Travel & Transportation | Aviation Week and Space Technology | 14 March 2016

The Next Challenge for Alliances

In this article, Arthur D. Little's new report on Aviation Alliance Strategy is discussed. The report says that the new alliance world is not just about making different airline models work together but that deeper cooperation with suppliers will also be important. It says that distribution strategy will become the new competitive background and that relationships between airlines and third-party channel providers will grow in importance. It also says that ownership of passenger data will become a key source of competitive advantage, with those retaining control better able to conduct targeted marketing and embed the customer relationship.

| Scrip Intelligence | 11 March 2016

Digital Health: Pharma Business Models Shakeup Needed?

In this article, Arthur D. Little's new report which states that by 2020, pharmaceutical business models will be turned on their head because of digital health is discussed. Innovation outside the healthcare space is causing disruption to the pharmaceutical company, its strategy and the way in which it operates. These new systems and products range widely but all make use of advances in digital technologies and the ability to analyse and present large amounts of data in new ways. The article discusses six success factors that are key for pharma companies wanting to respond to the disruptive pressure caused by new digital offerings.

| Aerospace Diary | 04 March 2016

View Point Aerospace supplier squeeze – ways out?

This guest blog post at Aerospace Diary, an online forum for aerospace professionals, is based on Arthur D. Little's Viewpoint that takes the same title. The aerospace and defense (A&D) industry today struggles with a duality: defense-driven segments are taking hits due to significant governmental budget cuts, while commercial aircraft manufacturing enjoys double-digit growth. A supplier of the future will not only need to be able to handle greater volumes efficiently, but also provide a more complex offering. The industry outlook may be bright and the challenges painfully real, but suppliers in this industry have no choice but transformation.

| Digital Health Age | 04 March 2016

Digital Health Age – Consumer health in the future: opportunities in and around the sector – February 2016

This article in Digital Health Age explains how the digital revolution is changing the healthcare industry. Patients and consumers are better informed, have wider choice and demand increased personalization. The consumer health space is naturally more oriented towards screening and prevention, and capturing consumers before they become patients. The successful business models of the future will be associated with giving a large population access to awareness and "prevention" solutions. New entrants to the healthcare space and organizations in adjacent industries, as well as existing healthcare players, can take advantage of these opportunities.

Travel & Transportation | Aviation MROs | 01 March 2016

Airline Economics

Continuous operational efficiency gains, the rise of low-cost airlines and the growing convenience of flight booking have all contributed to the ongoing commoditization of air travel. Despite China's economic slowdown, the International Air Transport Association (IATA) still expects global passenger volumes to more than double by 2034, reaching 7bn, which will drive demand for incremental aircraft and generate value in the aftermarket. Similarly, while there may be early signs of softening demand, Boeing's long-term market forecast for 2015-34 also foresees the number of aircraft in service doubling. Such growth is expected to see the global MRO market expand from $51bn in 2011 to $71bn by 2021. In this article Russell Pell, Andrew Smith, Delphine Knab and Willem Romanus of Arthur D. Little, discuss delivering long-term value in a transformed aftermarket.

| Commodities Now | 22 February 2016

Infrastructure & Third Parties: Weighing the Risk

Construction and infrastructure are among the sector more exposed to corruption and increasingly takes place in countries and regions with low transparency. In our experience all major international construction companies and developers of significant infrastructure projects carry out assessments of their third parties, or at least of some of them. However, this is usually conducted in an unstructured way, without standard procedures, leading to time and cost inefficiencies. In this article, Stephen Watson and Javier Serra of Arthur D. Little, explain why a risk-based due diligence approach is required to detect and prevent these risks.

Risk | Be Diligent | 01 February 2016

Institutional Real Estate Letter: Europe

As companies' reliance on third parties (such as contractors, partners and suppliers) increases, the need to both detect and prevent risk from these third parties becomes ever more important. National legislation with broad international reach is increasing the acute risk of legal non-compliance and the associated impact on corporate reputation. In this article, Stephen Watson and Javier Serra of Arthur D. Little, explain why a risk-based due diligence approach is required to detect and prevent these risks.

Technology & Innovation Management USA | Wall Street Journal | 28 January 2016

Could cloud be the Game Changer in Cybersecruity

Since 2013, the data security challenge has become even greater. The number of data attacks has almost doubled, costing many more companies billions of dollars as well as reputation damage and loyalty loss. And they are getting more sophisticated. The move from information systems hosted by organizations on their own premises to the use of cloud based systems is also changing things. In fact, the cloud requires a completely new security paradigm says Salman Ali, Principal at Arthur D. Little. "Security on user premises versus that of systems in the cloud is like comparing physical security in an office block with that of a shopping mall" he explains. "In an office block there's a security man at a desk near the front door, controlling who and what comes into the building. In a shopping mall there's no security at the front door, but lots of vigilant and visible guards observing and intervening when necessary." In this article, Ali argues that information and communications system security is following a similar path.

Technology & Innovation Management | Forbes | 20 January 2016

In The Digital World CEOs Need To Embrace The Opportunities

And Take The Threats More Seriously

 This article discusses recent internet security breaches at two UK companies and how no business is safe from cyber-attacks. Arthur D. Little’s recent The 2015 Digital Transformation Study is mentioned as it states that although front-runners have emerged, most companies still take a piecemeal approach to digital transformation. Michael Opitz, initiator of the study is quoted as saying: “As customers across the world embrace the new marketplace of shared ownership, on-demand services, and personalization, no industry is immune to the growing need for digital transformation. We fear that today too few CEOs recognize the urgent need to not just invest in new technology, but fully realign every aspect of their businesses to the new digitally-driven marketplace.” He adds that it is “about cultural change”. Organizations need to move away from traditional approaches to projects that involve long lead times and periods of reflection to adopting more of the “act fast, fail fast” approach associated with start-ups.http://www.forbes.com/sites/rogertrapp/2015/12/20/in-the-digital-world-ceos-need-to-embrace-the-opportunities-and-take-the-threats-more-seriously/

Technology & Innovation Management | Informed Decisions | 29 December 2015

Innovations in Pharmaceutical Technology (IPT)

This feature article in IPT details ADL’s research into the consumer health market, and explains how consumers have adopted mobile technology as an extension of themselves, and expect companies they do business with to engage this. Both consumers and patients are better informed, have wider choice, and demand increased personalization. Opportunities exist for both existing players and new entrants, as well as those in adjacent industries. Existing players will need to develop new perspectives, and new entrants will need to acquire healthcare knowledge and credibility. Industries that border consumer health will be able to join in as well, such as food and beauty companies developing offerings that appeal to the health-conscious consumer.

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