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Deloitte Review — Issue 7

Deloitte Review — Issue 7

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Published by: Deloitte University Press on Oct 06, 2012
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ISSUE 7 | 2010
Signal Strngth
Th ris and promis o asst intllignc
 Charging Ahad
Battry lctricvhicls and th trans-ormationo an industry 
 A ProftablShad o Grn
Compoundingth bnftso carbonmanagmntand sustainabilitymasurs
IntgratingDistrssd Assts
Crating valurom a mix o opportunityand risk
ISSUE 7 2010
Deloitte Review
Charging Ahad
Battery electric vehicles and the transformation of an industry
Li Zhou, Jry W. Watts, Masato Sas and Atsuyuki Miyata
Henry Ford didn’t invent the automobile, but his Model T inuenced manuacturing or generations. Theadvent o the battery electric vehicle—sometimes viewed as an incremental change to an iconic product—may reshape the value chain and perhaps society.
Th Battl or Brands in a World o Privat Labls
Pat Conroy and Anupam Narula
Many consumers sense little dierence between the quality o national brands and their private labelcounterparts as retailers ocus on store brands and consumer product companies cede connections to re-tailers and customers. Yet there are strategies available to national brands that may level the playing feld.
 A Roadmap or Sustainabl Consumption
Lawrnc Huttr, Ptr Capozucca and Sarita Nayyr
While there are strategically rewarding moves that individual companies can make with regard to sustain-ability, sustainable consumption will require many companies innovating and collaborating across valuechains and engaging consumers in a redefnition o value.
 A Proftabl Shad o Grn
Compounding the benefits of carbon management and sustainability measures
Eric Hspnhid, John DRos, Jssica Bramhall and Mark Tumiski
The momentum behind sustainability, carbon intensity and resource scarcity seems here to stay. Proac-tively embracing sustainability and carbon management is no longer a philosophical or political debate. Itis a strategic decision. Moreover, it can be a proftable one.
Gks, Twts and Cash
A conversation with Riley Crane of MIT Media Lab
Intrviw by Vikram Mahidhar
Social media have emerged as a boardroom topic: there is a vague sense that something important ishappening. Yet or business leaders several undamental questions remain around social media and morebroadly around the use o online social networks in enabling business models.
Signal Strngth
The rise and promise of asset intelligence
 Doug Standly and Jan Grifn
From actory oors to fnished goods, almost anything now can produce signals about its status and be-come a trusted element in business operations. But can asset intelligence deliver on its promise, or will itbring more inormation than anyone can possibly manage?
Deloitte Review
Intgrating Distrssd Assts 
Creating value from a mix of opportunity and risk
Tom Williamson, Kvin Charls and Bob Glass
As the economy improves, the move to purchase assets in deault or under bankruptcy protectionhas become an attractive path to growth. Oten signifcantly discounted, they can represent thedeal o a lietime. But they also present a unique set o hazards.
Risk Intllignt Dcision-Making
Ten essential skills for surviving and thriving in uncertainty
Frdrick Funston, Stphn Wagnr and Hnry Ristuccia
Conventional risk management has ocused on avoiding the risks to a business strategy, ratherthan understanding and managing the risks o the strategy itsel. While the protection o existingassets is necessary, a diet o pure risk aversion likely will lead to extinction.
It’s A Mad, Mad, Mad, Mad World
How rational managers came to be seen as reckless risk takers …… but have been behaving sensibly all along
Michal Raynor and Mumtaz Ahmdwith J Schulz
A steady drip o research that mis-specifes the role o individual and group decision-making as adeterminant o company-level risk has combined with a surge in behavioral economics to place artoo much emphasis on managers. The answer may lie with more structural elements.
Tailord to th Bottom Lin
People management practices and profitability in manufacturing
Richard Klinrt, Emily Stovr DRocco, Atanu Chaudhuri and Robrt Macijwski
People are billed as companies’ most important asset, yet people management practices are moreoten an aterthought than a core strategy linked to business perormance. Recent research sug-gests that the most proftable large companies share three practice areas that set them apart.
Editor’s Introduction
Good Mdicin or a Bittr Pill?
Implications of health care reform for businesses in America
Robrt W. Clark, Paul H. Kckly and Stvn Kraus
The ull implications o the Patient Protection and Aordable Care Act, and other legislativeand regulatory initiatives aecting health care, will unold over the next decade and beyond. Butthe journey to a new health care system has begun, with enormous implications or Americanbusinesses.
Thr Lvls o Pull
Adapted from
The Power o Pull 
John Hagl III, John Sly Brown and Lang Davison
Our economy is chock-a-block with businesses that maximize efciency at scale. They presumepredictability to mass-produce and mass-market products. Yet this “push” view is no longer a pathto leadership. Rather than scalable efciency, we need scalable connectivity, learning and peror-mance. Rather than push, we need institutions that pull.

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