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Working together to shape innovation for meaningful change

Paul Hobcraft

Within the value proposition, we actively shape these journeys, building adaptability, agility and innovation for long-term success in the changing business environment we all face today. A landscape and the navigation skills that provide the adaptability and agility needed for successful innovation in the current business landscape.

Change 174
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New Business Designs can be delivered through a Business Ecosystem Approach.

Paul Hobcraft

Are these pressures in their known and emerging markets posing future threats for businesses and whole market sectors? Markets today are radically changing and are more demanding. Finance and Banking: Challenges: Disruption by fintech, regulatory changes, and the shift towards digital banking.

Design 148
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Do You Have the “Right” IT Skills for the Digital Era?

Business and Tech

About 20 years ago, three market forces converged that radically changed information technology forever. Competition IT organizations had a monopoly on providing technology. IT organizations were forced to adapt from monopolist manufacturers into competitive retailers. Financial management Finance is the language of business.

Agile 130
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Understanding the Building Blocks of Hospitality

Business and Tech

Connecting the operational knowledge with a particular interest area — such as finance, marketing, technology, or sales — will help build a strong career. Hospitality organizations must be nimble and agile to respond to multiple changes the industry faces. Change is the only constant in business.

Industry 130
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Mastering the Game: Corporate Executives and the Art of Startup Investment

Leapfrogging

CVC units often focus on securing a competitive advantage by investing in startups with innovative technologies or business models that align with the corporation’s strategic goals. This collaboration allows corporations to stay ahead in a rapidly changing market.

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Scale gives way to speed

Jeffrey Phillips

There are a couple of overlapping points here, but the main idea is that scale as a competitive weapon is increasingly passe. As more and more of the supporting infrastructure (HR/IT/Finance/etc) can be acquired as a service, companies don't need to achieve scale to achieve profitability, or to crowd out other competitors.

Agile 134
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At the digital transformation and innovation crossroads

Jeffrey Phillips

And what happens when corporations with business models and structures and governing capabilities built for slower change and market dominance meet the agile, nimble competitors and shifting customer expectations at this unexpected crossroads? They won't sell lots of cars to lots of families and finance those sales to individuals.