The Future of Digital Innovation in China

: Megatrends Shaping One of the World’s Fastest Evolving Digital Ecosystems : The paths taken by Chinese companies have relevant implications for both digital and traditional players as they craft their strategies

Autor(es):
Bu, Lambert
McKinsey & Company
Editor: [Nueva York] : McKinsey & Company, October 2021Descripción: 34 p. : gráf. ; 1 documento PDFTipo de contenido: texto (visual)
Tipo de medio: electrónico
Tipo de soporte: recurso en línea
Tema(s): Economía digital | Empresas | China | innovación digital | futuro digital | tendencias tecnológicas | estrategias digitalesRecursos en línea: Acceso al documento Resumen: This report take looks the innovations, and trends, and technologies, and Identifies six megatrends that are shaping the future of digital innovation in China. Poses a series of quick questions that corporate leaders should consider when crafting their digital strategies in China. Companies elsewhere, even if they don’t currently have a presence in China, might consider using the China experience as a reference point. The sheer speed and scale at which China’s digital ecosystem players are driving innovations is redefining what it means to manage a company today’s globalized, increasingly digitized economy. There are at least four areas where Chinese players are pushing the boundaries of management: 1) winning players in China exhibit the nimbleness and agility of a small startup, while cultivating the organizational and operational capabilities they need to drive initiatives at the scale of a very large company. 2) successful companies pursue an externally-driven, internally-focused Darwinian-style process of “creative destruction” and constructive competition that funnels resources toward the right engines of growth, while quickly casting aside businesses that fail to gain traction and reach scale. 3) this process is often enabled by the installation of “middle office” capabilities that provide the platform to rapidly incubate and scale new business models. 4) leading players are blurring the organizational boundaries between strategy, organization, and execution. The idea that they are discrete areas of management no longer holds. Recent moves by the government to regulate the activities of some of the largest internet players in China have cast a cloud of uncertainty over the digital ecosystem
Lista(s) en las que aparece este ítem: Novedades Octubre 2021
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Informes Informes CDO

El Centro de Documentación del Observatorio Nacional de las Telecomunicaciones y de la Sociedad de la Información (CDO) os da la bienvenida al catálogo bibliográfico sobre recursos digitales en las materias de Tecnologías de la Información y telecomunicaciones, Servicios públicos digitales, Administración Electrónica y Economía digital. 

 

 

Colección digital Acceso libre online pdf 1000020176927

This report take looks the innovations, and trends, and technologies, and Identifies six megatrends that are shaping the future of digital innovation in China. Poses a series of quick questions that corporate leaders should consider when crafting their digital strategies in China. Companies elsewhere, even if they don’t currently have a presence in China, might consider using the China experience as a reference point. The sheer speed and scale at which China’s digital ecosystem players are driving innovations is redefining what it means to manage a company today’s globalized, increasingly digitized economy. There are at least four areas where Chinese players are pushing the boundaries of management: 1) winning players in China exhibit the nimbleness and agility of a small startup, while cultivating the organizational and operational capabilities they need to drive initiatives at the scale of a very large company. 2) successful companies pursue an externally-driven, internally-focused Darwinian-style process of “creative destruction” and constructive competition that funnels resources toward the right engines of growth, while quickly casting aside businesses that fail to gain traction and reach scale. 3) this process is often enabled by the installation of “middle office” capabilities that provide the platform to rapidly incubate and scale new business models. 4) leading players are blurring the organizational boundaries between strategy, organization, and execution. The idea that they are discrete areas of management no longer holds. Recent moves by the government to regulate the activities of some of the largest internet players in China have cast a cloud of uncertainty over the digital ecosystem

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