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Time to monetize fixed-mobile convergence

Time to monetize fixed-mobile convergence

How to move beyond fixed-mobile bundles

Fixed-mobile convergence has become a reality in Europe, driven by operators in markets withinfrastructure-based competition and essentially adopted by customers for its discounts. 

Released: June 2016

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Download File ADL_Fixed_Mobile_Convergence.pdf (.PDF, 735 Kb)

Airport Parking

Airport Parking

How to maximize customer experience and value creation from airport parking activities

Airport parking activities are an important contributor to the commercial revenue streams of airports. Airports must therefore offer attractive portfolios of parking products at the right prices to contribute to the overall experience of the airport passenger.

Released: May 2016

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Download File ADL_Airport_Parking_01.pdf (.PDF, 619 Kb)

Setting objectives and measuring digitalization in Financial Services

Setting objectives and measuring digitalization in Financial Services

It’s time to re-examine the facts and adjust the course

Financial companies are investing in digitalization to improve operational costs and meet client expectations, but few can claim success. In this viewpoint we argue that a vast majority of companies seem to have started digitalizing themselves aimlessly, with no clear objectives of how they want to move forward. It’s time to re-examine the facts and adjust the course.

Released: May 2016

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Download File ADL_Measuring_Digital.pdf (.PDF, 394 Kb)

Why risk management is failing

Why risk management is failing

Embracing complexity and uncertainty with value-based risk management

In today's business environment of uncertainty, complexity and continuous change, conventional risk management approaches are all too often ineffective: they are poor at dealing with complexity, too slow to adapt, and focused on reporting outcomes rather than supporting decision-making. A different approach - "value-based risk management" - can help organizations strengthen their decision-making capabilities and ultimately achieve better alignment with the strategic needs of the business.

Released: May 2016

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Download File ADL_Value_Based_Risk.pdf (.PDF, 331 Kb)

Outsourcing model redesign

Outsourcing model redesign

Unleash latent improvement potential by taking a fresh look at established partnerships

Outsourcing has been widely implemented in all industries. While some of these partnerships have failed miserably, others were perceived as successful. The aspired advantages, such as cost savings, flexibility and access to innovation, have often turned into dependency and inability to get the full value of the relationship. Taking a fresh look can provide the opportunity to transform the operational as well as the contractual set-up and to radically increase the value.

Released: May 2016

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Download File ADL_Outsourcing_redesign_01.pdf (.PDF, 277 Kb)

The NOC Technology & Innovation Management Challenge

The NOC Technology & Innovation Management Challenge

Improving performance in technology management

National Oil Companies (NOCs) are spending more and more on R&D. But this has not yet had much of an impact. With the oil price currently well below the break-even point of their nations’ budgets, they are still behind Independent Oil Companies (IOCs) in terms of R&D effectiveness. IOCs have been shown to adjust faster to a new baseline price. Arthur D. Little (ADL)’s framework for E&P Technology management suggests that better focus on delivering the corporate strategy through active portfolio management, and an organizational form that links technology with projects or operations and embeds deployment in budgetary planning, can help.

Released: May 2016

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Download File ADL_NOC_Technology_Challenge.pdf (.PDF, 409 Kb)

The age of collaboration

The age of collaboration

Start up and Corporates need each other

Technological adoption has never been as fast as today, and many corporates have already suffered from not being able to keep up with the pace of change. Over the past 10 years, an average of 45 companies joined the Fortune 500 every year compared to only 29 during 1986-1995. 65% of today’s Fortune 500 companies only joined within the last 20 years. Startups have played a key role in accelerating this change. Today’s well experienced, well-educated and well-funded startups are certainly here to stay. We will likely see some correction at the high-end range of valuations, but we do not expect any bubble to burst, as fundamentals are intact.

Released: May 2016

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Download File ADL_MatchMaker_The_Age_of_Collaboration.pdf (.PDF, 3.8 MB)

Defining the digital organization

Defining the digital organization

Implications of digital transformation on the organization of financial institutions

Digital transformation is one of the most important changes that the financial industry faces these days. This transformation radically changes how banks and insurance companies interact with their clients, what products are offered, how they operate internally, and where and how value is created. In order to prepare for this landslide transformation, companies must adapt their organizations to facilitate change.

Released: May 2016

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Download File ADL_Definingthedigitalorganization.pdf (.PDF, 366 Kb)

Exclusive Telco CEO & Private Equity Event

Exclusive Telco CEO & Private Equity Event

Presentation of the 6th annual exclusive Telco CEO & Private Equity Event hosted by Arthur D. Little in Vienna

On May 23rd, 2016, Arthur D. Little hosted its 6th annual exclusive Telco CEO & Private Equity Event with an impressive attendance of telecom CEOs, investors and leading banks.

Released: May 2016

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Download File ADL_2016_Telco-CEO_Top-International-Event_01.pdf (.PDF, 1.5 MB)

Assurance of your growing business

Assurance of your growing business

Are your new operations really as ready as you think?

As corporations extend their footprint into new geographies or new types of operations they face many challenges, not least of which is the potential for unexpected losses that can damage operations, corporate reputation, brand and business performance. Establishing strong and safe operational performance in a new business from day one demands a focused approach to managing change during mobilization. This paper introduces some pragmatic good practices, leveraging recent developments in the rail sector, which can be deployed in what is often a poorly managed process, to avoid unexpected losses and deliver a smoother startup.

Released: May 2016

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Download File ADL_Assurance_growing_business_2016.pdf (.PDF, 460 Kb)