This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
Why a Strategy Uncertainty Map is Important Every business faces uncertainty in areas like market trends, competitive shifts, technological advancements, regulatory changes, and economic fluctuations. Key questions to consider: What business goals or strategic initiatives are at risk due to uncertainty?
These are the really big carbon emitters and it is argued that they could achieve, using known technologies already under development a pathway to complete carbonization over the next decades. With today’s technology, we can already increase the share of cost-competitive non-fossils from 20% of the primary energy supply to 30%.
Competitive Advantage In all circumstances, leaders will and should have strategic priorities on top of their minds. Usually, you need innovation for that, which means that you either adapt to current challenges or lag behind the competition. Why shouldn’t you just give up on innovation when times are tough?
Digital Transformation (also known as “DX”) is the phenomenon that virtually all companies are incorporating digital technology at some level. In fact, it has been around since the 1990s, when technology started to become commonplace in businesses, and email and the Internet emerged as ubiquitous productivity tools.
PESTLED is short for the Political, Economic, Social, Technological, Legal, Environmental, and Demographic factors affecting you and defining your environment. This could for instance be future competitors or collaborators and the force could be competition from new entrants. We can identify both context and drivers with PESTLED360.
In my book, The Big Data Opportunity in Our Driverless Future , I make two arguments: 1) that societal and urban challenges are accelerating the adoption of on-demand mobility, and 2) technology advances, including big data and machine intelligence, are making Autonomous Connected and Electrified (ACE) vehicles a reality. Fleet insurance.
Here then are my top label farewells for the current calendar year: Continental Airlines : As a result of the merger between United and Continental, the marketing folks did the right thing and picked one brand to make it easier to find your tail logo on the runway. No meaningful differentiation to be found, and small parking lots, too.
PESTLED is short for the Political, Economic, Social, Technological, Legal, Environmental, and Demographic factors affecting you and defining your environment. This could for instance be future competitors or collaborators and the force could be competition from new entrants. The Framework. Expect new entrants.
As a result, stars usually get more credit for their successes than they’re due. To a large extent, he’s speaking directly to us humans, who may well lack confidence that we can continue to provide a superior value proposition relative to advancing technology. Therefore, they cease to provide a competitive advantage.
At a reception for JetBlue’s most frequent Mosaic flyers, I had the opportunity to listen to the airline’s top management discuss its ambitions to improve operations and enhance customer experience. As both a technology and retailer innovator — not unlike Amazon! Customers Information & technology Innovation'
The internet and globalization have combined to render almost every company vulnerable to greater competition than ever. But is business really so competitive – not in a few prominent industries, but in the economy as a whole? As Michael Porter argued a long time ago , the simplest measure of competition is profitability.
Ridesharing and carsharing companies represent the best initial candidates for such partnerships because these companies a) are collecting and utilizing consumer big data with the same attention and rigor as Apple, Google, Facebook, and Amazon and b) have already collected impressive data sets due to the scale they have achieved.
Ridesharing and carsharing companies represent the best initial candidates for such partnerships because these companies a) are collecting and utilizing consumer big data with the same attention and rigor as Apple, Google, Facebook, and Amazon and b) have already collected impressive data sets due to the scale they have achieved.
Ridesharing and carsharing companies represent the best initial candidates for such partnerships because these companies a) are collecting and utilizing consumer big data with the same attention and rigor as Apple, Google, Facebook, and Amazon and b) have already collected impressive data sets due to the scale they have achieved.
In the case of Malaysia Airlines Flight 370, the most impressive fact few reporters choose to explore in any depth is that the Boeing 777’s engine was capable of communicating long after the pilots went silent. If the news media were more tech-oriented, they would report this as an Internet of Things (IoT) story.
Technologies like 3-D printing, robotics, advanced motion controls, and new methods for continuous manufacturing hold great potential for improving how companies design and build products to better serve customers. Why are older incumbent firms slow to adopt new technologies even when the economic or strategic benefits are clear?
As president of RSA Ground, the subsidiary of Rising Sun Airlines responsible for servicing its planes at airports across Japan, he’d been under enormous pressure in recent months. Editor's Note This fictionalized case study will appear in a forthcoming issue of Harvard Business Review, along with commentary from experts and readers.
The board of an airline hires a CEO — and then cancels his contract after just three years. One of these companies is a high-tech manufacturer, two of them are in the energy sector, and two of them are in the consumer transport business. Five big companies. Five big problems. We didn't select these examples entirely at random.
In the oil industry, for example, what used to be weeks of inspection work now takes just days, thanks to drone-based thermal imaging and gas “sniffer” technology to inspect oil rigs and pipelines. Airlines Easyjet and Lufthansa have adopted drones as a tool for aircraft inspections.
However, with technology, digitalization, and artificial intelligence accelerating changes to jobs, the relationships between performance and value become even more complex and yield potentially exponential opportunities for value creation. This is the reason airlines invest in elongated career paths for pilots. Insight Center.
In the pursuit of a minimum viable product (MVP), we've seen that it's important to evaluate early the critical components that will differentiate an offer from competition and make a product truly viable. A common mistake is refusing to tackle the tough technical problems that create revolutionary offerings. Take Siri, for instance.
I decided to test his claim by interviewing current and former C-suite executives, including Bob Crandall, former CEO of American Airlines; David Norton, former CMO of Harrah’s casinos; Will Ethridge, CEO of Pearson Education; and Pat O’Keefe, former CEO of Watts Water Technologies. Meet the competition in person.
If you read what Peter Drucker had to say about competition back in the late ’50s and early ‘60s, he really only talked about one thing: competition on price. He was hardly alone — that was evidently how most economists thought about competition, too.
The airline industry is a cautionary tale of what happens when companies emulate new business models without bringing over the associated mental models. For over 40 years, Southwest Airlines has been a disruptive force in the airline industry, creating an entirely new category and a record 43 consecutive years of profitability.
That competitive advantages are becoming ever more transient and that the secret to survival will be to the ability to transform on a dime? One lesson from this is that real competitive advantage is enormously long-lived. In it, he talked about the competitive advantage of Southwest Airlines, Vanguard Group and Progressive Insurance.
As a member of a start-up advisory program, I regularly hear pitches from aspiring technology entrepreneurs. In the tech space, Etsy became so popular so quickly not only because of its unique product selection but also because of its commitment to the humanity and authenticity of craft. Hyundai is an -er brand. How – personality.
That's exactly what Portuguese airport operator ANA Aeroportos de Portugal did in its quest to attract more major airlines and connecting routes. Their findings quickly confirmed that ANA's focus on its customers' customers would benefit the airlines, as well. The team kicked off by conducting in-airport interviews with travelers.
based shale oil producers have improved their drilling and fracturing technology, and they can ramp up production in an appraised field in as few as six months at a small fraction of the capital investment required by their conventional rivals. Energy-intensive industries ranging from farming to airlines are also profiting.
Hotels and airlines live on bookings from online travel agencies. But in many online markets, a single platform dominates — often a result of network effects, technical standards, or returns to scale. In the June 2014 edition of Harvard Business Review, I offer several suggestions. Competition Strategy'
That wasn’t as magical as it might seem, he argued in the 1979 piece, since the required technologies already existed in some form or other. The more your competitive advantage depended on maintaining that trade-off between richness and reach, the more vulnerable it would be. Insight Center. Sponsored by Accenture.
When Southwest Airlines started to occupy the same market space as established air carriers, the incumbents predictably focused more on business class and international routes. When Curves (a gym that specialized in women) started to grow, established chains didn’t see it as competition. But one thing has changed.
A similar pattern hold for airlines. Some of this, business historians might say, is simply due to what Joseph Schumpeter called "creative destruction" — a desirable culling of businesses that can't keep pace. Markets change; technology evolves. And for telecom. And for many others. Root it out wherever you find it.
They include the biotech, semiconductor, personal computer, and airline industries. Over the years, the CEOs of these companies faced massive technology disruptions, deep industry recessions, sudden collapses in demand, price wars, oil shocks — you name it. Competition severe? Markets down? Market hype? He did not care.
And American Airlines and Delta Airlines competed for an exclusive relationship with Japan Airlines. Long term commitment in a world where the technology is advancing almost on a daily basis is difficult to maintain. Global airlines manage their multi-partner alliances carefully to avoid duplicating routes.
Think Apple, or Southwest Airlines, or for a more recent example, Zipcar. Helping customers build social capital may seem far removed from the concerns a competitive business should occupy itself with. Top Amazon reviewers are often more powerful than traditional media reviewers. And here's where it gets interesting.
Air traffic controllers sleeping in their towers are emblematic of a much larger problem: how employers hurt American competitiveness through scheduling practices that create a bleed of back-end costs. Airline catering workers are sent home if a flight is canceled, but are expected to work overtime on busy weeks. on Monday, 10 a.m.
In order to see the future more clearly, it''s almost always helpful to look back — and this certainly goes for IT and its ever-increasing impact on operations, and ultimately on competitive advantage. Information Technology Changes the Way You Compete" was a trailblazing HBR article by Warren McFarlan back in the early 1980s.
Competition is increasingly going to come from tech firms like Tesla, Google, and Apple, each of whom is building towards a future of autonomous vehicles that are basically highly advanced computers on wheels. All of this despite the fact that the technical change itself was quite “small.”
Apple, Google, Berkshire Hathaway, Southwest Airlines, Procter & Gamble. There are plenty of organizations with cool technology or hot products. But for me, the most admirable companies don't just sell competitive products and services. Who are the Top Five organization's on Fortune's list for 2011? Anybody shocked?
But what about competition? It is reviewing or arguing this question in court for a slew of proposed mergers — AT&T-Time Warner, T-Mobile-Sprint, CVS-Aetna, and Express Scripts-Cigna, to name a few. A court decision on the AT&T-Time Warner deal is due out soon, and it will likely affect the prospects for many other cases.
In a world underpinned by ever more powerful, affordable, and public technology platforms, software is still king. ” Rather, this approach recognizes a fundamental shift in the sources of value creation and competitive advantage toward software. And its importance as a source of value will only continue to grow.
Marketing technology, automation, and advanced analytics techniques have now reached the level where effective personalization at scale is possible. This allows brands to shape their customers’ decision journeys, deepen their relationships, and gain a distinct competitive advantage. Competing on Customer Journeys.
The ability to collect and exploit consumers’ personal data has long been a source of competitive advantage in the digital economy. The obvious consequence from these trends is that the big tech firms will find it increasingly difficult to legally use the personal data they collect. Mark Wilson/Getty Images.
For example, some may provide a source of competitive differentiation like the investment that German manufacturer Bosch is making in its internet of things (IoT) data platform. Others are essential to running the existing business but don’t necessarily provide a competitive advantage.
We organize all of the trending information in your field so you don't have to. Join 29,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content