The Intersection of Longevity and Finance


I have a fundamental belief that we will not solve the challenges ahead using the institutions and mechanisms of the past. These structures served us during a manufacturing era that looked very different than the world that has emerged in the last three decades. In a recent Article authored by Margaretta Colangelo, she provides an example of this phenomenon. In a time when populations are living much longer than previous generations, leaders are beginning to realize that institutions must be organized in a different way. Ms. Colangelo provides an example in the Finance space, stating that traditional banks weren’t designed to serve a large number of clients living a long time. Today, banks have a small number of clients who are over 100 and they are outliers. In the next decade that demographic will increase dramatically.

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The Future of Cars


Recently, someone shared a very interesting inforgraphic on the future of cars. I get these requests to share content on a regular basis, and I assess them based on their insight and potential value to my readers. This is an example of a very well done Infographic with a great deal of insight. Below is an introduction and the infographic. Enjoy!

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Shifting Platform and Ecosystem Dynamics


As platform business models increasingly gain board-level attention, the ecosystem conversation intensifies. David Kish – a TCS colleague – recently worked with the broader team (Kevin Mulcahy, Rose Rodriguez, Bill Quinn, Bill Bosak)  to author an article focused on shifting platform and ecosystem dynamics. I am sharing Dave’s article via this guest post.


Since the advent of the internet, the combinatorial effect of innovation in science and digital technologies has rapidly driven the world toward a platform economy where software, apps and APIs enable every human activity and radically change how people interact and create value. Companies like Google, Microsoft, Facebook, Amazon, Apple, Alibaba and Tencent, which represent seven of the top ten valued companies by market capitalization, are leading this transformation and have created an imperative for all companies: develop platform capabilities and adapt your strategy to survive and succeed in the platform economy.

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Meet the Jetsons in the 2020s


Uber and Hyundai have teamed up to deliver on the Jetsons flying car future. One of several flying car initiatives likely to be realized by the end of the decade. Air taxis represent a further evolution of the Mobility Ecosystem. People point to the flying car as an example of future predictions that did not pan out. Well, much like everything else in this era of exponential progression – get ready. Uber Air is one example of services emerging in this space.

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Ecosystems in the Context of Digital Transformation


I recently authored an article on ecosystems and digital transformation along with leading platform strategist Simon Torrance. Here is a brief abstract of the article. You can read it Here on the TCS website – along with other perspectives on digital transformation.


ABSTRACT

As Frank Diana and Simon Torrance explain in “Defining Your Digital Ecosystem: The First Step in a Machine First™ Transformation,” many leaders are no longer looking at strategy and industry structure in the ways of a non-digital world. Business 4.0 and EcosystemsInstead, they’re analyzing how emerging ecosystems—networks of stakeholders, including business partners, suppliers, customers, and competitors that interact digitally to create value are supplanting traditional industries as the organizing construct. For example, in a mobility ecosystem, automakers no longer just make cars; they must redefine the very notion of automobile ownership and how people get around.

 

 

Ecosystem Readiness


As the world continues its march towards platform-supported ecosystems, organizational readiness becomes a critical area of focus. Four facets of an organization contribute or detract from success in an ecosystem world:

  1. The mental models that drive an organization
  2. The lens in which an organization views value creation and capture
  3. The orientation of an organization – which in most cases is shareholder value
  4. The organization’s culture

The growth engine that ecosystems represent will serve as a forcing function, pushing Organizations to Mature across these key facets. For example, I firmly believe that over time, a transition occurs from shareholder value to stakeholder value. This transition places purpose at the center, with shared value at its core (Click on the Visual to expand).

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