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Udfordringer ved digital disruption
Andrea Carugati, AU BSSBørge Obel, AU BSSHenrik Løvig, North Media Online
Digital Trends
Reflections on Digital Disruption v. Andrea Carugati & Børge Obel
Digital disruption from a digital disruptor v. Henrik Løvig
Q&A
Agenda
BUSINESS AND SOCIAL SCIENCESAARHUS UNIVERSITY 4
BUSINESS AND SOCIAL SCIENCESAARHUS UNIVERSITY 5
A new kind of competition? Speed
BUSINESS AND SOCIAL SCIENCESAARHUS UNIVERSITY 6
A new type of competition? Numbers
BUSINESS AND SOCIAL SCIENCESAARHUS UNIVERSITY 7
A new type of competition? PlatformsFirm Year (start) Employees Mkt Cap
BMW 1916 116.000 $53B
Uber 2009 7000 $60B
Marriott 1927 200.000 $17B
Airbnb 2008 5000 $21B
Walt Disney 1923 185.000 $165B
Facebook 2004 13.000 $334B
Kodak 1888 145.000 $30B (heyday)
Instagram 2010 13 $1B (acquisition)
• Ratio of employees of new to old companies
• Tenure on the market• Externalization of
value: the external community creates the value, not the
employees
BUSINESS AND SOCIAL SCIENCESAARHUS UNIVERSITY 8
A new type of competition? Platforms
Rank Firm Mkt Cap $B
1 Apple 531
2 Alphabet 501
3 Microsoft 421
4 Exxon 393
5 Berkshire 360
6 Amazon 350
7 Johnson&Johnson 338
8 Facebook 334
9 General Electric 298
10 AT&T 262
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Source: Govindrajan & Srivastava, HBR, December, 2016
NEWER FIRMS OUTNUMBER OLDER FIRMS
BUSINESS AND SOCIAL SCIENCESAARHUS UNIVERSITY 10
DIGITAL DISRUPTIONS HAVE INCREASED
Source: https://t.co/POo746UaK4
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Digital Disruption Flavors
Platform disruption
New market disruption
Death by a thousand cuts
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COMPLEXITY AND THE SYSTEM’S PERFORMANCE LANDSCAPE
Simple Complicated Disruptive
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Drama in the making
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Drama made? …
In which performance landscape is Walmart operating?
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COMPETITIVE LANDSCAPEAssess the attractiveness of positions using Porter’s 5-Forces- Rivals- Customers- Suppliers- New entrants- Substitutes /
complements
BUSINESS STRATEGY Corporate strategy:
Where to play (position)?
Competitive strategy: How to win?
Resources & capabilities
STRATEGY EXECUTION FOUNDATION- Operating Model- Enterprise
Architecture- IT Governance- IS capabilities
CONVENTIONAL APPROACH TO BUSINESS & IT STRATEGY
IMAGINE & HUNT COMPETITIVE ADVANTAGE
?
BUSINESS AND SOCIAL SCIENCESAARHUS UNIVERSITY 16
Options for the next generation enterprise
P. Weill & S. Woerner, “Thriving in an Increasingly Digital Ecosystem,” MIT Sloan Management Review, Summer 2015, Vol. 56, No. 4, pp. 27-34, June 16, 2015.P. Weill & S. Woerner, “The Next Generation Enterprise: Thriving in an Increasingly Digital Ecosystem,” MIT Sloan CISR Research Briefing, Vol. XIII, No. 4, April 2013
Kno
wle
dge
of Y
our E
nd C
onsu
mer
Com
plet
e
OMNI-CHANNEL ‘Own’ customer relationship Multi product customer experience to
address life events Integrated value chain
Banks, Retail, Energy Companies
ECOSYSTEM DRIVER Become the destination in your domain Add complementary and possibly
competitor products Ensure great customer experience Customer data from all interactions Match customer needs with providers Extract ‘rents’
Amazon, Fidelity
Part
ial
SUPPLIER Sell through other companies Potential for loss of power Core skills: low cost producer,
incremental innovation Insurance via agent,
Electronic producer via retailer, Mutual fund via broker
MODULAR PRODUCER Plug and play product/service Able to adapt to any ecosystem Constant innovation of product/service
PayPal, Kabbage
Value Chain Ecosystem
Business Design
Know
: nam
e or
IP a
ddre
ss, p
urch
ase
hist
ory
with
you
& o
ther
firm
s &
goa
ls
Who controls key decisions: brand, contracts, price, quality, participants, IP & data ownership, regulation
BUSINESS AND SOCIAL SCIENCESAARHUS UNIVERSITY 17
Danske Bank Example
Digital disruption from a digital disruptor v. Henrik Løvig
”Omkostninger og risici ved ikke at være på forkant med digital disruption”
(læs: udviklingen)
Teknologi og kapital øger hastigheden……og gør udfordringen større
Mediekoncernerne kæmper med (og mod) digital disruption
To perspektiver fra samme koncern
Virksomhedskultur og -infrastruktur
North Media Online:Fokuseret strategi og massive investeringer
1. Sæt scenen: Samarbejde 100 % digitale Internationale Vinderkultur
2. Indsatsområder: Lejebolig Job Håndværkere Investeringer
3. Kompetencer: Har vi de rette? Forandring som
grundvilkår Employer branding
4. Investeringer: Mix af ekstern og
intern investering med synergi
2 stærke teams i Aarhus og Kbh.
Questions?
Thank you!
Andrea Carugati, PhDProfessorStudy Director, Master i ITandrea@mgmt.au.dk
Henrik Løvig
CEO, North Media Online
Børge Obel, PhDProfessorDirector, ICOAbo@mgmt.au.dk
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