Arthur D. Little Exane report 2010

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TIME April 2010

Arthur D. Little Exane report 2010

Mobile internet: blessing or curse?

This ninth edition of the annual Exane BNP Paribas-Arthur D. Little joint report focuses on European mobile operators: can they return to growth? If so at what cost? In preparing the report, we have conducted 87 meetings with 75 organisations in the telecoms, media and technology arena operating across 12 countries. [...]

TIME March 2010

Space for Creativity

Innovative Solutions in Central and Eastern European Telecommunications

The Central and Eastern European region (CEE) is a mosaic of 21 countries at various stages of development. While looking for solutions that best fit the local conditions, operators have often chosen previously untested, innovative solutions, and deployed new technologies earlier and faster than their Western European counterparts. This white paper provides insights into the primary telecommunications trends in the region. If you are interested in the full report, please contact Dr. Karim Taga. [...]

Pathways to Innovation Excellence

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Technology & Innovation Management March 2010

Pathways to Innovation Excellence

Results of a Global Study by Arthur D. Little

In our 2010 groundbreaking benchmarking study, we found that the majority of global companies generate far less sales and earnings from the introduction of new products and services than the world’s top corporate innovators. Most companies, while considering innovation a top priority, are selling themselves short. [...]

Cost Reduction in the Telecom Industry

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TIME March 2010

Cost Reduction in the Telecom Industry

Why operators need to act now to escape from the low-profit spiral

The telecoms industry in Europe and the US is at risk of becoming a low profit business. If the current trend cannot be reversed, industry margins are at risk of dropping from the current figure of 35 - 40 per cent to 15 per cent within 5 years. Cost management has to become an inherent core competence for wireless and wireline operators. Significant cost reductions are only possible with substantial changes in the business/operating model. New pressures will mean a change in mind-set and the ability to ‘think outside the box’. Arthur D. Little has successfully managed this process with many operators. [...]

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. [...]

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