Issue 3, 2006

Smart Innovation - Innovate to seize the opportunity in complexity

Richard Clarke

Companies striving to stay ahead of their competitors through innovation need to become Smart Innovators by developing the ability to spot the opportunity in complexity. This article explains how companies, by developing this ability, can gain access to the best of both worlds. [...]

Issue 3, 2006

Creative Power - Unleashing the creativity of your employees without getting crippled by complexity

Ralf Baron, Reine Wasner and Michael Zintel

Companies are always trying to get the best ideas out of their employees, but traditional approaches usually don't bring the desired results. In this article the authors show how the best way to really tap into this richest of all creative sources is through innovation award programmes. [...]

Issue 3, 2006

Making new product launch decisions in an uncertain environment

Vincent Wille, Pieter-Jan Mermans and Edouard Croufer

Making new product launch decisions, such as where and in which sequence, is becoming ever trickier, as the environment into which the product will be launched changes constantly. In this article, using a new medicine as a case example, the authors examine the problem and offer a pragmatic and effective solution. [...]

Issue 3, 2006

Global R&D: Where to place the bets?

David Brown, Merete Fargemand, David Lever, Philippe Mengal, Paul van Tilborg and Philip Kyte

The old model of R&D is quickly morphing into something completely different as centralised R&D functions are replaced by global cooperation across the board. In this article the authors describe how global firms can set up R&D networks that provide maximum benefit in their endless search for innovation. [...]

Issue 3, 2006

Creating competitive advantage: Lessons from Smart Innovators

Konstantinos G. Apostolatos and Stephan Friedrich von den Eichen

They exist in every industry and everywhere around the globe - companies that consistently outperform their competition. But what do they have in common? To understand this phenomenon the authors take a close look at what a number of highly successful, fast-growing, medium-sized, entrepreneur-driven but otherwise ordinary companies do to outsmart their competitors. [...]

Issue 3, 2006

"Doing your best is not good enough - you have to deliver!"

Lars Renström, President and CEO of Alfa Laval Group

Being a strong advocate of performance, Lars Renström, CEO of Alfa Laval, explains to Nils Bohlin and Henrik Sandréus how his management style is designed to bring the best out of his management team as they pursue a Vital Few improvement programmes. [...]

Issue 3, 2006

"Truth, clarity and consistency - that's what it takes to be successful"

Interview with Prof Dr Utz Claassen, chairman of the board of EnBW Energie Baden-Wuerttemberg AG.

Since Utz Claassen became chairman of the board of EnBW the company's performance has rocketed both financially and operationally. Here he explains to Thorsten Gerhard and Jochen Gerber what it takes to turn an energy behemoth into a successful powerhouse. [...]

Issue 3, 2006

Arthur D. Little Insights

Arthur D. Little regularly conducts studies on topics spanning the full variety of industry sectors, functional areas and regions in which we are active. Here we present an illuminating selection of our recent findings. [...]

Issue 2, 2006

"Ours is not a glamorous business, but we make sure it is kept simple, innovative and profitable", an interview with Gunnar Brock, CEO of Atlas Copco

Gunnar Brock, CEO of Atlas Copco, a world leading provider of industrial productivity solutions, talks with us about the source of the company’s profitability. It comes down to simplicity and innovation. Brock explains how, in a centralised company, he influences innovation in new products, services and the aftermarket business. The starting point is that Atlas Copco want and do occupy the #1 or #2 position in their different industry segments. [...]

Issue 2, 2006

"Innovation is the job of every manager throughout the organisation", an interview with Ulrich Lehner, CEO of Henkel

Dr Ulrich Lehner, CEO of Henkel, a leading manufacturer of home care, personal care and adhesives products, talks with us about the ‘year of innovation’ at Henkel. He explains how top management strives to foster a climate of trust and mobilise every employee to achieve innovation excellence, thereby moving from a ‘make and sell’ to a ‘sense and respond’ philosophy. Because ultimately products drive brands, not the other way around. [...]

Issue 2, 2006

"Who says it can't be done?" A light-hearted potted history of Arthur D. Little

In a light-hearted potted history of Arthur D. Little, we explore our company’s past while shedding light on the present, showing what’s different, what’s fun and what is particularly special about Arthur D. Little and its people. [...]

Issue 2, 2006

"Knowledge is the only resource that increases through use". Snapshots from a selection of Prism articles

As Arthur D. Little celebrates its 120th anniversary we reprint snapshots from a selection of Prism articles from the Nineties to see how the concepts and thoughts presented back then fare in today’s light. [...]

Issue 2, 2006

"What really makes the difference is the presence of innovation leaders", an interview with Jean-Philippe Deschamps, Professor at IMD

Jean-Philippe Deschamps has been at the forefront of innovation research for a long time. In 1981 he created Arthur D. Little’s Technology and Innovation Management practice. Professor at IMD since 1996, he talks with us about innovation leadership and how to actively engage and develop employees in becoming passionate innovation leaders themselves. [...]

Issue 1, 2006

The Chameleon Innovator

Nicola Diligu

The innovation process still brings out confusion and frustration in many executives. Any escape from this quandary should start with abandoning the model of fractional innovation and embracing the chameleon innovator model. In this article, the author describes the three tyrannies a company needs to overthrow to become a chameleon innovator: the customer's voice, core competencies and best practices. [...]

Issue 1, 2006

The Resurgence of Petro-Nationalism

Rodolfo Guzmán, Santos Cohen, Román Vélez

Various regions of the world have recently seen a resurgence of nationalistic trends regarding access to oil reserves. The authors explore the drivers behind this renewed push towards petro-nationalism and discuss the key implications and challenges of this trend for international oil companies, national oil companies and non-oil businesses in a world where the large majority of hydrocarbon resources are owned by states. [...]

Issue 1, 2006

Purchasing Value Excellence:Results from Arthur D. Little's Benchmarking Study

Bernd Schreiber and Can L. Ünal

To reduce costs, many companies are relocating activities or outsourcing pieces of their value chain, making them ever more dependent on the performance of their purchasing organisation. Arthur D. Little's benchmarking study "Purchasing Value Excellence 2006" provides insights about how best-in-class purchasing organisations in a broad range of industries are capable of creating tremendous value for their stakeholders. [...]

Issue 1, 2006

Low Income Consumers: How to Profit from the Biggest World Market of the Future

Adriana Acevedo and Humberto Sanchez

With growth opportunities becoming scarcer by the day in so-called developed countries, many globally active companies are wondering how to explore growth in low income regions. But the hitherto common model of simply trying to sell older models doesn’t work, as consumers in these areas have different needs. In this article, the authors explore what companies can do to seize the huge opportunities in these immense and promising markets. [...]

Issue 1, 2006

Switching on to Carbon: Addressing the Threat of Climate Change

Stefano Milanese, Davide Vasallo, David Lyon, Justin Keeble

Telecommunications is not the first industry that comes to mind when you’re thinking about carbon-intensive business. But, the telecoms industry is at the forefront of a movement among businesses to slash emissions across the board. The rationale is simple: lower emissions mean lower energy costs and a better reputation. In this article, the authors demonstrate how any company can follow the telecoms lead in reducing carbon emissions. [...]

Issue 1, 2006

Interview with Alberto Bombassei, President and CEO of Brembo

Nicola Diligu

"Always go against the mainstream" [...]

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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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