Negócios & Finanças
The European Business Review

The European Business Review September/October 2018

The European Business Review is a leading business intelligence magazine designed to ensure that its readers make informed decisions. It provides them indispensable insight, current best practices and is their best source of new ideas about what’s important. The European Business Review readers embrace leadership in their jobs and their lives. Their affluence, education, achievements, and wide ranging experience are unparalleled. They are the men and women who shape the world we love, the world we live in.

United Kingdom
EBR Media Limited
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US$ 30,89
6 Edições

nesta edição

2 minutos
being customer-focussed is the answer

In this digitally-enhanced business world, one of the key differentiators among brands is customer centricity. It’s a word that we’ve been using for ages and a strategy that has been at the heart of organisations. Customer centricity, in its very essence, is about putting customers first and involving them at the core of business; it’s about brand’s alignment of their operations, production and talent in order to meet changing customer needs. By embracing this approach, brands have seen significant value and sustained success for their business. Our cover story for this edition is inspired by the concept of customer centricity. Recently, we had the pleasure of speaking with Allan Dow, President of Logility, a leading provider of collaborative supply chain optimisation and advanced retail planning solutions. In our interview with Mr. Dow, we…

5 minutos
fintech: a force for disrupting and democratising financial services

Fintech is like a snowball on a hill that is getting bigger and bigger and changing finance tremendously. London-based entrepreneur Viktor Prokopenya is well acquainted with this scene; particularly with fintech’s ability to disrupt and democratise financial services. He believes that in the next five to 10 years, fintech and AI will profoundly alter the world in the same way as the advent of electricity. From a niche concept to global buzzword, fintech has exploded over the past decade. In the span of just seven years, global investment has increased by a whopping 1,000%, topping $122 billion last year. And while some Luddites sought in the beginning to pour cold water on the disruptive potential of the technology, hardly a day passes without news that a new company – or government…

1 minutos
about the interviewee

Viktor Prokopenya, a London-based technological entrepreneur, venture capitalist, and AI advocate, sheds light on what the public tend to get wrong about the implications of machine learning algorithms. In collaboration with Larnabel Ventures, Viktor Prokopenya’s investment vehicle VP Capital announced that they would invest over $100 million in artificial intelligence startup businesses. They have already announced significant investments in a numbers of companies across a wide variety of industries.…

14 minutos
tailoring the strategy function for success

Enterprises face a host of challenges today, including digital disruption and changing global trade patterns. In such an environment the need for a flexible strategy and a flexible strategy function is high. In this article, the authors present a clear step-by-step approach to getting the best value from the strategy function based on their research in over 50 companies with Heads of Strategy, CEOs, CFOs and advisors. In recent years, companies have been creating high-powered strategy functions to help develop, communicate, and execute their strategies, and to track progress. Part of the value of the Head of Strategy – as we refer to the role in this article – is that there is no standard job description. Heads of Strategy typically have fewer routine responsibilities than do other functional heads. Although…

6 minutos
an example of how to get the best out of the head of strategy

Consider a company in Europe, whose identity we have disguised, that manufactures and supplies several types of components to automotive manufacturers on the continent such as Volkswagen and Fiat. At this large multi-business organisation, the CEO, assisted by the CFO, had traditionally developed strategy. Corporate Strategy Work to be Done. The key strategic issues perceived by the CEO related primarily to coordination. The various businesses, the central production function, and the national-level marketing and sales units all operated quite independently. But customer offers and prices needed to be harmonised across countries to improve negotiating positions with the company’s increasingly centralised customers. Similarly, sales contracts needed to be written such that the batch sizes and delivery dates met the needs of not just customers, but also those of production. And investments in…

1 minutos
about the authors

Jo Whitehead is a Director of Ashridge Strategic Management Centre. His research is in strategic decision-making, business unit strategy, corporate strategy and the role of Chief Strategy officers and their departments. Jo’s other professional interests include running and providing management programmes and consulting to client companies. Felix Barber is a Director of the Ashridge Strategic Management Centre. His work includes directing research projects and running the ASMC Corporate Member Program. The long-term focus of his research is on the ownership, governance and organisation of large corporations. His current work targets how to harness and profit from Artificial Intelligence. Rebecca Homkes is a Director at the Ashridge Strategic Management Centre as well as a Fellow at the London Business School’s (LBS) Department of Strategy and Entrepreneurship and its Centre for Management Development, where…