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Philips - Paradigms

Philips - Paradigms

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Published by Glauka

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Published by: Glauka on Aug 17, 2011
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09/28/2012

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FULFILLINGFUNCTIONALNEEDSINDUSTRY CONSUMERCOMMODITY
INDUSTRY
CONSUMERSEGMENTCONSUMERSEGMENT
 
CONSUMERSEGMENT
OFFERINGLIFESTYLEOPTIONS
MEDIA CHANNELS
BRAND EXPERIENCE
PLATFORMPEERS
ENABLE PARTICIPATIONAND ENTREPENEURSHIP
Reon Brand, Simona Rocchi
Rethinking value in achanging landscape
A model for strategic reection
and business transformation
A Philips Design paper 
STAKEHOLDERS
LOCALSOLUTIONGLOBALISSUELOCALISSUELEVERAGESTAKEHOLDERCOOPERATION
 
Rethinking value in a changing landscapeSynopsis
Page 2
Rethinking value in a changing landscapeQuotes
Page 3
 
A Philips Design paper - 2011
Synopsis
How can businesses remain successful when most of thecurrent assumptions about value creation are becomingincreasingly questionable and less capable of delivering
continuous protable growth?
This paper makes sense of changing economic paradigmsand explores how changing world views will fundamentally  transform the development and delivery of sustainablevalue.It proceeds to discuss business implications and challenges that organizations need to address to ensure future long-lasting competitiveness.“True innovation has to be recognized by people as such. It should advance the interestsof the company while contributing to quality of life by giving people something appro-
priate to their specic needs. By understanding the transformations in the models of 
society, industry and economy, and understanding the implications for people and our business, we can better identify new opportunities and create innovative solutions for sustainable growth and business leadership while addressing social and environmentalissues – bringing true value to people.”Stefano Marzano
Chief Design Ofcer at Philips
“Successful, timely innovation is the lifeblood that ensures sustainable development and
future protable growth for Philips. This document provides strategic perspectives and
new ways of thinking to stimulate discussion on how our approach to value creation andinnovation can be reconsidered to effectively respond to a rapidly changing world.”Gottfried Dutiné
Executive Vice-President Royal Philips Electronics and Global Head of Markets & Innovation
“Brand and Rocchi make clear that the future of business “ain’t what it used to be.” The21st century corporation will solve social and environmental problems, empower com-munities and networks, and experiment with radical new business models. “RethinkingValue in a Changing Landscape” provides an important roadmap for navigating this new terrain.”Stuart L. Hart
S. C. Johnson Chair in Sustainable Global Enterprise, Cornell University, Author of “Capitalism at the Crossroads”
 
Rethinking value in a changing landscapeContents
Page 4
Rethinking value in a changing landscapeIntrouction
Page 5
Introduction
5
The evolution of value
7
Historical legacy of value creation
7
 
The industrial economy 7The experience economy 9
 
Emerging Value Paradigms
11
 
The knowledge economy 11The transformation economy 13
Paradigmsamodelforstrategicreection
15
 
Industrial paradigm - business implications 18Experience paradigm - business and brand implications 20Knowledge paradigm - business and brand implications 22Transformation paradigm - business and brand implications 24
Conclusions
26
 
Future growth through the knowledge and transformation paradigms
26
 
Shared principles:
 
26
 
Differentiating traits:
 
26
 
Key success factors
 
26
Closing note
27
Recommended reading
29
Authors
30
Acknowledgements
30
Contents
This document presents a framework for strategic reection
and planning which can support business stakeholders in creat-ing real and sustainable value by providing a deeper understand-ing of the emerging market context.It is not the intention of this document to try and predictthe future, but rather to illuminate and give meaning to thesystemic patterns of change that are unfolding - deep systemicshifts which are caused by the combined effect of changingsocio-cultural, business, environmental and technologicalrealities. These insights can help guide the transformation of business thinking, practices and organizational culture requiredto sustain future competitiveness.
The implications of the ndings in this document have far-
reaching consequences for organizations, and acting upon themwill require substantial leadership, courage and vision to bringabout the necessary changes. As a result, organizations willhave to re-examine the basic assumptions and core practices of their current business paradigm.In addition, embracing the emerging economic value creationparadigms will mean businesses have to reconsider the meaningof some of the most basic concepts of our business vocabulary,such as ‘consumer demand’, ‘branding’ ‘marketing’, ‘innovation’‘value chains’ and ‘value propositions’.
It may also prompt many organizations to reect on - their
business mission, competences, organizational culture, process-es, and their role in value creation and delivery.
Before we reect on the ongoing systemic changes thatnecessitate new business paradigms, we will rst briey review
the legacy and development of the prevailing mindset. Betterunderstanding the past may make it easier to grasp the changesthat will drive the future.
Introduction

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