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Issue 2, 2004

Getting Together: How Government and Business can Link up for Growth

David Brown, Imelda Cisneros, Rick Eagar, Thorsten Gerhard, and Peter Vanneste

Globalisation – with all its well known consequences – is a fact of life. There are no niches left anywhere in the world, and wherever one goes there are heated discussions between government and business about how to restructure a country’s social and economic fabric in order not only to survive but also to thrive. In this article Brown, Cisneros, Eagar, Gerhard, and Vanneste explore the ways business and governments can work together and the tools at their disposal. Done properly, it can leave both sides coming out winners. [...]

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Issue 2, 2004

A Climate for Knowledge: How Governments can Enable Innovation

Herman Vantrappen, Nils Bohlin, and Gert Bijnens

Governments all over the world have recognised that the future of any country's economy depends on the ability to turn it into a knowledge-economy. Especially in Europe there is a rising concern that the old continent could fall behind. There remains the question: what can European governments do in order to correct this situation? In a series of studies, Arthur D. Little asked European business leaders what they think the priorities are. Vantrappen, Bohlin and Bijnens present a summary of the results and present their ideas what policy-makers can do. [...]

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Issue 2, 2004

Go East: How to Make it in China

Thorsten Gerhard and Arnold Lau

China is the new "New Economy". The rate of expansion may have slowed after years of double- digit growth, but the IMF's forecast for growth in 2005 is still 7.5 percent – a figure that developed countries can only dream of. And there is still room for optimism. But what does China mean for business? In spring 2004 Arthur D. Little conducted a survey asking CEOs how they see their chances in China, looking particularly at the impact on multinational corporations. In this article Gerhard and Lau present the key findings and suggest how companies should respond. [...]

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Issue 2, 2004

Global Headquarters on the Move: From Administrators to Facilitators

Herbert Wanner, Xavier LeClef and Hiroshi Shimizu

The national behemoth of a corporation is dead. Long live the transnational corporation with headquarters that basically pull the strings of multiple operations in various countries. In the last couple of years many companies have found that moving parts or even the entire headquarters to a better location and disrupting its classical functions is a feasible option. Arthur D. Little carried out a headquarters benchmarking study dealing with the roles that global headquarters need to fulfil. Building on the findings, Wanner, Shimizu, and LeClef outline the different scenarios and principles involved in moving headquarters. One of their key findings? That headquarters relocation and downsizing has to go hand-in-hand with a role change. [...]

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Issue 2, 2004

Managing Complexity: How to Turn a Problem into a Strength

Konstantinos G. Apostolatos, Joris Keizers, Libor Kotlik, and Jan Olovsson

Companies are ever striving for profitability. And in doing so try to reduce the complexity they have been building up during the last years. The crucial question though is how to go about it. Apostolatos, Olovsson, Kotlik and Keizers discuss the various types of complexity and offer three basic ways to address complexity: by eliminating complexity that customers will not pay for, by exploiting to the fullest complexity that customers will pay for, and by reducing to the minimum the costs of any complexity companies offer. [...]

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Issue 2, 2004

Making M-Payment Work: A Challenge for all Players

Karim Taga and Johan Karlsson

The arrival of the first revenue figures in m-payment ended the hype about it. The overly optimistic forecasts have remained just those: forecasts. So where does the market go from here? Taga and Karlsson took a closer look at the present state of the market and the challenges mobile operators, banks, merchants and suppliers face, particularly in view of the fact that the market for m-payments is still very fragmented, both regionally and technology-wise. The authors identify four strategic issues that all players must solve: partnerships, technological standards, establishing trusted brands and giving customers what they want. But how can they? [...]

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Issue 2, 2004

Honesty Cannot Be Learned: Interview with Anthony Burgmans, CEO of Unilever

Konstantinos G. Apostolatos and Hans Smits

In an exclusive interview in his Rotterdam office Burgmans gave us his views on growth, genetically modified food, and how to deal with the repercussions of globalisation. [...]

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Issue 1, 2004

Smart Growth: A Road Map for Executives

With the global economy on the mend, companies are once again looking for growth. But this time, instead of growth at all costs, they want smart growth - the only way to really improve the bottom line. We lay out the 10 questions a company must answer to find out if it's heading in the right direction. [...]

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Issue 1, 2004

Product Alignment: The Key Driver of Profit and Growth

Why do some companies manage to move into high-end segments while others blunder? And why do some do extremely well at the bottom end of the market? The answer lies in product alignment, the key to keeping in close contact with your markets. [...]

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Issue 1, 2004

Co-Innovation: Capturing the Innovation Premium for Growth

Companies are scrambling to find new and innovative products to enrich their customers' lives. Old inward-looking concepts of innovation no longer go far enough. Teaming up with external innovators offers new paths to outstanding product and process developments. [...]

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Issue 1, 2004

Mobile Telephony in Europe: The Leaders Hit Back

European mobile operators are finally recovering from the hangover produced by the towering debt from the introduction of third-generation systems. Our annual survey found an industry bursting with challenges and opportunities for both incumbents and new entrants. [...]

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Issue 1, 2004

Mid-Life Crisis: New Challenges in Pharmaceutical Life-Cycle Management

The pharmaceutical industry is in crisis. Big, profitable products are losing their patent protection and generic producers are jumping in to take a growing share of the market. We look at how the big pharmas, and the smaller ones, can find a way through these troubled times. [...]

The Business Case for Corporate Responsibility

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Issue 1, 2004

The Business Case for Corporate Responsibility

Traditional thinking has it that corporate social responsibility doesn't help a company's bottom line. The truth is that not only can actively pursuing a policy of social responsibility cost a company nothing, but it can actually provide a boost for business. [...]

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Issue 1, 2004

Smart Growth at Heineken - Managing a Global Brand for Local Relevance. Interview with Anthony Ruys, Chairman of the Executive Board of Heineken N.V.

Heineken was among the first beer brands with a truly global reach, and in recent years the company has followed a very successful growth path. Anthony Ruys outlines Heineken's smart growth strategy. It is all about managing a global brand for local relevance in a responsible way. [...]

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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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