Publiée le mardi 10 juillet

The digital finance organization remains an emerging concept in many organizations, and CFOs are still at one remove from the center of digital-transformation efforts, even though they own and manage much of the relevant business information that feeds such initiatives. There is a clear mandate for them to take the lead: today’s CEOs and boards say they want CFOs and the finance function to provide real-time, data-enabled decision support. And, in our most recent survey of finance executives, CFOs themselves say they want to spend more time on digital initiatives and the application of digital technologies to finance tasks.

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But our research also shows that CFOs still spend less time on digital trends than they do on traditional finance activities. Why? There are few proven business cases of digitization in finance and few best practices to draw from, so CFOs are often content to let colleagues in IT, marketing, or other functions press the issue.

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Many CFOs tell us they are unsure where to start; the rapid arrival of innovative technologies plus a general shortage of top technology talent won’t make it any easier. CFOs must begin to experiment, however, or risk falling behind other functional groups in the organization and other companies in the industry whose digital transformations are already under way. They might lose a golden opportunity to help drive the business agenda.

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A good start would be for CFOs to work with the CEO, the board, and others on the senior-leadership team to proactively and systematically identify tasks and processes within the finance function that would most benefit from digitization. They can then locate and invest in the technologies and capabilities required to improve these areas.

Publiée le samedi 30 juin

Between rising customer expectations and unpredictable moves by digital attackers, R&D organizations at incumbent companies are under intense pressure. They’re being asked not only to push out innovative products and services—which is key to ramping up organic growth—but also to support the formation of digital business modelsthat compete in new markets. Yet many R&D teams, particularly at companies that make industrial products, find themselves hampered by longstanding aspects of their approach, such as rigidly sequenced processes, strict divisions of responsibility among functions like engineering and marketing, or a narrow focus on internal innovation.

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Some product-development teams have begun to overhaul the way they work as part of wider digital transformations at their companies. Those transformations can take a long time, though, as companies modernize their IT architectures, adopt new technologies, reorganize people, and learn agile ways of working. Since digital rivals aren’t waiting, product developers at incumbent companies need innovation accelerators that they can put to use almost immediately. But with a wide range of technologies and methods to choose from, where should they start?

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In our experience helping incumbents update their R&D practices, four solutions stand out for their substantial benefits, as well as for their ease of integration with existing activities. With so-called digital twins of in-use products, R&D organizations can make sense of product data across the entire life cycle, thereby reaching new insights more quickly. Once incumbents identify promising concepts, they can shorten the product-development cycle by staging virtual reality (VR) hackathons. Some will need a jolt of inspiration to speed up the R&D process. In that case, they can try holding “pitch nights” to collect and sift through ideas from outside the company, or setting up in-house design studios, or “innovation garages,” to stimulate internal collaboration. Here, we explain how established companies are using these approaches, either singly or in various combinations, to develop winning products rapidly against threats posed by digital challengers.

Publiée le samedi 23 juin

Companies can determine whether they should invest in blockchain by focusing on specific use cases and their market position.

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Speculation on the value of blockchain is rife, with Bitcoin—the first and most infamous application of blockchain—grabbing headlines for its rocketing price and volatility. That the focus of blockchain is wrapped up with Bitcoin is not surprising given that its market value surged from less than $20 billion to more than $200 billion over the course of 2017. Yet Bitcoin is only the first application of blockchain technology that has captured the attention of government and industry.

Publiée le samedi 23 juin

Ten timeless tests can help you kick the tires on your strategy, and kick up the level of strategic dialogue throughout your company

Publiée le lundi 07 mai

The best analytics are worth nothing with bad data. The importance of understanding and working on all components of the insights value chain is mission critical.

An anticipated drop in the cost of Internet of Things (IoT) nodes (for example, microcontroller units and sensors) is fueling the rise in available data. Advances in machine learning, data science, and computing power can turn these vast amounts of data into value-creating insights. Our new report, Achieving business impact with data, looks into these issues deeply; this article highlights some of the report’s key points.

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Un de nos projets dans les Echos : la blockchain au tour de France avec l'ANFR

le premier projet de blockchain secteur public en France vit son dernier test grandeur nature sur le tour de France avant ouverture du service au public.

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L'Agence nationale des fréquences (anfr.fr) dont nous accompagnons la transformation numérique depuis 4 ans met à disposition une blockchain pour gérer les fréquences libres de droit sur les grands événements, occasions traditionnelles d'afflux massifs d'appareils qui émettent dans ces gammes et risquent de se brouiller mutuellement.

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Une façon de simplifier la vie de tous par les technologies disruptives.

 
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Like short skirts, innovation has traditionally swung into and out of fashion: popular in good times and tossed back into the closet in downturns. But as globalization tears down the geographic boundaries and market barriers that once kept businesses from achieving their potential, a company's ability to innovate—to tap the fresh value-creating ideas of its employees and those of its partners, customers, suppliers, and other parties beyond its own boundaries—is anything but faddish. In fact, innovation has become a core driver of growth, performance, and valuation.