The hunger games of strategy
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The document discusses how strategy is changing in an era of big data, gamification, and sustainability. Some key points: - Big data creates opportunities for customization but requires new skills to make sense of large amounts of information. - Gamification improves customer engagement and insights through applying game design to non-game contexts. - Sustainability requires a stakeholder approach and assessing social and environmental impacts beyond customers. - Strategy still involves designing an organization's relationship to its environment, but the environment is more complex with more data, stakeholders, and shorter competitive advantages. Managers need critical thinking skills and adaptability.
The hunger games of strategy
- 1. The Hunger Games of Strategy Deadly competition in an era of openess, sustainability and play Jean-Michel Viola, PhD
- 3. Deadly coopetition • Hypercompetition (cost + differentiation) • Blue ocean is hard to find • Competitive advantages can rarely be sustained • H index are decreasing • The case of Mobile in France (64M active sim cards in 2012)
- 4. Disruptive ?
- 5. Is Strategizing still relevant?
- 6. Three Schools A B Products Key C success factors Activities Core Competence
- 7. How strategy is changing? • Business models • Big data analytics • Sustainability • Gamification • Managerial implications
- 8. The classical strategic model Threat of new Primary Support entrants activities activities Inbound Firm logistics infrastructure Bargaining Competitive Bargaining power of rivalry within power of Operations suppliers the industry Buyers Human resource management Outbound logistics Reserach and Marketing and Development sales Threat of Substitutes Procurement Service Margin The case of Amazon
- 9. What is a business model? • Describes how an organization creates, delivers and captures value (Chesborough & Rosenbloom, 2002) Technical Economic inputs outputs
- 10. Value proposition Product or service Target segments Revenue model offering Value chain Cost model Organization Operating model
- 11. Business Models • The case of Amazon – R-D and The Kindle – Building warehouse in NJ and will start collect sales tax • The case of Technicolor – Commoditization of its historic core business (electronic appliances) – Refocus on image technologies – Difficulties to adjust the organization to a shrinking sales base
- 12. Three trends that are changing the rules of the game
- 13. The age of big data • Storage and data have grown exponentially • Kryder’s law • Open data trend in both the public and private sphere • How to make sense of this for insights and profits?
- 14. The new data ecosystem Individuals •Data type •Crowdsourced information, data exhaust Faster Outbreak, Tracking •Sharing incentives and response •Pricing offers, Improved services •Requirements •Privacy standards, Opt out ability Public sector Improved understanding of crisis behavior change •Data type •Census data, health indicators, tax and expenditure information, facility data •Sharing incentives •Improved service provision, increased efficiency in expenditures •Requirements •Privacy standards, Opt out ability Accurate mapping of service needs Private sector •Data type Data Mining •Transaction data, spending and use data •Sharing incentives & Analysis •Improved consumer knowledge and ability to predict trends Ability to predict Demand & •Requirements Supply changes •Business models, ownership of sensitive data
- 15. The age of algorithms • Algorithm to choose a bra over 50 points @ True&Co https://trueandco.com/ • API application and dynamic display http://www.nytimes.com/interactive/2012/0 2/13/us/politics/2013-budget-proposal- graphic.html • Geolocalization to mine for technological growth, partners and competitors
- 16. Big data Analytics in practice Technicolor patents base The age of algorithms • True&Co has built an algorithm aver 50 points of data for women to choose a bra • http://www.nytimes.com/interactive/2012/0 2/13/us/politics/2013-budget-proposal- graphic.html • The case of the USPTO
- 17. Mapping asthma for insights Spot alternative Identify key Technological technological options leaders Identify emerging technological options
- 18. A recent snapshot on asthma
- 19. Functional areas where companies do, and should, focus on using big data and analytics to improve overall performance % of respondants, n=1469, McKinsey Report , 2012 Ideally Currently
- 20. Implications for strategy • Competition, Customers, Competitive advantage • A switch from getting information to making sense of information • New organization and new skills • From monopolistic rent to knowledge rents
- 21. Gamification • The use of game design, game thinking and game mechanics to enhance non-game contexts • To encourage people to adopt applications and processes, influence how they are used • To help solving problems • Taking advantage of human psychological predispositions to engage in gaming • Augmented reality trend • Smart cities trend
- 22. http://www.youtube.com/watch?v=lGYJyur4FUA YOUTUBE VIDEO CAN YOU GUESS WHAT IT IS ALL ABOUT?
- 23. Gamification in practice • These are online gamers that are unlocking the structure of an enzyme active in aids transmission (Foldit) • http://lemonopoly.org/
- 24. Implications for strategy • Available data from gamified websites, applications, and processes indicate potential improvements in areas like user engagement, ROI, data quality, timeliness, or learning
- 26. Sustainability (CSR) • A stakeholders approach • Very different flavors • Growing commitment (business case, competitivity issue, on the permanent agenda)
- 27. Sustainability in practice • Reindustrialization in Europe and in the US • Fortune at the bottom of the pyramid – Mobile ICT in India – Mobile phone markets: smart and dumb • Diversity
- 28. Implications for strategy • Ability to map, assess and address key stakeholders… way beyond clients • Delicately assess the CSR business model… if there is any! • Or assess the “good citizen tax” of doing not too bad
- 29. So… • Big data creates new opportunities for customization but asks for new skills • Gamification improves attention and involvement from customers and allows for a better knowledge of useage • CSR is about image and norms, creates a lot of noise in terms of mixes signals
- 30. • Strategy is about designing and assessing the relation between an organization and its environment • Saying that the environment has a growing complexity is still too soft • Strategy is still about designing and assessing the relation but there are much more data to filter and much more bricks to put together for a shorter life frame
- 31. Managerial implications • Critical thinking in the age of questioning • The need for situational adaptability • Life long learning , short live knowledge
- 32. Multumesc
Editor's Notes
- #3: For 20 years I have been studyingstrategy and I findit more and more difficult to answerthis question. All the elementsfrom the PESTEL analysis have turnedhighlycomplex. Demographicsis one of them. Ex in Brittany where I live thousands of companies are looking for new owners and managers due to reiring plans
- #4: In todayscompetition, WT are ofteneasier to spot than SO
- #8: In todayscompetition, WT are ofteneasier to spot than SO
- #13: For 20 years I have been studyingstrategy and I findit more and more difficult to answerthis question.
- #15: For 20 years I have been studyingstrategy and I findit more and more difficult to answerthis question.