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.
This article at Consultancy.uk, drawing from Arthur D. Little’s report in collaboration with the Associated Chambers of Commerce of India, India – Investment Opportunity, compares India as a target for foreign direct investment with other countries. It is ranked high, among other attractive destinations such as China and Brazil. However, India comes with challenges related to infrastructure and government legislation. The country has seen an increase of $9 billion in its foreign direct investment, from $25.3 billion in 2007 to $34.4 billion in 2014. Its largest investment sector was services, followed by telecoms.
From logistics and manufacturing to consumer goods and entertainment, every major industry is grappling to respond to the realities of an on-demand, personalized digital economy. Despite CEOs and strategists working around the clock to realign their business development to embrace digitalization, a new global study from Arthur D. Little reveals that the majority of corporations still underestimate the risks of failing to keep pace with a rapidly digitizing economy, and feel ill-equipped to make a holistic digital transformation. In this article, the results of Arthur D. Little’s Digital Transformation Index are revealed.
Eight out of ten companies are lagging behind when it comes to digitalisation, and are executing reactive, rather than active, digital strategies. A lack of knowledge and sense of urgency are seen as the biggest obstacles to digital transformation and transformational leadership is the key to embracing digitalisation. This article discusses Arthur D. Little’s recently released ‘Digital Transformation – How to Become Digital Leader’ report which researches the digital maturity of more than 100 European companies from seven industries.
Companies in many sectors – particularly construction, infrastructure operation, energy and telecoms – interact with a large number of third parties, including their customers, partners, suppliers and commercial agents. A company may have an economic relationship with thousands of third parties each year and potential relationships with more than three times those selected in the same period. In some sectors – particularly construction – companies can critically depend on third parties. It is not unusual for over 90% of any given contract value to be passed on to these third parties. In this article, Stephen Watson and Javier Serra from Arthur D. Little, discuss the types of risk and potential impact that these third parties can bring.
With major construction and infrastructure development companies, including those in the renewable energy sector, increasingly expanding their footprints into countries far from their home markets, Stephen Watson and Javier Serra from Arthur D. Little give some essential advice for successfully managing third-party risk.
What effects will the diesel scandal have on the future of automotive mobility? Short-term effects are hard to predict and will probably vary by region, but the long-term effect is clear: all powertrain concepts will be literally put on the public test stand. In this article, Klaus Schmitz, Partner at Arthur D. Little, speculates on whether the diesel furore will have a tangible impact on the public's feelings towards alternative powertrains.
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.