Cars, tires, drilling machines, industrial equipment and many other objects are now full of sensors that capture data in real-time. It opened an opportunity for product manufacturers: launch service-based offers. Though very attractive on the paper, research shows the implementation of these business models is challenging and that the promised profits are not always cashed...
Technologies, whether digital or not, are changing the value chain of the automotive industry. New value propositions, new critical resources, new business models: carmakers are forced to forge alliances with their best frenemies, the digital giants. How to secure value capture with these ambitious partners?
Data and AI transform banking and financial services: processes get optimised, new revenue opportunities emerge, agile new entrants and digital giants challenge incumbents position. Whether seen as a commodity, a leverage or a strategic asset, data poses new strategic questions to historical players, welcome to Datanomics!
The essence of strategy is making choices. Choices about scope, products, organisation or about the direction of the company for the future. In the age of Datanomics, more and more choices are automated. Is it the end of strategy?
Volume, Velocity or Variety, which V imports the most?
Let’s get back to where we started! The question is to decide on a positioning in the data value chain: which activities are key, which should be mastered internally, what to outsource? which partnerships to forge? « Strategy is the creation of a unique and valuable position, involving a different set of activities. The essence...
A few years ago, Porter wrote a very interesting article about how IoT (How smart, connected products are transforming competition). Of course, a lot of it has to do with data and make-or-buy decisions. In particular, are identified 10 strategic questions to solve in this new business environment, below are the 5 related to our...
Introducing a 3 posts series on make-or-buy decisions, let’s start with the key capabilities to master along the data value chain to secure performance improvement.
How can incumbents react to aggressive competition from platforms? I propose here 3 strategic questions for them to solve to find a distinctive positionning.
There are many ways to describe the role data plays in platforms and I choose to focus on the way data increases the competitive edge of platforms in each of the 3 competition layers they are facing: other platforms, incumbents and complementors.
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