The drumbeat of digital: How winning teams play
Pace and power go hand in hand for digital leaders, which typically run four times faster and pull critical strategic levers two times harder than other companies do.
By Jacques Bughin, Tanguy Catlin, and Laura LaBerge – Most executives we know have a powerful, intuitive feel for the rhythm of their businesses. They know how hard and fast to pull strategic levers, move their organization, and drive execution to achieve their objectives. Or at least they did. Digitization has intensified the rhythm of competition in many industries, leaving executives adrift, with information-gathering systems that are too slow or disconnected, direction-setting approaches that are too timid, and talent-management norms that are misaligned and incremental.
These leaders know their companies must adjust and accelerate. Digital is putting pressure on profit pools as it transfers an increasing share of value to consumers. Furthermore, those profit pools are bleeding across traditional industry lines as advanced technologies enable companies to forge into adjacencies, changing who in the value chain is making money, what share of the pie they capture, and how. The slow and inefficient are left behind, competing for scraps.
What is unclear to these executives, however, is how much and how fast to adapt their business rhythms. The exhortation to “change at the speed of digital” generates more anxiety than answers. We have recently completed some research that provides clear guidance: digital leaders appear to keep up a drumbeat in their businesses that can be four times faster, and twice as powerful, as those of their peers.
You can’t quicken the pace of an organization by fiat. You have to build it by accelerating the frequency of manageable practices that are integral to achieving key goals, such as serving the customer or driving internal efficiency. These “light-touch” actions are low risk and low investment, but they can provide high-yield returns. We have grouped them into two buckets that can help mold incumbents into digital players.
How often does your organization analyze customer data to look proactively for new ways of delighting your customers?
How frequently do your senior business leaders take time to investigate and understand new digital technologies so that they recognize which ones are truly relevant to their areas of the business?
How quickly and consistently does your company share lessons acquired from test-and-learn experiments performed by those on the front lines? more>
Posted in Broadband, Business, Economy, Education, How to, Net
Tagged Business improvement, Jobs, McKinsey, Organization, Skills, Teams
Expanding business models of managed wave services with Adaptive Networks
It goes without saying that no other method of network transport has ever surpassed the speed and performance that is delivered over optical networks. The many innovations in optical communications form the backbone of the robust, reliable, high capacity networks that connect our world. But what is less talked about are the billions in revenues that stem from innovative business and service models delivered over optical networks as managed connectivity services (aka managed wave services). Ciena’s Niloufar Tayebi details what can happen to evolve managed wave services in the era of Adaptive Networks.
By Niloufar Tayebi – Let’s step back in time to take a snap-shot of what service interfaces have previously thrived in managed wave service offers. In a managed wave service, the service provider is able to offer a wide range of client service interfaces: Ethernet, SONET/SDH, DWDM, storage area networking (SAN) interfaces and more.
For these managed wave services, the client is handing off an interface that is required to transport payload connecting two data centers in complete transparency without protocol conversion. This is done by either using a dedicated wavelength over DWDM or through the use of OTN containers (aka ODU).
With the growth of traffic and cost-per-bit declining, client interfaces are now evolving to higher bit rates – as happened with the evolution from SONET/SDH clients to 10Gbps clients – but also expanding in client protocols that supported 10Gbps, such as ODU-2 and 10GE.
One natural path for evolving a managed wave service is to continue the path of offering higher rate, with more emphasis on 100GE and ODU-4 client interfaces. Today it is common to look at a managed wave service and see 100GE and ODU-4 /100Gbps clients supported. With the ongoing reduction of cost-per-bit and higher rate transport, offering managed wave services at higher than 100Gbps client support also makes economic and technical sense.
Ciena’s market intelligence and global consulting teams have been tracking the market size of managed wave services. Their findings show 10GEoDWDM managed wave services are mature services contributing to 60% of managed wave service offers, while 100GEoDWDM managed wave services are the fastest growing wave services at a 30% CAGR. more>
Posted in Broadband, Business, Economic development, Economy, Education, How to, Net, Science, Technology
Tagged Adaptive Network, Broadband, Business improvement, Ciena, Fiber optics, Skills, Technology