| European Communications | 08 February 2017

The importance of understanding RCP regulation

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 C Suite | 08 February 2017

Product development: recognizing and serving customer needs

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.

Energy & Utilities, Strategy & Organization | Petroleum Review | 01 February 2017

What’s next for petroleum downstream

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.

Manufacturing, Operations Management | Steel Times International | 01 February 2017

E-Learning and smart manufacturing

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.

| The Energy Industry Times | 01 February 2017

Developing incentives for greater flexibility

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.

| Robotic & Automation News | 26 January 2017

Big feature: Historic opportunities presented by smart cities

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.

| Customer Experience Magazine | 20 January 2017

Implementing a Digital Strategy in Five Fundamental Steps

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.

| European Baker & Biscuit | 22 December 2016

Leveraging E-learning for Knowledge Sharing in Industrial Equipment Manufacturing

Today's global trends, such as the high speed of innovation and technological change, require industrial equipment manufacturing companies to be agile and quickly implement sustainable changes to survive. To do so, companies need to continuously train employees to ensure they possess the right skills and know-how. The challenge is to do this in a cost-efficient way or, in other words, find the most suitable format for conveying knowledge and information. In this article, Niklas Brundin, Wolf-Dieter Hoppe, Johan Treutiger, Carl Reiman and Caroline Dedering of Arthur D. Little discuss why they believe the solution in the new digital era is, in many cases, e-learning - a training method which, during recent years, has become significantly simpler and less expensive to use.

| Automotive Megatrends | 16 December 2016

The Future of Diesel Engines and how OEMs can shape it

Despite an anticipated decline in the overall diesel market share in the years to 2030, demand for diesel is expected to continue to remain above 50% in medium-upper car segments. In this article, Fabrizio Arena, Hiroto Suzuki, Eric Kirstetter, Wolf-Dieter Hoppe and Daniele Spera of Arthur D. Little discuss why this is.

| Consultancy UK | 13 December 2016

Corporate leadership needed to bolster road-safety management

The corporate leadership agenda has become busier over the last decade as the world's largest firms come under increasing scrutiny from a broader range of stakeholders. Beyond legal obligations, risks and opportunities for corporate reputation arise from matters such as carbon, water and community engagement. Many companies also engage in extensive road transportation, much of which comprises operations contracted out along the supply chain. 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 of Arthur D. Little discuss why corporate leadership is needed to support road safety initiatives globally.

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