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The Future of the Business Landscape: What's in Store for Companies? 
John Hagel, Director, Deloitte Consulting LLP 
Tamar...
Copyright © 2014 Deloitte Development LLC. All rights reserved. 
Driving forces for fragmentation 
Business landscape of t...
Copyright © 2014 Deloitte Development LLC. All rights reserved. 
“There's something happening here, what it is ain't exact...
Copyright © 2014 Deloitte Development LLC. All rights reserved. 
Fragmentation to individual providers 
Neither one gives ...
Copyright © 2014 Deloitte Development LLC. All rights reserved. 
Large companies or smaller companies seeking to grow rapi...
Driving forces for fragmentation
Copyright © 2014 Deloitte Development LLC. All rights reserved. 
Etsy is an online marketplace for independent sellers 
Le...
Copyright © 2014 Deloitte Development LLC. All rights reserved. 
Etsy is an example of fragmentation and concentration 
Wh...
Copyright © 2014 Deloitte Development LLC. All rights reserved. 
Concentrated players emerge to support fragmentation 
Thr...
Copyright © 2014 Deloitte Development LLC. All rights reserved. 
Back to our story… 
• 30M+ members 
• Projected $1B in sa...
Copyright © 2014 Deloitte Development LLC. All rights reserved. 
Quirky is a web platform that crowdsources inventions 
An...
Copyright © 2014 Deloitte Development LLC. All rights reserved. 
3D printing allows individuals to rapidly prototype ideas...
Business landscape of the future
Copyright © 2014 Deloitte Development LLC. All rights reserved. 
•Provide the physical infrastructure, digital aggregation...
Copyright © 2014 Deloitte Development LLC. All rights reserved. 
Niche players will compete on personalization 
Niche oper...
Copyright © 2014 Deloitte Development LLC. All rights reserved. 
•Mobilizers are orchestrators among platforms and operato...
Copyright © 2014 Deloitte Development LLC. All rights reserved. 
Focusing on a particular role will enable rapid learning ...
Potential roles for Fortune 500 companies
Copyright © 2014 Deloitte Development LLC. All rights reserved. 
Focusing around scale & scope roles will enable growth 
F...
Copyright © 2014 Deloitte Development LLC. All rights reserved. 
Embraced fragmented players could help IKEA amplify innov...
Copyright © 2014 Deloitte Development LLC. All rights reserved. 
1.Understand and embrace fragmentation. 
2.DO NOT compete...
Copyright © 2014 Deloitte Development LLC. All rights reserved. 
Do not rely solely on forecasts, look for signals 
Future...
Copyright © 2014 Deloitte Development LLC. All rights reserved. 
http://dupress.com/articles/heros-journey-landscape-futur...
Copyright © 2014 Deloitte Development LLC. All rights reserved. 
John Hageljhagel@deloitte.com 
Tamara Samoylovatsamoylova...
Copyright © 2014 Deloitte Development LLC. All rights reserved. 
This presentation contains general information only and D...
About DeloitteDeloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarante...
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The future of the business landscape: What's in store for companies?

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The forces of the Big Shift are driving both fragmentation and consolidation, fundamentally changing the nature of the relationships among businesses.

Many large companies are on shaky ground. Seismic waves are already shaping the landscape. The winners among large companies in coming decades will be those that position themselves on more solid ground in areas of the economy that will continue to support scale and scope economics. The evolving landscape, reshaped and reformed, is opening up large areas that will favor smaller, more focused, enterprises—creating opportunities for all of us to build viable small businesses that tap into our creative potential, but only if we know how to focus. Companies large and small have to be thoughtful about where they position themselves to be sustainable. Strategies of position are back with a vengeance. The time to act is now, before the ground shifts any further.

To read the full report, please visit: http://deloi.tt/2wg4k35

Publié dans : Business, Technologie
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The future of the business landscape: What's in store for companies?

  1. The Future of the Business Landscape: What's in Store for Companies? John Hagel, Director, Deloitte Consulting LLP Tamara Samoylova, Senior Manager, Deloitte Services LP
  2. Copyright © 2014 Deloitte Development LLC. All rights reserved. Driving forces for fragmentation Business landscape of the future Potential roles for Fortune 500 companies Question and answer Contents
  3. Copyright © 2014 Deloitte Development LLC. All rights reserved. “There's something happening here, what it is ain't exactly clear” –Buffalo Springfield
  4. Copyright © 2014 Deloitte Development LLC. All rights reserved. Fragmentation to individual providers Neither one gives institutions much comfort There are two dominant perspectives “Micro-Work” VS. Concentration where only the largest survive Our perspective: Both outcomes will co-exist and reinforce each other. “Winner Takes All”
  5. Copyright © 2014 Deloitte Development LLC. All rights reserved. Large companies or smaller companies seeking to grow rapidly will need to understand these three questions: •Which parts of the economy are fragmenting? •Which parts of the economy are concentrating? •How will various ecosystem players interact? Corporate growth will come from certain areas Understanding the trends is essential Understanding the trends could help companies focus in the areas of the economy best suited for growth.
  6. Driving forces for fragmentation
  7. Copyright © 2014 Deloitte Development LLC. All rights reserved. Etsy is an online marketplace for independent sellers Let’s begin with a case study • 30M+ members • Projected $1B in sales for 2013 • 1.5B+ page views per month • 1M+ new members each month 900,000 independent shops Makers, DIYers, small businesses Sellers in 150+ countries
  8. Copyright © 2014 Deloitte Development LLC. All rights reserved. Etsy is an example of fragmentation and concentration What exactly is happening? Fragmentation •Increasing number of smaller players addressing diverse consumer needs •Competing on specialization, personalization, and customization •Examples: Food trucks •Consolidating number of large-scale players that are tightly focused on single business activity or function •Competing on scale and scope •Examples: Logistics operators Symbiotic & Reinforcing Concentration Economy
  9. Copyright © 2014 Deloitte Development LLC. All rights reserved. Concentrated players emerge to support fragmentation Three forces are driving fragmentation Advances in technology Shifts in choices and values Public policy liberalization Fragmentation Exponential improvements in core digital infrastructure reduce barriers to entry and participation. General trend toward public policy liberalization makes it easier to start and manage business at any scale. Individuals’ desire for autonomy in professional life makes it less likely to participate in larger companies.
  10. Copyright © 2014 Deloitte Development LLC. All rights reserved. Back to our story… • 30M+ members • Projected $1B in sales for 2013 • 1.5B+ page views per month • 1M+ new members each month Fragmentation Concentration Symbiotic & Reinforcing 900,000 independent shops Makers, DIYers, small businesses Sellers in 150+ countries
  11. Copyright © 2014 Deloitte Development LLC. All rights reserved. Quirky is a web platform that crowdsources inventions Another case study Platform Quirky inventors Platform •Quirky operates on a web platformthat crowdsources inventions. •GE’s vast intellectual property (and manufacturing capabilities) also represents a platform. •Inventors are fragmented players that leverage the resources of GE’s and Quirky’s platforms. Quirky General Electric
  12. Copyright © 2014 Deloitte Development LLC. All rights reserved. 3D printing allows individuals to rapidly prototype ideas One more example
  13. Business landscape of the future
  14. Copyright © 2014 Deloitte Development LLC. All rights reserved. •Provide the physical infrastructure, digital aggregation, and mass agent capability •Tightly focused on single business activity or function Concentrated players will compete on scale and scope Scale, scope operators will concentrate Infrastructure providers Manufacturing Logistics Digital tech infra. Facilities mgmt. Back office Aggregation platforms Social Content Data Broker/market Finance Agent businesses Consumer Talent … … … Risk management Scale & Scope Operators
  15. Copyright © 2014 Deloitte Development LLC. All rights reserved. Niche players will compete on personalization Niche operators will fragment Niche operators • Serve diverse consumer needs and provide personalized, localized services and opportunities • Compete on specialization and customization • Focus on product development and commercialization • Supported by scale & scope Operators Domain Experts Mom & Pop Makers Individual Consumer Creator Coders Investors Artists Infrastructure providers Manufacturing Logistics Digital tech infra. Facilities mgmt. Back office Aggregation platforms Social Content Data Broker/market Finance Agent businesses Consumer Talent … … … Risk management
  16. Copyright © 2014 Deloitte Development LLC. All rights reserved. •Mobilizers are orchestrators among platforms and operators that provide learning opportunities and facilitate collaboration. Mobilizers will facilitate learning and collaboration Mobilizers will bring ecosystem together Mobilizers Flash orgs Creation spaces Communities of action Open source Process networks Infrastructure standard setter … Mobilizers Infrastructure providers Manufacturing Logistics Digital tech infra. Facilities mgmt. Back office Aggregation platforms Social Content Data Broker/market Finance Agent businesses Consumer Talent … … … Risk management Domain Experts Mom & Pop Makers Individual Consumer Creator Coders Investors Artists
  17. Copyright © 2014 Deloitte Development LLC. All rights reserved. Focusing on a particular role will enable rapid learning Focused players will interact Domain Experts Mom & Pop Makers Individual Consumer Creator Coders Angels Artists Infrastructure providers Manufacturing Logistics Digital tech infra. Facilities mgmt. Back office Aggregation platforms Social Content Data Broker/market Finance Agent businesses Consumer Talent … … … Risk management Mobilizers Flash orgs Creation spaces Communities of action Open source Process networks Infrastructure standard setter …
  18. Potential roles for Fortune 500 companies
  19. Copyright © 2014 Deloitte Development LLC. All rights reserved. Focusing around scale & scope roles will enable growth Fortune 500 companies will need to focus Product business Platform Infrastructure Agent •Provide scale intensive, high-volume, routine processing activities as an outsource service. •Aggregate resources and vendors, and connect them with appropriate users or customers. •Provide specific recommendations based on full understanding of each customer.
  20. Copyright © 2014 Deloitte Development LLC. All rights reserved. Embraced fragmented players could help IKEA amplify innovation IKEA could become a platform From making products… …to embracing ecosystem
  21. Copyright © 2014 Deloitte Development LLC. All rights reserved. 1.Understand and embrace fragmentation. 2.DO NOT compete with the fragmented players. 3.Focus around scale and scope roles. 4.Re-position products/services as platforms to accommodate more fragmented players and expand value offered to customers. 5.Connect and collaborate with mobilizers. But Fortune 500 “winners” will have same characteristics Transformation speed is industry-specific
  22. Copyright © 2014 Deloitte Development LLC. All rights reserved. Do not rely solely on forecasts, look for signals Future may be closer than we think Source: American Heritage Magazine —http://www.americanheritage.com/articles/magazine/it/2007/3/2007_3_8.html, quoted by Vinod Khosla, Khosla Ventures April 2009 Many forecasts are often based on linear projections and thus are often wrong in the exponential world. Forecast Actual Analyst forecast for the U.S. mobile subscribers (1980 => 2000) > 0.9M > 109M
  23. Copyright © 2014 Deloitte Development LLC. All rights reserved. http://dupress.com/articles/heros-journey-landscape-future/ A hero’s journey through the landscape of the future The forces of the Big Shift are driving both fragmentation and consolidation, fundamentally changing the nature of the relationships among businesses.
  24. Copyright © 2014 Deloitte Development LLC. All rights reserved. John Hageljhagel@deloitte.com Tamara Samoylovatsamoylova@deloitte.com Contact info
  25. Copyright © 2014 Deloitte Development LLC. All rights reserved. This presentation contains general information only and Deloitte is not, by means of this presentation, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This presentation is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this presentation.
  26. About DeloitteDeloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/aboutfor a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. Please see www.deloitte.com/us/aboutfor a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be availabletoattest clients under the rules and regulations of public accounting. Copyright © 2014 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited

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