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Rita McGrath
Professor at Columbia
Business School
Bezos, CEO Amazon, the customers from their right out the door. Planning and
budgeting have specific deadlines,
“Lots of people get all analog focus to their and it’s a very organized process. We
are getting away from this notion of
hung up on what is digital focus. reviewing classic five-year plans full
of charts and graphs with immovable
changing in the world. targets that are basically budget
I focus on what isn’t Can you share success stories of documents. We are moving towards
companies that have been able a process of developing strategy that
going to change. No to stick to long-term goals whilst is more dynamic in terms of inception
being really nimble? and implementation.
customer will ever say
My favorite example is a 150-year
I wish your products company called Schibsted in Europe.
We don’t hear that many
companies nowadays talking
were more expensive, Before the internet era Schibsted was about Crowdsourcing strategy
into traditional media, TV, newspapers involving the entire organization.
delivered slowly and and movie distribution. In the late Do you think it is still an important
‘90s the top management understood aspect of strategy development?
wasn’t world class.”. the power of the internet and began
significant moves to convert their It definitely plays a role. You need
paper-based classified advertising to access ideas from the frontline
business into a business of selling because that’s where interactions with
classified ads on the internet. The customers take place and where the
real information about what’s going
The Winning Strategy for an Uncertain Age
Focus on What is Not Going to Change Stick to Your Long-Term Goals but Be Nimble
YES
… if the addition of extra users adds If you can’t change fast enough,
value to what you are offering you buy. - Rita McGrath
… and if transaction costs are low
You are not good you have but if you are not good
at innovation to acquire at innovation, it’s hard to
judge the value of acquisitions
Rita McGrath
on in the market exists. However to Create a Platform decides to go to some other platform,
come up with a strategy, someone there is not much you can do to keep
has to ultimately take responsibility. When the Network them tied to you. We have seen this in
One of the best approaches to this that
I have seen was under Alan Mulally
Effect Adds Value to MySpace or Friendster. So, platform
strategies are not without their risks.
when he came into Ford. He initiated a Consumers
weekly Business Plan Review meeting
with all his senior executives. In a lot Companies such as Facebook
and Airbnb have been immensely
of companies, senior executives know
about their own area, they don’t know
successful with their platforms. We The danger of being a
are now seeing large organizations
what’s going on in other parts of the developing a platform strategy platform is you are not
firm. The first thing Mulally did was like GE for industrial Internet or
to break that down. The meeting Visa for payments. Do you reckon
really in control.
was mirrored down at each senior all companies should become
executive’s team all the way down to platforms?
the organization. When you mirror Do you think there are some
the Business Plan Review meeting There is a school of thought that sectors that are more conducive
all the way down the organization, says they should. Being a platform is to a platform strategy than others?
you get inputs at that level which unavoidable if the addition of extra
users adds value to what you are Platforms flourish where the
then get crystallized at the weekly transaction costs are low. If you have
meeting with Mulally. I think it’s a offering. For instance, one person on
Facebook has zero value, a billion high transaction costs, then it’s going
very structured approach to getting to be expensive for each member to
input from all across the organization people on Facebook has exponential
value. But if you are manufacturing join and chances of them doing that
without having it devolve into are low. But if your transaction costs
whoever shouts the loudest gets office staplers, you will unlikely need
a platform. If I buy an office stapler, are low, then the more membership
heard the most. Some companies like you get the better it is for the platform.
Swiss Re and IBM use technologies to it has a certain value to me. The fact
accomplish some of this information that you have bought the same stapler
sharing. Employees are invited to give does not really add a lot of extra value
strategy perspective on a technology to me.
platform like enterprise social media
or video blogs. Platforms flourish where
Being a platform is the transaction costs
unavoidable if the are low.
If you are manufacturing addition of extra users
office staplers, you will adds value to what you If You Can’t Change
unlikely need a platform. are offering. Fast Enough, Buy
If I buy an office stapler, The routes to implementing
digital strategy are many. Some
it has a certain value to What are the advantages of a companies are going Greenfield,
platform strategy? others are trying to transform the
me. The fact that you core of their operations, while
The objective of a platform is to
have bought the same be the central place where other
others are acquiring firms. What is
the best approach to implement
stapler does not really organizations buy, sell, transact digital strategy?
and communicate because you get
add a lot of extra value a little bit of revenue off of each of The classic answer is that if you can’t
those transactions. The danger of change fast enough you buy. The
to me. being a platform is you are not really trouble with acquisition relative to
in control. If your user community organic growth is it is very expensive.
Rita McGrath
Companies that have survived their You want to let it live its life the way What would be your key
startup phase are going to charge it is. Amazon and Zappos is a perfect recommendations to large
a hefty fee to be bought by a large example of this model. The third organizations on their shift to
company that hasn’t been able to model is where an acquisition gets digital?
innovate for itself. There is a bit of merged with a two-way influence
The first thing is to get an inventory
a conundrum where organizations between the two company’s cultures.
of digital and non-digital initiatives
are under incredible pressure to You want a change of the culture of
in innovation, business development
innovate while at the same time your company by going through these
and product portfolio. You can’t make
most organizations are not good acquisitions. Nokia/Alcatel-Lucent is
intelligent plans until you know where
at it. The dilemma is if you are not a good example of such a model.
you stand and most organizations
good at innovation, you have to do
are not aware of where they stand.
acquisitions. But if you are not good
There are bits of knowledge spread
at innovation, it’s also very hard to
all over the organization that are not
judge the value of the acquisitions.
centralized. Step two - organizations
MySpace would be a case in point The dilemma is if need to develop a point of view about
where an acquiring company bought
them and thought that it was going to you are not good at the future for a five- to eight-year
timeframe. They need to introspect on
help them get into some massive new
opportunity, only to find that they
innovation, you have the big strategy questions like which
markets to enter, what customer
didn’t know how to manage it and it fell to do acquisitions. But demographics to target and how to
apart. If you are in an industry with
too many players then acquisition may if you are not good at improve or differentiate product
offerings. The third step is to walk
be your best alternative – you take out
some of the existing providers to help
innovation, it’s also very backward from that future and ask
what are the actions needed to move
get some clarity around the level of hard to judge the value of to the envisioned future. This is also
rivalry and pricing.
the acquisitions. called the ‘future-back’ strategy as
organizations need to envision the
If a company decides to choose future and then work backward into
the path of acquisitions, how what needs to be done today to deliver
should they go about integrating the future vision.
an acquired company? How can companies choose which
path to consider – acquisitions,
There are three kinds of archetypes greenfield or transformation? Are there companies that you
that companies pursue when admire and that have been
integrating acquisitions. The first is Speed is definitely a key consideration. able to succeed their digital
the Cisco model. Cisco is quite famous Your ability to integrate the potential transformation so far?
for their track record in acquisitions acquisition is another. You have to
GE would certainly be one as they
where the acquired company’s logo be careful with acquisitions where
have expanded their business into the
disappears and it becomes Cisco there is a huge cultural gap or where
software and analytics domain. Procter
within 48 hours. That’s the kind of the companies bring with them huge
& Gamble has also done some very
crash and burn theory of acquisitions liabilities. For example, when Boston
interesting work around innovation.
where you buy the company and own it Scientific bought Guidant, it was
Delta Air Lines is starting to leverage
completely. Some acquired companies famously described as the second
digital for the benefit of their customers.
are fine with it, and many aren’t. The worst acquisition ever after AOL-
Ford and the auto companies in general
second model is to buy a company, but Time Warner. Boston Scientific hadn’t
are doing some really interesting
leave it on its own and they let it be appreciated the cultural gaps and legal
things. General Motors recently bought
independent. That is what you do to liabilities due to defective medical
a big stake in Lyft.
get into a new market or technology. products produced by Guidant.
Rita McGrath
Rita McGrath
Professor at Columbia Business School
Rita McGrath, a Professor at Columbia Business School, is one of the foremost experts
on strategy and innovation. Her work focuses on strategy development in uncertain
environments and her latest book is called The End of Competitive Advantage: How
to Keep Your Strategy Moving as Fast as Your Business. Rita McGrath has been
recognized among the Top 10 Most Influential Business Thinkers by Thinkers50 in 2015.
Capgemini Consulting spoke to Rita McGrath to understand how organizations should
go about strategy development in an era of accelerated change and disruption.
About Capgemini
Capgemini Consulting is the global strategy and transformation With more than 180,000 people in over 40 countries, Capgemini
consulting organization of the Capgemini Group, specializing is one of the world’s foremost providers of consulting,
in advising and supporting enterprises in significant technology and outsourcing services. The Group reported 2015
transformation, from innovative strategy to execution and with global revenues of EUR 11.9 billion. Together with its clients,
an unstinting focus on results. With the new digital economy Capgemini creates and delivers business, technology and
creating significant disruptions and opportunities, our global digital solutions that fit their needs, enabling them to achieve
team of over 3,600 talented individuals work with leading innovation and competitiveness. A deeply multicultural
companies and governments to master Digital Transformation, organization, Capgemini has developed its own way of working,
drawing on our understanding of the digital economy and the Collaborative Business ExperienceTM, and draws on
our leadership in business transformation and organizational Rightshore®, its worldwide delivery model.
change.
Learn more about us
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Capgemini Consulting is the strategy and transformation consulting brand of Capgemini Group. The information contained in this document is proprietary.
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