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Showing posts with label 2017 at 11:05AM. Show all posts
Showing posts with label 2017 at 11:05AM. Show all posts

Sunday, June 11, 2017

The New Book “Digital Capability – Building Lego-Like Capability Into Business Competency” Preview

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We are experiencing the major societal TRANSFORMATION from the industrial machine age to the information/knowledge /insight/ digital era. Digitalization implies the full-scale changes in the way business is conducted so that it’s a multi-dimensional planning and orchestration. Although living in the digital sea, you have to change with the “tide,” you also have to follow the well-defined principles which would guide you in decisions and how you relate to others, with which speed can you swim in the uncharted water, what capabilities help you survive and thrive, and how to laser focus on the destination without getting lost. These changes and transformations are reshaping our thinking and recasting the way we view ourselves, the systems of which we are the part, the environments in which we live. Organizations have to transform the underlying functions, processes and build a unique set of digital capabilities to develop the core business competency in order to adjust to the digital speed.

A capability is an ability that an organization, person, or system possesses for either problem solving or making a certain achievement. A business capability is the firm’s ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments. The corporate capability is the collective ability to implement strategy, innovation and make changes. Traditional management often focused on process or functional based business views which are perceived via inside-out, single-dimensional operational lens. Capability views seem to be more open to considering both internal or external sourcing and provide a level of abstraction that allows more open considerations of the business ecosystem from the multidimensional lens. As capability is an acquired and organized “ability” within a company and takes hard work to put in place, it can therefore not be completely transferred because of the degree of organizational learning and organization that goes with it. So, the high-mature organizational capability is the digital business differentiator, to keep the business unique, competitive and innovative, to improve business maturity significantly. Therefore, the organization should spend more resources upon crafting unique business capabilities and capturing business growth opportunities.
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The purpose of the book “Digital Capability – Building Lego-Like Capability into Business Competency “ is to provide an insightful understanding of assessing, developing, and managing organizational capabilities in a structural way. The organization’s competency is based on a set of cohesive capabilities and how fast and effective they can be built upon. The high-mature organizational capability is the digital business differentiator, to keep the business unique, competitive, and innovative, to improve business maturity significantly. The capability views enable dot connections and help the business identify “actuality, capability, and potentiality,” build Lego-like capabilities into core business competency and improve the success rate of strategy execution and overall business maturity.
  • The Lego-like digital capabilities: Most of the enterprise capabilities need to be woven cross-functionally, it takes seamless communications and collaborations to bridge functional silos and fine-tune key business processes for the business as a whole to build a set of dynamic and high-cohesive organizational capabilities. Modular business capabilities enable flexible strategic planning and execution with agility. The digital capability is like Lego toys. It’s about breaking down the business capability blocks, recombine them into new business competency to fit the business purpose. There is the variety of hard and soft business elements such as skills (ability), knowledge (internal/external), policies/routines, business processes, any type of tangible/intangible resources, assets, cultures, and forms of communications. These modular business capabilities can be recombined into dynamic digital capabilities with much shorter building cycle.
  • The burger-like core competency: Just like the tastiest part of the burger is in the middle, the core competency is the business differentiator. A core competency is a harmonization of multiple capabilities such that it permeates to the entire organization with a focus, and in alignment with the resource-based view, it is at the same time valuable, rare, and difficult to imitate. Therefore, organizations have to continually work on developing and building differentiated and dynamic business capabilities into multiple competencies. The goal of all businesses is to generate revenue, increase net-new business and enlarge their footprint, and monetize their core competencies.
  • A garden-like digital capability portfolio: Metaphorically, organizations are like vegetable gardens, where each capability is a different type of vegetable growing in the garden. You can retard some plants and encourage others by selective nurturing – plant or sow completely new vegetables. What you want however is the right mix of productive plants to match your culinary needs. The business capability management and architecture activities are like landscaping, the goal is to design a scene with fully taking advantage of resources effectively.
The digital ecosystem is complex and volatile, for complex problem solving, understanding context is often the first and the important step in framing the problem, create the relevant context to make a more lasting solution – without it, you are working without any boundaries, or basis for understanding what you are doing. So, if the organization can actively influence its environment, it means that it can actively develop its unique set of capabilities, and build differentiated business competency to adapt to the environment proactively.
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June 11, 2017 at 11:01AM

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Saturday, May 13, 2017

GST to have far reaching implications for Indian Economy

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Introduction of GST would have economy-wide ramifications in terms of growth, inflation, government finances and external competitiveness over the medium-term.

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Saturday, April 29, 2017

Equities dip – Presented by: The Aol. On Network

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April 29, 2017 at 10:44AM

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美科網三巨頭股價齊破頂 Alphabet亞馬遜績優 微軟雲業務省鏡

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原文刊於信報財經新聞

亞馬遜老闆貝索斯(Jeff Bezos)的身家漲至超過800億美元,距離首富蓋茨只差約50億美元。(路透社圖片)

亞馬遜老闆貝索斯(Jeff Bezos)的身家漲至超過800億美元,距離首富蓋茨只差約50億美元。(路透社圖片)

美國科技股持續火熱,Google母公司Alphabet、亞馬遜(Amazon)及微軟三大科技巨擘周四市後公布業績,股價在周五中段齊齊創歷史新高。前兩者都交出亮麗業績,Alphabet上季核心廣告業務繼續火速增長,帶動利潤勁升29%;亞馬遜連續第八季賺錢,電子商貿及雲端業務保持強勢。微軟雖受Surface平板電腦銷售差拖累,業績未及預期,但雲端業務持續強勁。

Alphabet的A股股價周五高見932.73美元,市值曾升至6380億美元,增加約280億美元,股價中段報929.71美元,升4.3%;亞馬遜一度升至949.59美元,升3.4%,市值曾升至近4540億美元,多了150億美元,中段報937.99美元,升2.1%。微軟走勢稍遜,最多升1.3%,但已足以創新高,市值曾漲至5338億美元,股價中段仍升0.3%。

貝索斯身家直逼蓋茨

Alphabet上季純利為54.3億美元,按年升29%,勝過預期,收入增加22.2%,至247.5億美元。付費點擊(paid clicks)廣告收入大升44%,遠勝市場預期的29.7%。包括雲端業務、Pixel智能手機等的非廣告收入上季也急升49.4%,反映Alphabet在雲端業務方面正急起直追,避免過分依賴搜尋業務。

亞馬遜方面,上季淨銷售升23%,至357億美元,略高過預期。純利按年急升41%,報7.24億美元,遠超預期。旨在綁客的Amazon Prime計劃會費收益按年急升49%,進賬19億美元。

亞馬遜首次分開列出物流服務生意的收益,上季貢獻銷售64億美元,佔集團總收入超過六分一。相關收入主要來自亞馬遜為第三方商戶提供的貨品存倉及付運服務。根據彭博報道,亞馬遜股價再升,令其老闆貝索斯(Jeff Bezos)的身家漲至超過800億美元,距離首富蓋茨只差約50億美元。

微軟受板腦銷售拖累

至於微軟,上季純利按年升28%,至48億美元,好過預測,而收入升8%,至221億美元,但差過預期。規模最大的個人電腦業務成績欠理想,收入減少7.4%,當中Surface系列平板電腦產品收入大減26%,拖累了微軟業績。不過,隨着愈來愈多公司將數據和工作轉移到雲端服務,微軟的智能雲端業務收入增加11%,其中,與亞馬遜等對手競爭的雲端運算平台Azure,上季營收更暴增93%。

0429_P06

April 29, 2017 at 07:39AM

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優步醜聞與波友文化 (占飛)

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本文作者占飛,為《信報》撰寫專欄「忽然文化

波友文化的「波友」是美國俚語,指那些花錢如流水、生活放蕩、好色酗酒(藥)的職業球員。有人將此不正之風歸咎於優步行政總裁卡蘭尼克。(法新社圖片)

波友文化的「波友」是美國俚語,指那些花錢如流水、生活放蕩、好色酗酒(藥)的職業球員。有人將此不正之風歸咎於優步行政總裁卡蘭尼克。(法新社圖片)

這些年,不斷有大企業,包括國際足協、聯合航空、福士汽車……發生公關災難或爆出醜聞,不是產品安全有問題,就是高層涉嫌貪腐、性騷擾女下屬等等。究竟這是因為金融風暴後經濟停滯引致?抑或是新自由主義興起、監管鬆懈導致?言人人殊,見仁見智,難下定論。

優步(Uber)自2009年成立以來不斷傳出不利的新聞,去年至今尤烈。先是前女員工蘇姍霍娜(Susan Fowler)離職後發表博文,指曾遭受上司性騷擾,向人事部投訴,反遭警告,2次申請內部轉職都被拒絕。上司給她的低評分,使她失去進入史丹福大學電腦科學研究生專案的資格。事件鬧大,網民紛紛聲援,並響應在應用程式中「刪除優步」(Delete Uber)──即停止叫優步車。高峰時期,超過20萬人參加了「刪除優步」運動!

高層性騷擾

《紐約時報》專文報道,超過30名現職及已離職的優步員工,匿名指控上司性騷擾,生活放浪形骸。《今日美國》2015年報道,優步在拉斯維加斯開派對,傳聞花了600萬美元請Beyoncé當表演嘉賓。派對中,傳有經理借醉摸女下屬屁股,亦有高層帶妓女上酒店房間。後來,兩人都被公司辭退。可是,優步高層──公司內稱為A team者──「波友文化」(Baller Culture)盛行,已傳遍矽谷。「波友」是美國俚語,指那些花錢如流水、生活放蕩、好色酗酒(藥)的職業球員。有人將此不正之風歸咎於優步行政總裁卡蘭尼克(Travis Kalanick)。他在2014年GQ雜誌一篇文章中說了個爛gag,戲稱優步為Boob-er──Boob是女性乳房的俗稱,廣東話俗稱為「波」者也──因為創辦了優步後,他「溝女」容易得多了。上有好者,下必有甚焉,難怪優步高層有「波友文化」矣!

港人口中的「左膠」備受揶揄和抨擊。可是,不容否認,美國的「左膠」確能移風易俗,令普遍國民痛恨性騷擾,痛斥任何公司缺乏「多樣性」(Diversity)──「多樣性」指女性和有色種族員工。蘇姍霍娜指出,她2015年11月入職時,女員工人數約25%,到她2016年12月離職時,下跌至不足6%。她任職的工程部門,有150名工程師,只有3%是女性。卡蘭尼克回應,臉書只得17%女員工,谷歌18%,推特更只得10%。可是,隨即有人反駁,卡蘭尼克引用的數字只涉及三公司的「技術」(Technical)部門,不是整間公司,而且推特去年已報告,其技術部門的女員工數目佔15%,不是卡蘭尼克說的10%。

記者莎拉蘭絲(Sarah Lacy)曾報道,有3個不同機構做的調查均發現:矽谷的科技公司高層大多數是男性白人,95%不認為公司有「多樣性」問題。75%的矽谷公司沒有專責部門處理「多樣性」問題。由是形成了她筆下的矽谷「渾蛋文化」(Asshole Culture)。

唯才不論德

矽谷人自詡為「打破常規」(Out-of-the-box Rule Breakers)的青年才俊,要顛覆現行制度,因而研發了智能手機、社交網絡、物聯網、優步和Airbub等等。有利有弊,「打破常規」的人,行事難免罔顧禮數、違反社會規範,乃至視法律如無物。許多矽谷公司便以「用人唯才」(Meritocracy)為理由,縱容業績標青高層的越軌行為,往往對他們好色或性騷擾下屬隻眼開、隻眼閉。矽谷之神喬布斯便是典型例子。他不認親生女兒,成為千萬富翁後,仍然不肯供書教學養育女兒。

卡蘭尼克及他的「波友」,政治立場右傾。多年前,卡蘭尼克的推特圖像便是安蘭(Ayn Rand)的 《源頭》(The Fountainhead)。安蘭在她的小說中鼓吹利己主義,她塑造的英雄是個能力卓越、個性獨立的反社會分子。卡蘭尼克可能自視為安蘭式英雄。特朗普上台,優步加入總統的顧問團。特朗普頒布移民禁令,不少機場的士罷駛抗議,優步卻從沒停止機場接送服務。卡蘭尼克還接受了沙地阿拉伯皇室35億美元現金注資,並接納沙地阿拉伯皇室派員進駐董事局。此舉當然令「左膠」嘩然,口誅筆伐。事關在沙地阿拉伯,女性駕車是違法的;女性慘遭強姦,還可能受法律處罰。

優步的優點也是它的缺點。它建立的公司文化:唯才不論德;唯業績不論政治立場;事情先做了,碰釘才道歉等等,無疑幫助公司發展神速,但一子錯時,卻會陷入四面楚歌的困境!

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April 29, 2017 at 07:39AM

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Thursday, April 27, 2017

EUR/USD analysis: dollar eases on Trump tax announcement

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The greenback closed the day higher against its major rivals, bolstered by hopes the US White House will announce the so long promised tax reform somehow during the day, rather than on the “official” release. The American dollar advanced ahead of Trump …

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April 27, 2017 at 10:40AM

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Tech Targets: EUR/USD, GBP/USD, USD/JPY, AUD/USD, NZD/USD – UOB

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EUR/USD: Bullish: Anticipating a move above 1.1000. We just turned bullish yesterday and there is no change to the view. Despite the rather sharp overnight pull-back, momentum indicators still look bullish and we continue to anticipate a move above 1.1000.

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April 27, 2017 at 10:40AM

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EUR/USD Long Term Technical Analysis April 2017

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It is a crucial moment for EUR/USD, will the pair break down and make a history this year? Alternatively, will it reverse the weakness and start gaining? Both scenarios seem possible. This month, the market mostly under wait and see the reaction as …

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April 27, 2017 at 10:40AM

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Press Release Orange : 1st quarter 2017 financial information

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Press release Paris, 27 April 2017 1st quarter 2017 financial information The increase in Q1 2017 revenue and adjusted EBITDA confirms the successful return to growth in 2016 Commercial momentum was very strong in the 1st quarter of 2017, supported by convergence and very high-speed fixed and mobile broadband in Europe. Consumer convergent offers in …

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April 27, 2017 at 10:40AM

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Sunday, April 16, 2017

Finance minister reviews budget preparations – The Express Tribune

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The Express Tribune
Finance minister reviews budget preparations
The Express Tribune
ISLAMABAD: Finance Minister Mohammad Ishaq Dar chaired a meeting at the Ministry of Finance on Saturday to review budget preparations, ahead of his forthcoming visit to Washington DC for spring meetings of the International Monetary Fund and the …

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April 16, 2017 at 11:00AM

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