This article discusses the consulting business and different methods of the consulting industry's founding fathers. Arthur Dehon Little is mentioned as the founder of Arthur D. Little, one of the first strategy consulting firms, in 1909. He was a chemist who taught papermaking at Massachusetts Institute of Technology. He specialized in technical research and "management engineering", and conducted analytical studies, the precursor of the consulting studies for which his firm would later become famous. Each challenge, he believed, demanded a unique solution.
More than 50% of global air traffic today travels through privatized or commercialized airports. Roughly half of that traffic travels through airports that are stock exchange listed, while the remaining half are privatized but not listed. This article discusses why Arthur D. Little believes that airports are becoming a huge industry and how the domination of public companies is coming to an end.
This feature article is adapted from Arthur D. Little’s recent Viewpoint on ‘Embracing the Consumer Health Opportunity. Today’s technological landscape is completely different from the recent past. New generations of consumers use mobile technology as a natural extension of themselves. New technology is leading to changes in consumption patterns – in the retail world the role of the traditional store is changing as online and mobile shopping become more prevalent and different consumption modes overlap. Today’s consumers want the ability to buy when and where they want. Players in all areas of the healthcare industry can get ahead by adapting to the digital consumer.
This online feature is about the appointment of Rick Eagar as Arthur D. Little’s first ever Chief Innovation Officer (CIO). Rick Eagar has over 26 years of experience in consulting and has been a Director and Partner at Arthur D. Little for more than 18 years, focusing on technology and innovation management for clients across a range of industries. In his new role, he will work with the firm’s leaders and experts across the globe to develop the next generation of innovative and impactful client offerings. In addition to his CIO role, Eagar has also been named global head of the TIM Practice, one of Arthur D. Little’s eight functional Practices. Other management team members of the TIM unit are Carl Bate and Greg Smith (UK), John Brennan (US), Fabian Dömer and Volker Pfirsching (Germany), Yusuke Harada (Japan), Michael Kolk (Netherlands), Frederik van Oene (Belgium) and Daniel Roos (Sweden).
This online feature article is adapted from Arthur D. Little’s recent Viewpoint: ‘Telecom operators: Open Innovation with start-ups.’ As disruptions rock the corporate world, Open Innovation has taken off, yet for telecom operators difficulties remain finding, scaling and sustaining valuable relations. Telcos need to show their hand to start-ups in terms of pitching what they can offer, from piloting fast-paced ideas to scale development. For collaboration relationships to be successful however, a good fit needs to be found in the initial meeting – requiring clear strategic planning, governance and internal processes and resources from telcos for any future collaboration with a good fitting start-up.
This feature discusses Arthur D. Little’s new global mobility study which sheds light on the three megatrends of autonomous driving, electric mobility and car sharing. Feedback from respondents in the recent study is decidedly lukewarm. Of the 65,000 consumers polled from 10 core automotive markets, only one-third said they would be willing to use an autonomous car. Similarly, the study notes that prospects for EVs are “not too bright” as the models’ high prices and limited range combined with a shortage of charging stations hold back demand. In this article, Arthur D. Little Partner Klaus Schmitz discusses the obstacles that are preventing breakthrough in the market and how crucial it is for customer needs to be understood.
High-profile mobile money launches by Apple and Samsung have recently joined the ranks of companies offering mostly wealthy owners of expensive smartphones the ability to pay for goods with a swipe of their handsets. But while this will undoubtedly help the use of mobile payments to spread, the reality remains that the mobile phone as a means of payment remains relatively niche even in developed markets. In this article, Julien Duvaud-Schelnast, manager at Arthur D. Little, is quoted saying mobile banking is still in its infancy. He expects the market to expand into new areas such as direct debit payments, and he adds that more than half of smartphone users in the US used mobile banking services in 2014. So far, however, he says mobile is mostly acting as a complementary channel for basic activities, such as balance checks, rather than providing the main route of access to banking activities. In terms of providing access to a full range of banking services, it seems that mobile still has a long way to go.
This online feature article is adapted from Arthur D. Little’s recent Viewpoint on ‘Mobile Payment.’ Mobile payment has been on the agenda of numerous players across industries for more than a decade. Now, with Apple Pay and Google Wallet launched and the markets equipping themselves, mobile payment may finally take off. Is this the turning point in developed markets? In this article, Julien Duvaud-Schelnast, Manager at Arthur D. Little, provides his view on the theme.
This online feature article is adapted from Arthur D. Little’s recent Viewpoint on ‘Mobile Payment.’ Mobile payments have taken off on a global scale, accounting for a total of $285 billion (€252bn) in 2014 and representing seven percent of global electronic transactions. Arthur D. Little expects these figures to continue growing at a fast pace, exceeding $800 billion (€706bn) by 2017. Mobile network operators (MNOs) have been active in the mobile payment space for over a decade, but with limited success in developed markets. They are now facing an ever-decreasing window of opportunity as other players seek to bypass them.
This online feature article is adapted from Arthur D. Little’s recent Viewpoint on ‘Embracing the Consumer Health Opportunity. Over the course of the last decade the consumer health industry has risen as an important force that is reshaping the future of healthcare. It is enabling an individual-centric model whereby consumers play a more central and informed role alongside providers in healthcare prevention, maintenance and ultimately, treatment. There is enormous market potential in the cross-dimensional opportunity space. All players need to improve weak capabilities and leverage strengths. In the center, of course, is the consumer.