Digital Inclusion in public services

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Public Services, Technology & Innovation Management September 2016

Digital Inclusion in public services

Enhancing digital literacy, skills and inclusion in public services

Despite investments and efforts, the performance in "connectivity" of different European regions is not homogenous. [...]

Setting objectives and measuring digitalization in Financial Services

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Technology & Innovation Management May 2016

Setting objectives and measuring digitalization in Financial Services

It’s time to re-examine the facts and adjust the course

Financial companies are investing in digitalization to improve operational costs and meet client expectations, but few can claim success. In this viewpoint we argue that a vast majority of companies seem to have started digitalizing themselves aimlessly, with no clear objectives of how they want to move forward. It's time to re-examine the facts and adjust the course. [...]

The age of collaboration

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Technology & Innovation Management May 2016

The age of collaboration

Start up and Corporates need each other

Technological adoption has never been as fast as today, and many corporates have already suffered from not being able to keep up with the pace of change. Over the past 10 years, an average of 45 companies joined the Fortune 500 every year compared to only 29 during 1986-1995. 65% of today’s Fortune 500 companies only joined within the last 20 years. Startups have played a key role in accelerating this change. Today’s well experienced, well-educated and well-funded startups are certainly here to stay. We will likely see some correction at the high-end range of valuations, but we do not expect any bubble to burst, as fundamentals are intact. [...]

The NOC Technology & Innovation Management Challenge

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Energy & Utilities, Technology & Innovation Management May 2016

The NOC Technology & Innovation Management Challenge

Improving performance in technology management

National Oil Companies (NOCs) are spending more and more on Rn'D. But this has not yet had much of an impact. With the oil price currently well below the break-even point of their nations' budgets, they are still behind Independent Oil Companies (IOCs) in terms of Rn'D effectiveness. IOCs have been shown to adjust faster to a new baseline price. Arthur D. Little (ADL)'s framework for En'P Technology management suggests that better focus on delivering the corporate strategy through active portfolio management, and an organizational form that links technology with projects or operations and embeds deployment in budgetary planning, can help. [...]

Finding your balance: Insights into world class portfolio management

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Technology & Innovation Management December 2015

Finding your balance: Insights into world class portfolio management

Findings from Arthur D. Little’s R&D Management Best Practice Study

In the current era of technological disruption and global competition, it is more important than ever to have a clear grip on how the full intent of corporate strategy is manifested in the Rn'D portfolio. Allocating resources in line with that strategy achieves better results - yet all too often, companies rely on stage gate controls at individual project or program levels. This is not sufficient to achieve the dynamic R&D portfolio management and resource allocation that global corporations need to stay ahead. [...]

How to create breakthroughs in nine months

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Technology & Innovation Management December 2015

How to create breakthroughs in nine months

Build fast and effective capabilities to deliver breakthroughs with The Breakthrough Factory™

The challenge of creating "breakthrough innovations" is one that many large corporations struggle with. [...]

Digital Transformation

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Information Management, Technology & Innovation Management November 2015

Digital Transformation

How to become Digital Leader

Turning digital has become a well-understood imperative. Although digital has commonly found its way into corporate strategies, the path to transforming adequately remains unspecified. [...]

Technology & Innovation Management October 2015

Mastering technology strategy

How to leverage technologies for corporate success in a systematic and sustainable way

Consistently managing and exploiting the ever-changing development of technology can determine success or failure for a company. In order to prevail in an environment of volatile market requirements and increasing competition, companies need well-defined technology strategies that act as links between corporate strategy, business model, internal re-sources and external demand. Read more about our approach to build the bridge from corporate priorities and environmental conditions to a co-herent technology strategy. [...]

The “Chief Digital Dilemma”

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Technology & Innovation Management August 2015

The “Chief Digital Dilemma”

The thin red line between the success and failure of the chief digital officer… and the need for the role

Digitization is omnipresent, and many companies are starting to bundle free-floating responsibilities into a single unit or person: the chief digital office(r). Yet many fail in their attempts to get real value out of such a position and wonder what happened to their ambitious digital plans and ideas. A significant number of established CDOs have vanished, leaving a vacuum of digital responsibility. [...]

From idea to results: Insights into world class idea enrichment

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Technology & Innovation Management June 2015

From idea to results: Insights into world class idea enrichment

Findings from Arthur D. Little’s R&D Management Best Practice Study

We are entering an era that will demand unheralded levels of creativity as companies constantly innovate and reinvent themselves to succeed in the search for growth and margins. This places increasing pressure on companies to generate a steady stream of high quality ideas that can eventually deliver top and bottom line growth. This viewpoint looks best practices in developing, nurturing, and enriching ideas.  Best practices identified include: time-limited ideation challenges for key strategic issues and a dedicated process to enrich and select winning ideas. To support this, senior leaders devote a significant amount of their time to ideation and are involved from start to finish. [...]

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