|
|
 |
|
|
|
|
|
|
|
 |
|
The future of the enterprise
The self-organising principles behind schools of fish, flocks of birds, and swarms of insects demonstrate the kinds of super-flexible configurations that may prove to be the most stable in the business environment ahead.
What we think of as "an enterprise" is changing quickly. IBM's Global Innovation Outlook 2.0 looks at some of the ways institutions are already starting to structure and staff themselves.
|
|
|
|
The future of the enterprise
The self-organising principles behind schools of fish, flocks of birds, and swarms of insects demonstrate the kinds of super-flexible configurations that may prove to be the most stable in the business environment ahead.
What we think of as "an enterprise" is changing quickly. IBM's Global Innovation Outlook 2.0 looks at some of the ways institutions are already starting to structure and staff themselves.
|
|
 |
|
Global CEO Study 2006: Expanding the Innovation Horizon
CEOs are now focusing almost 30 percent of their innovation efforts on their business models, in addition to their products, services, and operation. And two-thirds say they're going to need to make fundamental changes in the next two years.
What are the disruptive forces driving these changes? And where are these CEOs finding the best ideas for innovation?
|
|
 |
|
Podcast: The Specialised Enterprise and Component Business Modelling
Do you have to do everything yourself? Apparently not.
In this podcast, George Pohle, global leader of the IBM Institute for Business Value, and strategy and change practice leader Shanker Ramamurthy discuss how an enterprise can now use the basic building blocks of business to specialise for competitive advantage.
|
|
|
|
