10 Years that questions the future of innovation management. Based around the recent global survey of CIOs and CTOs undertaken by Arthur D Little, the survey’s main findings are discussed, including that the unit cost reductions achieved through innovation expected to increase by 50% in the next ten years and that the most important area for innovation investment will continue to be a deeper understanding of the customer. Integrating innovation across functions and innovating in and for emerging markets are also set for significant investment increases in the next ten years. A small company profile is provided at the end of the article.

TIME Germany | Spiegel Online | 03 June 2011

South Korea: Faster to Digital Land

There is almost no other country as mobile online as South Korea.  Although the smartphone boom came relatively late, by the end of 2011 more than 20 million South Koreans will be online with them.  Moreover, a number of applications ease the daily grind of people’s lives.  No wonder Seoul, Singapore and Stockholm rank at the top of Arthur D. Little and Ericssons’ Networked Society Index showing that these large cities are the best digitally cross-linked.

Travel & Transportation UK | Rail Professional | 01 June 2011

Accelerating Innovation

A contributed article from Arthur D. Little on how the franchising system currently in place within the UK rail industry is stifling innovation; the industry is generally viewed to be poor in terms of innovation. It is suggested that a ‘systems approach’ to accelerating innovation may be essential for understanding the ‘bigger picture’. This will require looking at the railways as a single system, in which constituent parts of the industry value chain each have a role to play. The authors suggest ways to overcome potential barriers to innovation and conclude that developing strategic partnerships with parties such as direct competitors or other parts of the supply chain may be an effective way for companies to increase influence.

Travel & Transportation UK | Frankfurter Allgemeine Zeitung | 27 May 2011

Hard Competition for slots and hubs

The airlines from the near east and no-frills carrier Ryanair expand their attack on established airlines such as Lufthansa, Air France, KLM or British Airways.  Although Emirates, Quatar Airways and Ethiad deny that they receive subsidies, their indirect advantages concerning their cost structure are undisputed.  Not only is the cost of labour about 30% lower than in Europe, charges for airports and air-traffic controls are cheaper as well, says a recent Arthur D. Little study.

Automotive Germany | Automobilwoche | 16 May 2011

Automotive: Reversal in the factory

Less cars, longer usage of each car and several repair markets on the internet put pressure on the service branch within the car industry.  While OEM surge into the aftersales-business, no-name factories in return try to gain more leasing and vehicle fleet management as customers – and their prospects are good: The proportion of business customers amount to about 50%.  Nevertheless, deals with respective aftersales services still lie idle, a recent Arthur D. Little study concludes.

TIME Germany | Handelsblatt | 12 May 2011

Attack on the telcos

Players from other industries are getting into the business of traditional telecommunication companies and thereby causing trouble ; and now, Apple, Google, Facebook and even Microsoft desire a piece of the cake.  With Microsoft’s acquisition of Skype, the giant from Seattle is the largest provider of transnational language-based communication.  "Though, insufficient security standards prevent companies from taking skype as an alternative for video conferences into account“, says an Arthur D. Little expert.

UK | Financial Times | 12 May 2011

Borders as the final frontier

This article discusses the importance of the nationality of a business; ten years ago many large companies strived to be ‘stateless’ however this proved largely a pipe-dream. A closer look reveals many multi-national companies are not as international as they may seem and that many may still, essentially, be tied to a country in terms of their headquarters and senior staff.  Arthur D Little undertook an analysis of the Fortune Global 500 in 2009 and found that only 68 (14 percent) had a non-native CEO. A second analysis of the top 100 non-financial transnational companies in 2005 revealed that only 10 per cent had boards with a majority of directors from outside their home country. These conclusions are reported within this article.

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