Tesla disrupts the automotive industry How to become a disruptor in the digital age| panoramic book club

Tesla surpassed General Motors in the capital markets to become the most valuable automaker in the United States. Despite all the doubts, there is no doubt that the automotive industry has entered a period of disruption. In all walks of life, more and more companies are facing similar situations.

Decades of traditional monetization models have been disrupted by digitalization, the application of big data analytics and machine learning, and new technologies such as artificial intelligence are disrupting business models in one industry after another.

How will companies respond to the wave of disruption? How do leaders become disruptors? Successful strategies need to be tailored to local conditions and build on what already exists. Successful strategies have one thing in common: in the future, a successful strategy will depend on how effectively you lead your business ecosystem.

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By joining forces with different partners, they can enable new capabilities, drive innovation, and transform your organization. You need to foster a vibrant ecosystem of partners around your business. It's much more than just working more closely with the supply chain, opening up innovation, or just collaborating with your customers to innovate.

The essence of innovation is changing: customers are no longer just asking for innovations in products and processes, but rather innovative, integrated solutions to complex needs and problems. To deliver these integrated solutions, you need to leverage the capabilities of your partners, leveraging technology and experience from a wide range of industries.

The pathways to economies of scale have also changed. In the past, economies of scale depended on the size of the company. Now and in the future, economies of scale will depend on the business ecosystem, including the total sales of you and your business partners.

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The pursuit of speed also needs to be rethought. Companies used to think of fast as "getting to market first." Today, however, releasing a product or service before a competitor does not indicate that the market has dominated. Instead, the winners are increasingly the companies that are taking the lead in expanding their innovative ideas.

The key to success is to scale and seize opportunities from a holistic perspective, rather than simply seizing every opportunity as much as possible. Leveraging the network effects of the business ecosystem, where every additional user adds value to a product or service for all partners and customers in the ecosystem, is often a decisive factor in winning competition at scale.

For example, facebook has every user who is part of an ecosystem, and its number of users reached 500 million in 2010, when it was only 6 years old. 10 Correspondingly, despite going public a year earlier and supported by a strong News Corp. Corp., the number of mySpace users decreased from 100 million to 70 million in the same year. 11 Facebook won at its premier speed of scale. Two years after MySpace declined, Facebook had more than 1 billion users. Today, it has more than 2 billion monthly active users.

To benefit from these fundamental shifts in the competitive landscape, you need to revolutionize your business model. This includes learning how to catalyze, shape and lead a business ecosystem to its potential to fundamentally change business models in response to disruption, uncertainty and rapid technological progress. When competition between one business ecosystem and another replaces competition between traditional individual businesses, you need to learn how to survive and thrive in such a new world.

You should build a strong business ecosystem around your company and use the "advantage of the ecosystem" to expand the future path of the enterprise. You'll be able to leverage the powerful network economy to allow companies to focus on what they excel in and leverage their strengths in areas where partners excel, innovate faster, become more agile, and evolve in the era of digital transformation. Now, these advantages are no longer "optional." In order to survive and thrive, companies must break through by creating ecosystems.

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In this book, we will highlight 8 specific cases: Alibaba Group, Amazon, ARM, Athena Health, Dassault Systèmes, The Guardian, Rolls-Royce and Thomson Reuters.

We have selected these companies from different industries to prove that it is not just platform players or e-commerce companies that can take advantage of the business ecosystem. It also has great potential for companies in traditional industrial sectors such as manufacturing, mining and energy, pharmaceuticals and life sciences, and fast-moving consumer goods, where they can also respond to industry disruption by introducing ecosystem concepts to improve their probabilities of success.

We also select case studies from different regions: the business ecosystem is not unique to a particular country or region. We've found that ecosystems, whether industrialized or emerging, lead to innovation, economies of scale, and higher profits.

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Introduction:

Based on The Highest Level Of Cambridge Technology Company as a research model, the organization and management from Cambridge University Business School is forward-looking. The eco-oriented organizations under the leadership of the Cambridge University Entrepreneurship Center Industry Group, Amazon, ARM, Alibaba, Athena Health, etc. are tracked and studied, and the implementation steps for enterprises to build or join the eco-organizations are provided step by step from the aspects of value, partners, positioning, innovation, efficiency, collaboration, and profitability.

Ecological Organization

author:

[b] Arnu de Mayer [English] Peter J. Williamson

Publisher: CITIC Publishing Group

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