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Creating value in telecoms consolidation

Creating value in telecoms consolidation

Lessons learned – Benchmarks – Recommendations

Europe and in fact the world experiences a record wave of telecom merger activity. Mergers are generally expected to create significant value via the realization of synergies – not just in the Network and IT area (remaining the bulk synergy source) but also in Distribution and Marketing, SG&A and – more uncertain – in the revenue area. The challenge for shareholders, lenders and merger / post-merger integration executives is to actually achieve these synergies. This becomes ever more important as synergies tend to justify ever higher proportions of the purchasing price. Our viewpoint provides analysis, lessons-learned, benchmarks, time needed to achieve synergies and hands-on tips derived from a close look at four mobile-mobile mergers in the EU and largely valid for any combination of telecom mergers.

Released: January 2015

Download File ADL_CreatingValueInTelecomsConsolidation.pdf (.PDF, 571 Kb)

The Belgian Telecom Landscape

The Belgian Telecom Landscape

Study on the Belgian Telecom Sector - 1st edition

Arthur D. Little released its first study on the Telecom sector in Belgium, commissioned by the five major operators of the Belgian Telecom market (Base Company, Mobistar, Proximus, Telenet and VOO), entitled ‘A New Deal for the Telecom Sector in Belgium’ at a seminar in Brussels, Belgium. With this first edition we want to make a first step in shedding some light on the role and contribution of the telecom sector to the Belgian economy and society, and unravelling some of the complexity related to the major disruptions ongoing in the digital ecosystem. This fact-based study on the Belgian telecom sector shows the critical role played by the telecom operators in the digital value chain, as well as the leverage effect of investments in telecom networks on the overall Belgian economy. This study calls for a "Digital New Deal" on both a European and national level, based on a strategic long-term vision and the recovery of the European leadership in the digital economy.

Released: January 2015

Download File ADL_StudyonBelgianTelecomsector_Economy_English.pdf (.PDF, 579 Kb)

Download File ADL_Leaflet_StudyonBelgianTelecomsector_English.PDF (.PDF, 552 Kb)

Download File ADL_StudyonBelgianTelecomsector_Economy_French.pdf (.PDF, 581 Kb)

Download File ADL_Leaflet_StudyonBelgianTelecomsector_French.PDF (.PDF, 413 Kb)

Download File ADL_StudyonBelgianTelecomsector_Economy_Dutch.pdf (.PDF, 579 Kb)

Download File ADL_Leaflet_StudyonBelgianTelecomsector_Dutch.PDF (.PDF, 412 Kb)

Unlock the hidden value of infrastructure

Unlock the hidden value of infrastructure

Commercial offering – the new value engine of airports, stations, highways, stadiums and hospitals

Airports, PT stations, railway stations, stadiums, highways, clinics and hospitals are diversifying their activities in retail and services to secure sustainable new growth relays and enhance customer experience. The need for additional value creation and customer experience improvement is leading infrastructure operators to redesign their commercial and services strategies. Airport hubs are already changing infrastructures to the “airport city” concept – a destination in itself. Infrastructures are at a turning point, and should catch up with the example of airports by setting new objectives, upgrading offers and designing new industrial strategies. Read more to find out about the value engine and strategies for success.

Released: January 2015

Download File ADL_UnlockTheHiddenValue.pdf (.PDF, 1.2 MB)

Next-Generation Product Cost Management

Next-Generation Product Cost Management

A holistic and networked approach to cost-efficient products beyond one-time efforts

Companies in the manufacturing industry today have to face a variety of challenges emerging from volatile market environments and increasing competitive pressure. Product cost management plays an increasing role in sustaining profitability and competitiveness. The Arthur D. Little approach comprises a comprehensive guideline on how to align the organization with framework requirements, how to define roles and responsibilities therein, and how reporting and communication should be managed within the product development process.

Released: December 2014

Download File ADL_Insight_2014_NextGenProdCostMgmt.pdf (.PDF, 187 Kb)

Digitization: Do or Die!

Digitization: Do or Die!

Arthur D. Little EU5 Media Flow of Funds 2014

The Media & Entertainment sector in Germany, France, Italy, Spain and the United Kingdom (“EU5”) is going through a massive digital transformation which creates a complex and volatile environment in particular for traditional players. With its unique Media Flow of Funds methodology Arthur D. Little provides insight into the speed and main beneficiaries of this transformation.

The objective of this report is to enable media corporations to identify opportunities for vertical or horizontal integration, as well as to guide portfolio optimizations and go to market strategy. Financial investors will be able to identify the most attractive market segments and acquisition targets. Policy makers can identify areas where excessive value capture is leading to economic imbalances during the transformation. Academia can build on a strong base of data and a framework, which can be used to deepen research into the transformation of individual segments of the media industry.

Released: December 2014

Download File ADL_MediaFlowOfFunds.pdf (.PDF, 4.1 MB)

Managed Services

Managed Services

A new Telecom operating model to extract value in B2B

The global market for Managed Services is expected to grow from USD 160 billion in 2014 to USD 286 billion in 2019. As such, while growth prospects in traditional connectivity are limited, Managed Services represent a very attractive alternative for Telecom operators. We believe that Telecom companies remain best positioned to play a major role in Managed Services as they possess all the capabilities and processes to manage their networks and assets. Thus, Managed Services could represent a natural extension to their existing capabilities. However, providing Managed Services to customers brings its own set of challenges. The required capabilities, both for go-to-market and for designing service delivery, represent a significant departure from the traditional best-effort model operators typically deploy to their customers. In order to succeed in Managed Services, Telecom operators must open their internal operating models to customers. This requires seamless collaboration between commercial, technical and operational units. For many Telecoms this means an in-depth transformation of the mental model currently at work.

Released: December 2014

Download File Managed_Services_Opportunity_for__Telcos.pdf (.PDF, 1.5 MB)

Global open innovation survey (French)

Global open innovation survey

Results & for thoughts

In April 2014, MEDEF launched an initiative dedicated to promoting Open Innovation in France in conjunction with Arthur D. Little and Bluenove. One of the first initiatives of the Committee was to develop an analysis of the French enterprise maturity level in the Open Innovation domain.  On November 26, 2014, the results of a global survey were presented during a conference organized by MEDEF on the Open Innovation and Collective Intelligence theme. Many speakers from large and medium-sized French companies participated. Following the conference, several dimensions will be developed in 2015 to propose pragmatic solutions for overcoming the roadblocks to Open Innovation that were identified in the study.

Released: November 2014

http://www.adlittle.fr/reports_fr.html?&no_cache=1&view=763

Agility for Successful Supply Chains

Agility for Successful Supply Chains

Transformation to an Agile Production System to Meet the Challenges of Tomorrow

Most manufacturing companies are facing volatile and unpredictable demand due to trends such as increased global competition, shorter business cycles and broader product ranges. To survive in this competitive and fast-changing environment, it is necessary to improve flexibility and become truly agile. The required flexibility levels have to consider volume fluctuations, product mix fluctuations and customer lead time requirements. Tools and strategies that enable the supply chain to meet these requirements, without compromising on the unit cost, must be implemented.

Released: November 2014

Download File ADL_2014_Agility_for_Successful_Manufacturing_Supply_Chains.pdf (.PDF, 745 Kb)

Big Data in Procurement

Big Data in Procurement

Unlocking Big Value in better sourcing, process efficiency, and agility of procurement

The terms "Big Data" and "Advanced Analytics" have become buzzwords in many business fields. For procurement organizations, Big Data can deliver significant business value by uncovering previously unknown interrelations among supplier and economic data. This paper discusses potential benefits from applying Advanced Analytics methods to procurement and offers a practical prototyping and implementation approach.

Released: November 2014

Download File ADL_2014_Big_Data_in_Procurement.pdf (.PDF, 90 Kb)

New report from Arthur D. Little Future of Urban Mobility Lab

New report from Arthur D. Little Future of Urban Mobility Lab

Strategic Directions and Ecosystems to Address China’s Urban Mobility Challenges

As a global management consultancy llinking strategy, innovation and transformation, Arthur D. Little aims to help its clients succeed in this “new world of innovation.” The Future of Urban Mobility (FUM) Lab is our contribution to tackling the urban mobility challenge. With its FUM studies, Arthur D. Little aims to support cities and nations in shaping the extended mobility ecosystems of tomorrow and facilitate an open dialogue between urban mobility stakeholders.

January 2014 saw Arthur D. Little release the second version of the “Future of Urban Mobility” study, including an updated version of the Urban Mobility Index. In this study, Arthur D. Little highlighted what was holding cities back, and, together with its partner, the UITP – the International Association of Public Transport – identified strategic directions and imperatives for cities to consider when defining sustainable urban mobility policies and strategies.

This new report, “Strategic Directions and Ecosystems to Address China’s Urban Mobility Challenges”, was released for the 2014 edition of the Michelin Challenge Bibendum (November 10th–14th 2014, Chengdu) of which Arthur D. Little is knowledge partner. It summarizes some of the key insights from the “Future of Urban Mobility 2.0” study, and puts them in perspective by looking into specific challenges and opportunities within Greater China.

Released: November 2014

Download File Report_The_Future_of_Urban_Mobility_2.0_Challenges_China.pdf (.PDF, 4.5 MB)