Issue 2, 2007

Managing integrity and innovation for sustainable performance

Justin Keeble, Richard Clarke, David Lyon and Chris Keeble

Linking sustainability, innovation and integrity is a key to creating a successful company. This article examines why putting "integrity + innovation" into practice creates value, takes a close look at how the best-performing companies create sustainable solutions with integrity and innovation, and shows how other companies can learn from the leaders. [...]

Issue 2, 2007

CO2 @ automotive OEMs - What to do in the short term?

Stefan Lippautz, Nick Toone and Simon Schnurrer

The CO2 debate is changing the automotive landscape. While technological solutions will take years to be implemented, changes in buying criteria and their impact on automotive sales might be the real challenge for global automotive OEMs. This article outlines the major drivers for the industry in the context of the CO2 issue and explores three likely scenarios for changes in regulation and consumer behaviour. [...]

Issue 2, 2007

The greening of the chemical industry - An opportunity to create sustainable value

Peter J. Nieuwenhuizen, Tim Vanroelen, David Lyon, Hilke Bos-Brouwers and Edouard Croufer

The chemical industry has been dealing with environmental concerns for decades. So how should it approach the current appeals to go green? This article examines what being green means for chemical companies, how going green can be a successful strategy, and sets out specific steps executives can take to put green behaviour into practice. [...]

Issue 2, 2007

How electricity utilities can make investment decisions for a low-carbon future

Ian Coveny, Jochen Gerber, Murray Hartley, Roger Hill and David Lyon

As the debate over global warming grows ever-louder, the electricity industry faces growing pressure to reduce its carbon dioxide emissions. The industry is heading for a low-carbon future and knows it, and this article offers a way for utilities to make the investment decisions needed now that will help them face that future with confidence. [...]

Issue 2, 2007

Sustainability in retail banking: Revenue protection or creation?

Justin Keeble and Gerrit Seidel

Financial services and sustainability might sound like an odd couple, but many banks have recently launched products and services driven by social and environmental issues. In this article the authors have undertaken a study of major banks to see how important these kind of products have become, what the future holds and where fresh opportunities lie. [...]

Issue 2, 2007

Sustainability within and beyond the ICT industry

Davide Vassallo, Emanuele Cacciatore and Klaus von den Hoff

How can information and communication technologies help to address sustainability issues? This article shows that, as well as using innovative methods to improve its own sustainability profile, the ICT industry is perfectly placed to enhance sustainability in other sectors, using the challenge of sustainability to create new markets for innovative products and services. [...]

Issue 1, 2007

The fit between business strategy and R&D organisation

Ben Thuriaux-Alemán, Nick Toone, Paul Eccles and Stefan Lippautz

Corporations constantly struggle to get the right fit in their R&D organisation. It should neither be too global nor too focused, and at the same time it must fit into the company’s overall strategy. It’s a combination that can be hard for managers to come to grips with. This article shares the insights from a study undertaken by Arthur D. Little of the link between business strategy and R&D organisation and shows through a concrete example how these insights can be applied. [...]

Issue 1, 2007

Fitting China into your global footprint

Gert Bijnens, Congjian Wu and Nick Toone

China is no longer just a low-cost country suited to cheap mass production. It has now also developed the capabilities to serve as an R&D base. Companies must therefore design a new strategy fitting China into their global manufacturing and R&D footprint. This article outlines the key principles and benefits of a “China fit” logic and explains how to apply them in a step-by-step approach. [...]

Issue 1, 2007

Open innovation between business and government: clever practices

Michael Wagemans, Antonio Rodriguez and Keith Stewart

In recent years, open innovation has become one of the most powerful tools in helping business and governments foster and stimulate regional economies. Arthur D. Little has carried out a global study to find out what a number of regions have done. This article presents the results of the study plus nine concrete insights into how business and government can engage in and benefit from open innovation. [...]

Issue 1, 2007

Biofuels 2.0: investment opportunities and risks

Keith Stewart, Phil Webster and Edouard Croufer

Demand for biofuels is rapidly increasing as governments respond to climate change concerns. For the investor, such a rapidly growing market is attractive, but current demand depends heavily on government incentives. Newer "secondgeneration" technologies offer the potential for improved performance but involve a relatively high degree of technology risk. This article explores the issues for investors, and considers some possible strategies for success. [...]

Issue 1, 2007

Improving satisfaction throughout the customer life-cycle

Pablo Montesano and Javier Anta

It is becoming ever more crucial for companies not only to keep customers happy, but to keep the right customers happy. But how can they measure the value of customers through the whole customer life-cycle? In this article, the authors explain the methodology developed by Arthur D. Little that helps companies to measure satisfaction levels and translate the results into actions with sustainable results. [...]

Issue 1, 2007

Arthur D. Little Insights

Arthur D. Little regularly conducts studies on topics spanning the various industry sectors, functional areas and regions in which we are active. This section presents the abstracts of a sample of studies we have recently undertaken. [...]

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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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