Research & Technology Institutes

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Technology & Innovation Management March 2010

Research & Technology Institutes

Meeting the Challenges of the Post-Recession World

Research and technology institutes (RTIs) around the world are facing a number of strategic and operational challenges: changes in their role, pressures on funding, more global competition, and increasing demands from their sponsors and customers. To adapt successfully, institutes need to avoid the trap of incremental changes and "death by a thousand cuts". Instead, they need to take a more fundamental approach by revisiting role and strategy, sharpening the focus of research activities, and making real changes to operational processes, organisation and incentives. [...]

Manufacturing Network Concentration

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Manufacturing, Consumer Goods February 2010

Manufacturing Network Concentration

Now Could Be the Time to Act

Manufacturing networks drive unnecessary costs, capital and obstruct service if not aligned with products, sales and production technology. Historic events and organisational heritage often lead to manufacturing networks that are not optimal from these perspectives. Although companies are often aware of the problems, many are hesitant to start restructuring activities in a good business climate. Arthur D. Little argues that now is a good time to review and restructure manufacturing networks. [...]

The Art of Systematic Surveillance

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Technology & Innovation Management February 2010

The Art of Systematic Surveillance

Intelligence Management – "To be defeated is forgivable, to be surprised is not!"

"Great leadership isn’t about solving problems after the fact, but foreseeing potential problems and eliminating them before they occur" Jack Welch, former CEO of General Electric, once said. Intelligence Management is a systematic approach that leverages both internal and external knowledge in new ways. It streamlines decision making, enhances competitive positioning and creates an environment that aggressively responds to competitive threats and market challenges. [...]

Worldclass Purchasing

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Operations Management, Consumer Goods January 2010

Worldclass Purchasing

Central results from the "Purchasing Value Excellence" (PVE) study

The global financial and economic crisis appears to have pulled out of its low point. An economic turnaround is expected in 2010. Now is when the decision is made as to who will capitalise on the opportunities of the coming recovery phase and who can lay the foundation for the years of future success. What purchasing departments can learn from the very successful purchasing organisations, including which best practices they can purposefully adopt and how they can benefit from the implementation and regular utilisation of these best practices, was identified in detail by Arthur D. Little in cooperation with the University of St. Gallen and the German Federal Association of Materials Management, Purchasing and Logistics (BME) with the 2009 PVE study. [...]

No Stone Unturned?

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Operations Management January 2010

No Stone Unturned?

Purchasing alliances between portfolio companies in private equity context

The recession means that Private Equity Associations must face the challenge of supporting their investments. For many, a ruthless reconstruction of redundancies is necessary, which regularly leads to friction. [...]

Supply Chain Performance Excellence

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Operations Management, Consumer Goods January 2010

Supply Chain Performance Excellence

Realising potential within the supply chain to drive down costs and optimise service

A research study by Arthur D. Little shows that many companies are not currently taking advantage of supply chain excellence practices or are not doing so fully. Excellence practices can help companies to identify the precise service levels below which any further decrease causes changes in the consumer’s decision to purchase. The study also identified the pull principle, which can help to reduce cycle times and inventory. Arthur D. Little’s experience shows that the use of the pull principle can raise the rate of complete, qualitatively flawless and punctual deliveries to 98 per cent and also makes it possible to reduce supply chain costs by 20-30 per cent. [...]

Time for Change

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Energy & Utilities December 2009

Time for Change

Oil Company Asset Management

Structural changes taking place in the oil supply outlook are making it very complex for international oil companies (IOCs) to pursue their key twin targets. Traditional models of asset management - focused on individual asset performance and short-term results - are already limiting what IOCs can accomplish today. And additional challenges are emerging for the future. To address these we propose a holistic approach to asset management. [...]

Open Standards for IPTV Set-Top Boxes

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TIME December 2009

Open Standards for IPTV Set-Top Boxes

What an Open Standard Could Do for the Success of IPTV

The global IPTV industry has experienced impressive growth, but penetration levels are still modest. To spur further development and to avoid sub-optimisation based on multiple proprietary systems, a common standard will be increasingly important. Since no single proprietary standard for IPTV STBs is likely to emerge, influential players should cooperate to establish a widely supported open standard. [...]

TIME November 2009

Future of Television

The End of TV as We Know It?

The future of TV will be defined by the enrichment of linear TV with interactive, on-demand services. Successful business models will be based on a hybrid model, i.e. a combination of free services to attract users to the respective platform and paid services. Our report shows how this could work. If you are interested in the full report, please contact Dr. Karim Taga. [...]

Total Market Orientation

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Manufacturing, Consumer Goods November 2009

Total Market Orientation

Benchmarking study reveals key levers underpinning marketing and sales excellence

Arthur D. Little and the Leipzig Graduate School of Management recently undertook a cross-industry benchmarking study to identify the key levers to achieving marketing and sales excellence. Over the last 18 months companies have focused on cutting costs/downsizing and fuelling idle production capacity, often entailing price reductions or extended payment terms. Now, with the first signs of an economic recovery (with Asia as growth driver), executives need to ‘gear up’ to be able to take advantage of the increasing opportunities now presented, albeit at significantly reduced pre-crisis levels. The study finds that the engineering, manufacturing, and high-tech sectors have huge untapped potential for improving their performance across all categories that contribute to excellence in marketing and sales. [...]

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