Issue 2, 2003

Innovation at Work: The Innovation Imperative

Thorsten Gerhard and Per I. Nilsson

Successful innovation is all about creating customer value – but how can companies be successful and innovative at the same time? [...]

Issue 2, 2003

Expanding Market Space Through Services: Innovate, Don't Imitate

Olaf Tellefsen, Christoph Studinka, Jasper Boessenkool, and Björn Henriksson

Product manufacturers in mature industries have a tough time achieving growth. Extending in profitable service niches offers help. [...]

Issue 2, 2003

"High Expectations, Low Profitability" - Arthur D. Little's Global Broadband Report

Andreas Hürlimann, Nick George, and Kim Moogwi

The results from Arthur D. Little's Global Broadband Study are sobering for some countries and industries – but make room for optimism. There just might be light at the end of the tunnel. [...]

Issue 2, 2003

Knowledge Management - Are You Inspiring Innovation?

Frank Kirschnick, Grant Gustafson, and Stefan Odenthal

Knowledge is the most sought after "raw" material of our time, coming with a multitude of challenges. So what can companies do to turn knowledge into a reliable success factor? [...]

Issue 2, 2003

Networks Work: Viral Marketing as a Tool for Launching Innovations

Jean-Luc Cyrot, Christian Urdl, and Ignacio Garcia Alves

Fragmented markets call for focused marketing approaches. The word–of–mouth virus has become the most effective tool to spread an innovative product from the avant–garde to everyday users. [...]

Issue 2, 2003

Deregulation - David vs. Goliath Revisited

Bruno Duarte, Jean Fisch, and Bernardo S. Sichel

Deregulation is a global fact. With the threat to incumbents of losing market share to new entrants, what strategies can incumbents apply to protect their turf? [...]

Issue 2, 2003

Cooperative Game Theory: Splitting the Gains Without the Pain

René Groot Bruinderink, Daniel Deneffe and Ferdinand Hoyos

Partnering is all about sharing, participating, and integrating. In theory. In reality most partnerships don't bring the results the participating parties had hoped for. The application of game theory offers help. [...]

Issue 2, 2003

Innovation at Tetra Pak - Managing the Paradox of Creativity and Discipline. Interview with Nick Shreiber

Nick Shreiber talks to Hubertus M. Mühlhäuser

Tetra Pak is famous for its innovative corporate culture. The company has consistently introduced new products and technologies to the world markets. Nick Shreiber, President and Chief Executive Officer of Tetra Pak manages the topic. [...]

Issue 1, 2003

Back to Basics

Herman Vantrappen and Yusuke Harada

Many people are talking about the basics – but what exactly are they? Arthur D. Little studied a number of companies that have excelled in the business environment by following some basic rules. Read what these companies do and how they do it. [...]

Issue 1, 2003

Contingent Capitalism: Planning and Decision Making in Emerging Markets

Bernardo S. Sichel, Karim Taga, Mark Dougan

Emerging Markets offer huge opportunities – for succes and failure alike. Arthur D. Little took a closer look at the underlying forces. One of the main results: companies that want to succeed must be prepared to change their strategies quickly. But how can they do it? [...]

Issue 1, 2003

Pricing in Downturn Economies

Daniel Deneffe and Ferdinand Hoyos

The pricing spiral has begun on a global scale. But how can companies protect themselves from price wars? Arthur D. Little found that offering product and service features that customers are actually willing to pay for is a key element in this. [...]

Issue 1, 2003

Bringing Corporate Responsibility Down to Earth

Justin Keeble, Richard Eagar, Hubertus M. Mühlhäuser

Globalisation is a fact. Most people though still live on a regional basis. Globally operating companies which want to succeed must consider the regional preconditions that they operate under. Arthur D. Little shows how large corporations can set up reliable performance measures at a project level. [...]

Issue 1, 2003

The CTO / R&D Director as an Enabler of Strategic Growth

Björn Henriksson, Nils Bohlin, Mattias Stenberg

Investments in technological infrastructure and innovation are still huge. While the definition of the role of the CTO running these systems is not focused, he continues to be a vital element of economic success in terms of innovation management. [...]

Issue 1, 2003

Partnering: The Rules of the Game

Stefan Odenthal, Thomas Manning, Hiroshi Shimizu

Partnering has emerged as a viable alternative to mergers and acquisitions. But what are the rules of the game and how to play it? Arthur D. Little offers some answers about when partnering offers more chances than mergers and acquisitions. [...]

Issue 1, 2003

David vs. Goliath - Lessons from Market Liberalisation since the 1990s

Bruno Duarte and Jean Fisch

The Nineties saw a whole wave of market liberalisations. Arthur D. Little has helped former monopolies and market entrants alike in designing strategies for liberalised markets. Read about the views and conclusions from a new entrant's perspective. [...]

Issue 1, 2003

Back to Basics at Harley-Davidson - Interview with Richard F. Teerlink

Richard F. Teerlink talks to Hubertus M. Mühlhäuser

Not many industry leaders can claim to have risked their personal fortune for their company. Management guru Richard F. Teerlink can – and learnt a lot. In a frank conversation with Hubertus M. Mühlhäuser Teerlink talks about the management buyout of Harley–Davidson, leaderships, and some phenomena of the 1990s. [...]

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About Prism

Twice a year, Arthur D. Little covers the latest cutting-edge thinking on strategy, technology and innovation in its corporate magazine Prism. For over 20 years Prism has continually set the standards in innovative thinking and groundbreaking concepts in the world of business and management.

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