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Light Footprint Management in a VUCA World -

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  1. 1. Charles-Edouard Bouée (Chief Executive Officer & President Asia) Barcelona, 30th June 2015 Light Footprint Management in a VUCA World
  2. 2. 2MAD-90015-114-01-E-7.pptx A. We live in a VUCA world 3 B. The Light Footprint approach 22 C. The path to Light Footprint Management 30 Contents Page This document shall be treated as confidential. It has been compiled for the exclusive, internal use by our client and is not complete without the underlying detail analyses and the oral presentation. It may not be passed on and/or may not be made available to third parties without prior written consent from Roland Berger Strategy Consultants. RBSC does not assume any responsibility for the completeness and accuracy of the statements made in this document. © Roland Berger Strategy Consultants
  3. 3. 3MAD-90015-114-01-E-7.pptx We live in a VUCA world A.
  4. 4. 4MAD-90015-114-01-E-7.pptxSource: Roland Berger Strategy Consultants 15 years ago at the US Army War College, future US Army generals were "told time and again that they are preparing for leadership roles in a world that is violent, uncertain, complex, and ambiguous" Constant flows of uncontrollable events (natural catastrophes, crises) Challenge to plan long term, standardise actions and stay competitive V …Volatile Growing density and volatility of events complicate forecasting Difficult to make firm long-term plans (e.g. precise budgeting) U …Uncertain Non-linear interactions and blurry causal relations tough to grasp Hard to manage data, target appropriate actions and control impact C …Complex Cause and effect no longer clear, blurry line between allies and enemies Difficult to clarify meanings, protect your strengths and generate trust A …Ambiguous We all live in a VUCA world VUCA
  5. 5. 5MAD-90015-114-01-E-7.pptx Today our economy faces very high volatility Source: IMF, Bloomberg, Roland Berger Strategy Consultants Volatility DOW JONES [index value]1) EUR/USD EXCHANGE RATE [EUR/USD]1) GLOBAL REAL GDP GROWTH [%] Dec 2005 Jul 2013 10,718 15,542 Highest value Oct 2007 14,165 +8,995 -7,618 1.60 Highest value Apr 2008 Dec 2006 Jul 2013 1.46 1.48 1.32 1.34 1.50 2012 3.2 2011 3.9 2010 5.1 2009 -0.7 2008 2.8 2007 5.4 2006 5.3 1.23 1.27 1.23 1) All values (except highest, lowest and latest) are end-of-month based; highest and lowest values are on daily basis 1.186,547Lowest value Mar 2009 Lowest value Jan 2006 1.32
  6. 6. 6MAD-90015-114-01-E-7.pptx A technological & a sociological revolutions are under way A technological revolution Mobile internet / democratization of Smartphone Potentially infinite storage capacities – Cloud M2M communication Decrease of technologies costs A sociological revolution Faster and faster penetration of new technologies Increasing success of innovative business models based on free offerings Expectation of immediate and continuous availability of services Remote control of our lives Source: Roland Berger Strategy Consultants Consumers are taking control
  7. 7. 7MAD-90015-114-01-E-7.pptx This new environment provokes brutal changes in consumer habits 20 40 60 80 100 120 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 Music Computer games DVD Books Printed newspaper 53 36 75 90 44 Source: PricewaterhouseCoopers LLP, Wilkofsky Gruen Associates, Roland Berger analysis Illustration: US market [2003 – 2013 ; Base 100]- cultural goods illustration iPod Mini Jan. 2004 Feb. 2004 March. 2007 iPhone Nov. 2007 Nov. 2006 Kindle Nov. 2007 90 75 53 44 36 New consumer habits
  8. 8. 8MAD-90015-114-01-E-7.pptx Accessibility and adoption of new technologies are getting faster and faster Speed of penetration 2001 2002 2006 2007 2010 2012 2014 0,5 iPad 30 Netbooks 180 Blackberry 300 iPod 400 iPhone 75 2 iPad Mini iPhone 6 Number of days to reach 1m units sold Source: Morgan Stanley, Apple, Roland Berger analysis
  9. 9. 9MAD-90015-114-01-E-7.pptx Change is no longer linear but exponential Linear vs. Exponential growth Growth Time Linear Exponential Technological revolution – Exponential evolution Source: Salim Ismail, "Exponential Organization" The "6 Ds" of exponential organizations Digitized Deceptive Disruptive Dematerialized Demonetized Democratized
  10. 10. 10MAD-90015-114-01-E-7.pptx The world follows an exponential growth path of digital options Milestones in the digital option space 20051985 1990 Search engine 20101995 mp3 HTML QR-code Open source File sharing E-Commerce Smartphone Open innovation Streaming services Gamification Bitcoin GPS on smartphones Tablets Crowd sourcing Crowd funding Micro blogging Apps & app stores Skype Semantic web NFC Blogs WLAN Bluetooth Online auction DVD Linux VoIP Online banking Social networking Free and open software iOS Android E-Reader E-Books Video-on-demand Cloud UMTS CD E-mail Personal computer Remote working Individualization of search results 2000 Humanoid intelligence Predictive analytics Blue Tooth Low Energy (BLE) Big Data Crowd investing 3D scanner Augmented reality 3D print Industry 4.0 Internet of things Sensor technology Robotics Autonomous driving Holographic displays Smart city Smart banking / Algo banking Smart everything Smart car Smart home Quantum computing Software defined structures Dark Web Appification Learning machines Self organizing machinesWeb 1.0 Web 2.0 Web 3.0 Timeline of the Digital Option Space2015 Source: Roland Berger Strategy Consultants Technological revolution – Exponential evolution
  11. 11. 11MAD-90015-114-01-E-7.pptx Price of technologies, both digital and physical, is collapsing Evolution of cost for equivalent functionalities [US $] – Illustration Compute – 1 MM transistors Full body scan Bandwidth – 1,000 Mps Smartphone 100 -100% 20142007 40,000 0,05 -95% 20122004 1.00 16 -99% 20131997 1,245 335 430 -22% 20132008 700 -99% 20132007 100,000 500 2006 10,000 2011 -95% Drones3d printing Source: KPCB; organizational organization; Roland Berger Strategy Consultants Prices collapsing
  12. 12. 12MAD-90015-114-01-E-7.pptx Digital and new technologies are transforming all industries with strong impact on jobs Examples of disruptions in some industries Source: Roland Berger analysis Sociological revolution – Jobs transformation Less people are required to produce the traditional services and products There is a need to reinvent the jobs of our team > Sophisticated design software and visualization > 3D printing > Worldwide competition > Internet > Social media > Mobile > Self diagnosis > e-health > Deep learning Disruptions Construction Doctors Tourism
  13. 13. 13MAD-90015-114-01-E-7.pptx Europe did not succeed to take its fair share on the digital stage – squeezed between USA and Asia Market capitalization of Top 20 Internet companies [2014; Bn $; %] Source: Roland Berger analysis Europe lagging behind 1 500 Bn $ 300 Bn $ 83% of TOP 20 Internet companies market value 17% of TOP 20 Internet companies market value Market Capitalization of the Top 20 Internet companies USA Asia Europe 360
  14. 14. 14MAD-90015-114-01-E-7.pptx New players are changing deeply rooted habits over very short timeframes in the West of Europe (America)… Source: GAFAnomics GAFA Winning the browser war in 4 years > In 2008, Google decided to break into the browser market, dominated by internet Explorer with +60% of market share > Within only 4 years, Google Chrome reached +30% of market share, overtaking internet Explorer G Creating the tablet market in 80 days > In 2001, Microsoft sold 300k units of its Windows XP Tablet within 1 year > In 2010, Apple launched the iPad and sold 3,000k units within only 80 days A Capturing 16% of your time in 10 years > As of June 2014, Facebook reached 1.32 billion monthly active users > Facebook represented 16% of the total time spent online in the US F Replacing your favorite grocer in 7 years > Launched in 2007, Amazonfresh is already the preferred service for e-grocery shoppers > 39% of shoppers buy groceries on Amazonfresh, 28% at any grocery retailers and 8% on other online retailers A
  15. 15. 15MAD-90015-114-01-E-7.pptx … and in the East of Europe (Asia) B > Founded in 2000 > Leading Chinese language Internet search provider > Largest website in China, 5th largest website > Rmb 49 billion revenue in 2014 > Founded in 1999 > Largest Chinese e-commerce portal: B2B, B2C and C2C sales services > RMB 52.5 billion revenue in 2014 > One of the most valuable tech companies in the world after raising $25 billion from its U.S. IPO > Founded in 1998 > Social network, web portals, and multiplayer online games. > QQ (instant messaging platform) is the world's largest online community at the time > Rmb 78,9 billion revenue in 2014 A T 3 > Founded in 2005 > Internet security company : antivirus, Web Browser, mobile Application store > Challenger on search providing M > Founded in 2010 > World's 3rd largest smartphone distributor : designs, develops, and sells smartphones, > +84% net profit in 2013 360 Source: Roland Berger analysis BAT + 3M
  16. 16. 16MAD-90015-114-01-E-7.pptx GAFA and new entrants are gradually disrupting all sectors GAFA diversification overview in-app browsing OS Browser Digital content media CloudIC/Hard- ware Pay-mentCommu- nication HealthConnected devices App store Entertain- ment Internet access Automotiv e
  17. 17. 17MAD-90015-114-01-E-7.pptx Until 2008 The wealth of nations is produced by manual and intellectual workers Competition is based on the conquest of new territories Disruptive trends Coming world The mastering of future technologies And the ability to transform it into financial power as the main advantage. The drivers of competition are shattered, both for countries and companies > Globalization > Free capital markets > Ever widening effects of new technologies > Rise of energy costs VUCA in a nutshell Source: Roland Berger Strategy Consultants
  18. 18. 18MAD-90015-114-01-E-7.pptx The world is driven by mega trends, generating both challenges & opportunities for all companies Source: Roland Berger analysis Mega trends T1. Changing demographics T2. Globalization & future markets T3. Scarcity of resources T4. The challenge of climate change T5. Dynamic technology & innovation T6. Global knowledge society T7. Sharing global responsibility
  19. 19. 19MAD-90015-114-01-E-7.pptx Recently, the world went from FLAT to FAST thanks to 'recombination' game Source: Press research, Roland Berger analysis From a flat to a fast world East of Europe: WeChat West of Europe: UBER Profile timeline Voice Messaging Photography = Location Traffic Logistics Payment = Inventory Management 40 50 00 285 180 9210 42 2009 2011 2013 2015 4 Uber valuation [USD Bn] # of cities covered worldwide
  20. 20. 20MAD-90015-114-01-E-7.pptx Corporate Players have shown limited ability to launch successful disruptive digital business models Corporate players could have played a key role in Digital disruption of their markets … However, their markets have been disrupted by New Start-up Entrants (selected examples) Role of Corporates in Digital Market disruptions > … With direct visibility on usage trends and customer demand to transform into (disruptive) products & services > … With large amounts of installed base, infrastructure & data to be able to immediately fine- tune offers and be the first and most relevant > … With scale and breadth of operations, including geographically, to rapidly amortize investments, turn profitable and even lock the market for followers > … but also Significant Legacy & Internal issues which turn into lack of agility, gap between IT capabilities & market reality, long project management cycles, fear of cannibalizing the Core Business, difficulty to deploy capital towards disruptive digital initiative, … Consumer e-Commerce Communication Services Transportation Hospitality Source: Roland Berger
  21. 21. 21MAD-90015-114-01-E-7.pptx Data and storage have become the key issues for many companies Source: Press research, Roland Berger analysis Data vs. Cloud CLOUD – Infinite & Instant Storage > Off-premise form of computing that stores data on the Internet for third parties > Use of data centers to house cloud services and cloud-based resources > Flexibility and cost optimization for clients DATA – The New Oil > Data analysis to: – Identify clients needs – Refine the offer – Develop customized offer to the client – Test innovative solutions/ offers 0,60,81,11,6 4,6 Sales in cloud [2014 ; Bn $] > Use of internal of external IT solution (e.g. data management solutions developed by Stibo Systems)
  22. 22. 22MAD-90015-114-01-E-7.pptx The Light Footprint approach B.
  23. 23. 23MAD-90015-114-01-E-7.pptx Given the widespread criticism of and increased difficulties faced by companies, you may well ask: Has strategy lost its importance? Management CRISIS Around 75% of the world's biggest bankruptcies happened in the past 5 years Traditional management methods (e.g. lean management, enterprise resource planning, shareholder value, activity-based costing) no longer seem to be effective Traditional management method actually started by accident in 1841 with the creation of the multi-unit business enterprise (MUBE) organisational structure – Does it represent the ultimate model? LFP approach Source: Roland Berger Strategy Consultants
  24. 24. 24MAD-90015-114-01-E-7.pptx > The arms race – A Darwinian evolution – "To avoid war, prepare fully for it" (Sun Tzu) – Merrimack vs. Monitor – Submarines & ballistic missiles > The military world inspires business – The power of information – From ARPANET to Internet – From defence navigation satellites to GPS > War is the most intense form of competition: – Greatest potential gains – No margin for error – No limit on resources – Time to prepare > Focused on winning, military activ-ity serves as a leading indicator of where the world is headed Military precursor Military contest is the purest form of competition – Inspires business management as a leading indicator of where the world is headed Source: Roland Berger Strategy Consultants LFP approach
  25. 25. 25MAD-90015-114-01-E-7.pptx The re-invention of the business model could be enabled through the light footprint philosophy The Roland Berger light footprint approach (LFP) Source: Book "Light Footprint Management" by Charles-Edouard Bouée, Roland Berger Strategy Consultants Light Footprint Approach From US military light footprint strategy - 2004 To business declination - 2014 Technophilia & cybernomics Drones, virus, centrally driven information modification or destruction, … 1 Full use of technology Constant business model reinvention using technological innovation (e.g. green products) and big data (e.g. optimizing cement flows within plant-market systems) T Special OPS Dedicated experts with a global reach to face complex situations operations-base organization units 2 Advanced organization Creating a responsive organization through a right balance between centralization and decentralization organization, make or buy strategy, project-based "agile" organization units O Advanced operating modes Secrecy Alliances Risk mitigation 3 Culture & attitude Network of trusted partners through a balance between openness (e.g. research collaboration) and secrecy (own patents, control over data) as well as professionalized risk management C
  26. 26. 26MAD-90015-114-01-E-7.pptx Light footprint development is already under way – Spanish companies still need to unleash its potential LFP application in the Spanish industry Approach Application in the Spanish Industry Source: Roland Berger industry experience LFP maturity in Spain FULL USE OF TECHNOLOGYT > Data becoming more important and readily available (demand forecasting, GPS-enabled truck dispatch management etc.) but not used on a regular / standard basis > Technological innovations in production process in Spain have been limited to a selected number of players (Capex limitations, no significant spend due to lack of critical mass) ADVANCED ORGANIZATIONO > Traditional organization prevalent > Limited optimization of flows across country borders due to lack of central or at least regional coordination and incentives > Some pioneering adaptation of business model across several industries (textile, banking, retail, telecom) > Partnership models developing along the value chain CULTURE & ATTITUDEC > Strong culture of do-it-yourself/insourcing and localization > Very few examples for outsourcing parts of the value chain – except for operation of logistics > Limited application of scenario planning / risk management
  27. 27. 27MAD-90015-114-01-E-7.pptx New "meta-winners" leverage a Light Footprint approach that combines Technology, Organizational agility and Culture The 8 Light Footprint principles Technology Culture Organization > (De)centralisation/ gemba power > Strategus > Minimise effects or leverage them > Quick reaction > Physical : robots, 3D printing, DNA, nano. > Digital : data, cloud, AI, … > Element of surprise > Control over disclo- sure of information > Autonomy > Speed > Multiple alliances (clients, competitors, public sector players) > Knowledge economy > Sharing economy> Open internal/external boundaries > Web assets and liabilities > Big and little data Light footprint approach LFP approach Source: Roland Berger Strategy Consultants
  28. 28. 28MAD-90015-114-01-E-7.pptx An integrated player: Complete control over the supply chain 2-4 weeks Source: Harvard Business Review, public information, Roland Berger analysis Agile organisation (2/2): Zara's agile supply chain 1 2 5 3 4 Zara is a pioneer of agile supply management, which it achieves through a CENTRALISED/DECENTRALISED MIX in its organisation Design > All 200 designers work at HQ "Closing" the value chain > Trends are spotted in the field: – Regular visits by designers to stores – Store managers make suggestions, designers instantly adapt Sales > Mostly owned outlets, with rigid order timetable (twice a week) and price tags > But store managers decide by themselves which clothes to order Production > Production located in nearby countries – Europe: 40% of production > Limited outsourcing (~50%) Logistics > Managed from HQ > Coordinated through Zara's distribution centre: products shipped directly from the distribution centre to shops in small batches > Time from the factory to the stores: – Europe: 24 h – US/Asia: 40 h Marketing & advertising > Very limited: few advert campaigns, stores are the main marketing channel > Marketing managers located at HQ Centralisation Decentralisation Intersection of centralisation & decentralisation Example – LFP native
  29. 29. 29MAD-90015-114-01-E-7.pptxSource: Inditex, Harvard Business Review, Roland Berger A "fast fashion" model > Constant new arrivals in stores – New product delivered to stores twice a week Stores > Shortened delivery cycles > Supply chain flexibility Supply chain > Sense of "buy now" > More frequent visits – Zara customers visit stores 15-20 times/ year versus 4-5 for competitors Client 1 A trend follower rather than setter > Be a trend-follower rather than a trend-setter to provide the customer with exactly what she already wants – Do not invest in trend-setting attempts (e.g. nearly no advertising) – But spot trends as quickly as they emerge to follow consumer shifts: constant information flows, interaction with store managers/designers 2 Responsiveness and time to market are the most crucial elements ZARA key facts Creation 1974 EBIT [2012] EUR 2.23 bn Headquarters Arteixo Parent company Inditex Stores 1,751 Net sales [2012] EUR 10.54 bn Inditex turnover [EUR bn, 2008-2012] 10,58,98,17,17,5 +11% 2012 15.9 2011 13.8 2010 12.5 2009 11.1 2008 10.4 ZaraOther Inditex brands Zara business model overview Zara's "fast fashion" model is its key competitive advantage, making AGILITY essential Example – LFP native
  30. 30. 30MAD-90015-114-01-E-7.pptx C. The path to Light Footprint Management
  31. 31. 31MAD-90015-114-01-E-7.pptx Light Footprint framework builds on new agility in serving customers, dynamic operations and holistic anticipation of market evolution LFP framework Supply chainR&D Orga/ leadershipGo-to-marketManufacturing Dynamic operations efficiency Agile anticipation of market evolutions LFP business model adapted to VUCA 23 Tailored value proposition to customers 1 > Customized products, services and solutions > Based on collaborative customer relationship > Flexibilization of cost base > Reduction of asset base through new ownership models > Reliable market forecasts > Dynamic integration of forecast in the business model > Focus resources on unexpected demand change Fulluseof Technology Culture& Attitude > Digitization > Automation > Data mgmt. > Connectivity > Emerging technologies > Openness > Secrecy > Collateral damage/ risk management > New ways of working Advanced Organization > Special forces > Empowerment (central/ decentral) > Alliances > Extended enterprise > Agile/ flexible
  32. 32. 32MAD-90015-114-01-E-7.pptx LFP optimizes the whole value chain with multiple levers in its three dimensions Fulluseof Technology Culture& Attitude Source: Roland Berger Strategy Consultants Ideas for light footprint levers (selection) > Digitization > Automation > Data mgmt. > Connectivity > Emerging technologies > Openness > Secrecy > Collateral damage/ risk management > New ways of working Supply chain > Professional waste management across borders to foster substitution (regional collection, homogenization) > Harmonization of IT, central data analytics to support decentral mgmt. decisions at plants) > … > Environmental & public policy anticipation, lobbying and opportunity creation (e.g., energy, CO2, recycling of used materials, …) > Global hedging on forex, energy, local economical cycles > Buy strategies on supply side > Brand harmonization and protection > … R&D > Emerging material strategy > Frugal and premium products > Solutions driven approach (infra, road, building,…) > Use of data for advanced and new activities (e.g. trading, material flow optimization across borders, optimized stock levels…) > … > Business driven IP strategy > Co-operative innovation process (universities, institutes, peers like Sika etc.) > Cybersecurity for more automated/ interconnected production facilities > Initiative to select and nurture emerging business organizations > Co-opetitive model in research > … Orga/ leadership > Virtualized top management meetings > Real time decision making support tools > Digitalized/ apps based operations > Customer-Centric organizations (from to B2C to C2B) > Further internationalization of management & leadership > New leadership action programs > Global talent hubs aligned with new management deployment > Company-wide guidelines for best practices > Global human capital mgmt.: Attraction, retention, development > Use of social media tools to increase communication and interaction (VC, blogs, knowledge communities) > … Go-to-market > Solution provider approach (wall instead of m3 RMC) > Digital/ cross channel customer relationship > Datamining to understand market dynamics and client behavior > New relationship models (e. g. with architects, planners, wholesale in emerging markets) > … > Alliance with clients: To jointly improve products/ solutions after design phase > Volume to value: Selected moves to "servicization" of product delivery, for premium customers with long cycle and product complexity (logistics, labs, finance, mobile batching plants, etc.) > Users/ prescribers communities (architects, building companies, landlords etc.) > Proactive customer service using new social media tools to improve interaction > … Manufacturing Advanced Organization > Special forces > Empowerment (central/ decentral) > Alliances > Extended enterprise > Agile/ flexible > Global SCM function to balance overcapacities e.g. with big data analysis and trading company > Light country structures: Reduced local admin and technical support > Agile supply chain with centralized and decentralized units > Central volume flow mgmt. in plant/ network system to balance unequal local demand/ supply situation > Closure of decentral white spots with terminals e.g. in Africa (coasts) > Energy supply: Transform asset base, integrate in new decentralized system/ share ownership & CapEx > … > Open innovation approach/ leveraged network > Co-engineering approach > Specialized multi-local research understanding local constraints (uses of clay in Africa due to cost constraints) > Alliances with engineers / architects, clients to design tailor-made solutions (housing, furniture, …) > Lab concept > Global business service (for admin activities) > Center of Excellence for each function (admin, tech) > Cloud company: Multi-localized HQ per region combined with flat or HQ-less organization > Organizational consolidation based on business relationship instead of country borders (e.g. Benelux/ FR) > Special forces concept for some activities > … > Pluri-disciplinary teams > Use of digitization to operate both centralized and decentralized sales model > Special units to build presence in specific markets > … > Remote megaplants to serve coastal areas > Remote teams with holistic best- practice competence for launch, maintenance, etc. ("boost" teams) and training of locals > Ownership for non-core assets: Clinker JV, RMC franchise, outsourced quarries > Light CapEx & movable factory (heat, coal grinding) > … > Cement plant 4.0: Automation and interconnected plant and logistics network, continuous performance benchmarking, predictive identification of availability issues… > Asset light plant set-up (mobile power gen. besides grid, smaller capacity and larger storage to balance peaks at highest utilization) > GPS & connected multi-modal delivery trucks > …. > Sourcing from peers where local volume too small > "AirBnB plants" : shared infrastructures
  33. 33. 33MAD-90015-114-01-E-7.pptx The evolution of organisations towards Light Footprint will require a subtle mix of evolution and revolution Light Footprint transformation Evolution Revolution Improve existing businesses Profitability Time Upgraded business Current business > Upgraded positioning (provide clients with system solutions & sophisticated products) > Improved performance (e.g. operating efficiency) Examples Develop new models Profitability Time New business Current business > Launch of breakthrough offering in diverse sectors > Development of new businesses outside traditional structures Examples Path to LFP Source: Roland Berger Strategy Consultants
  34. 34. 34MAD-90015-114-01-E-7.pptx Modern China is a child of VUCA A TECHNOLOGICAL revolution CHINA'S MANAGEMENT REVOLUTION Born at the dawn of the VUCA age, modern China developed a unique management model : DYNAMIC, FLEXIBLE, and CONSENSUAL > 21 robots for 10 000 employees in China > The first world robotics market in 2015 ($160 bn) An ORGANIZATIONAL revolution > The "zero distance with the client concept" > Applied from staff management to customer service A CULTURAL revolution > For Chinese managers, 1+1=11 > Complementarity rather than addition of forces
  35. 35. 35MAD-90015-114-01-E-7.pptx Chinese companies welcome Light Footprint ideas, many companies already very successfully apply its precepts Tech-Savvy and innovative Agile and adaptative Collaborative and trustfull A vision of "one million robots", the "Foxbots" The aim being to raise productivity, improve product functionality and maximize flexibility Organization turned into a modular structure made up of 4,000 "ZZJYT" autonomous teams The aim being to win the home market battle by being closer to the customers' demand "100% committed to the Community", skillfully managed and empowered, leveraging its community Xiao Mi is the fastest ever start-up to reach revenues of $1bn Light Footprint Management concepts reverberate with Chinese companies, creating a warm welcome for the book's launch in Nov 2014
  36. 36. 36MAD-90015-114-01-E-7.pptx Light Footprint development is already under way – Now it needs to be combined into one integrated framework to unleash its full power Light Footprint Transformation Now is the time Power of information Modularity/portable E-reputation Alliances Lightness We are all doing some Big data Frugal innovation Pluridisciplinary teams Household robots Customisation Digitisation Light Footprint … … without knowing it to adopt an integrated approach LFP approach Source: Roland Berger Strategy Consultants

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