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Deloitte Review — Issue 10

Deloitte Review — Issue 10

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Published by: Deloitte University Press on Oct 06, 2012
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ISSUE 10 | 2012
 A DB
T T OwS B Tu
Su u quw w u  wu   
T M E 
M  w   4G 
T T Px
C ,  u  u
Oz  - 
 
2
 ARTICLE TITLE
 
Deloitte Review
 
DELOITTEREVIEW.COM
ISSUE 10 2012
 4
 A D B
 
Organizational barriers to evidence-based management 
B J Guzz  J Lu
For all o their promise, analytics projects are oten stymied because o ailures to appreciate that both data-driven analytics and expert decision making have strengths as well as limitations and that the strengths andlimitations o each must be counterbalanced with those o the other. The image o “data mining” shouldgive way to the image o “data dialogues.”
22
T M E
Meeting the growth challenge in the 4G era
B S W  P Au
With the growing ubiquity o mobile devices comes a set o unique challenges or companies riding thewireless wave o opportunity. Throw the impending arrival o the broadband 4G era into the mix anduncertainty levels are set to spike as the scramble or competitive advantage intensies. But how can com-panies ride out this volatility? In the short term, viable pathways to growth need to be secured or else themasters o mobile risk being marginalized by a growing army o upstarts.
38
A  Cu  K H
A visit and conversation with Henry Chesbrough on all things open innovation and thechallenges of sustaining the open business model.
Iw  S W
Since Henry Chesbrough’s rst book on open innovation was published in 2003, the idea has becomea widely accepted model o innovation management. It is ounded on the theory that companies shouldbecome adept at looking beyond their own our walls to trade unused intellectual property and sourcenew ideas rom third parties back into their own organizations in order to stimulate their stagnatinginnovation processes.
50
T T Ow S B Tu
Sustaining superior performance requires knowing what should change and what should staythe same.
B M E. R  Muz A
Case-based analysis suggests that although each o three types o strategic change—Position, Market andCompetency—can succeed, changing Position brings with it the greatest risks, while changing Marketsand Competencies are typically more successul paths to enduring perormance. These observations canhelp managers see more clearly both the risks and rewards o the dierent types o strategic change availableto them, and to assess their options accordingly.
64
Headwinds, Tailwinds and the Riddles of Demographics
B J V  A  B
Demographic trends and their infuences on workorces vary widely between countries and regions.Dierent regions—even countries within regions—are in dierent stages with regard to current and uturelabor orces, suggesting that labor strategies should be tailored to the local situation. That variation bringsboth complexity and opportunities or companies with a presence in several regions.
PHOTO: MATT LENNERT
 
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2278386492
CONTENTS
78
T T Px
Critical skills, recession and the illusion of plenitude
B R E, J Swz  J E
Despite high unemployment, companies are having trouble lling job vacancies, with shortagesoten occurring in critical, skilled roles with high barriers to entry and crucial to a company’s suc-cess. A targeted retention strategy, with an increasingly sophisticated view o what employees arelooking or, what they value and why they leave, can help companies navigate this talent paradox.
92
I Yu C F Su   Mu?B D Buw, M Szuj, J T  M A
Geography is a key driver o corporate perormance, aecting actors such as talent attraction andretention, operating costs, exposure to risk and shareholder value. Companies that proactivelymanage their global ootprint—in good and not-so-good times—can gain a competitive advan-tage that is dicult to replicate, literally positioning the organization globally to achieve itsstrategic objectives, both in the short term and or the uture.
108
M  M  Yu M DNAB S ML  J Cu
Most marketing organizations execute the same basic activities. But not all great marketing orga-nizations make identical choices. Both the great brand builders and the great product innovatorscan be great marketers, but the underlying capabilities and choices that allow each to succeed aredierent and not necessarily interchangeable. Knowing this can infuence how a company investsits incremental marketing dollars.
DEPARTMENTS
 
2
 
L
 
3
 
E’ Iu
 164
Cu
124
I R: T Nw B PuB N M  E H
Integrated reporting aims to incorporate everything rom strategy to risk management, rom -nancial reporting to the inclusion o other capitals (societal and environmental impacts), and tomeet the needs o a broad a group o stakeholders. It intends to interlink these elements in a waythat makes their interdependencies clear. In doing so, it may represent the most signicant changeto the reporting rulebook in years.
138
Su 2.0
Using sustainability to drive business innovation and growth
B P Czu  W S
Sustainability can drive innovation by introducing new design constraints that shape how keyresources are used in products and processes. It can suggest areas where innovation can pay o especially well. How a company attempts to overcome these new design constraints, deliveringsimilar levels o perormance and cost at lower levels o resource usage, may be key to its prospects.
148
I H N Y Bu  S …  H I?
Smarter phones, smarter shoppers and strategies for a new consumer perspective
B P C  Au Nu
Smartphone-equipped consumers remain a minority, yet their attitudes and behaviors, as well asincreasingly capable devices and a prolieration o mobile applications, suggest a much larger cus-tomer base in the uture. For these mobile consumers, the pre-store and in-store shopping processis being redened with a range o players vying or a prominent role in enabling, guiding andconstructing business models around those consumers.
DELOITTEREVIEW.COM
 
Deloitte Review

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