Innovative Unternehmer an der TU München

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Lerne jetzt mit Karteikarten und Zusammenfassungen für den Kurs Innovative Unternehmer an der TU München.

Beispielhafte Karteikarten für Innovative Unternehmer an der TU München auf StudySmarter:

In what way do the 5 new forms of competition described by BCG influence future competition?

Beispielhafte Karteikarten für Innovative Unternehmer an der TU München auf StudySmarter:

How can companies make resilience an explicit priority?

Beispielhafte Karteikarten für Innovative Unternehmer an der TU München auf StudySmarter:

What does BCG say about the role of resilience in future competition?

Beispielhafte Karteikarten für Innovative Unternehmer an der TU München auf StudySmarter:

How can companies compete on imagination?

Beispielhafte Karteikarten für Innovative Unternehmer an der TU München auf StudySmarter:

What does BCG say about the role of imagining and harnessing new ideas in future competition?


Beispielhafte Karteikarten für Innovative Unternehmer an der TU München auf StudySmarter:

What do companies need to do to succeed in hybrid competition of physical and digital world?

Beispielhafte Karteikarten für Innovative Unternehmer an der TU München auf StudySmarter:

What does BCG say about the role of competition both in the physical and in the digital world in future competition?


Beispielhafte Karteikarten für Innovative Unternehmer an der TU München auf StudySmarter:

What does BCG say about the role of multicompany ecosystems in future competition?


Beispielhafte Karteikarten für Innovative Unternehmer an der TU München auf StudySmarter:

What does BCG say about the role of Organizational Learning in future competition?

Beispielhafte Karteikarten für Innovative Unternehmer an der TU München auf StudySmarter:

What 5 new imperatives of competition are there according to BCG?

Beispielhafte Karteikarten für Innovative Unternehmer an der TU München auf StudySmarter:

How can a competitive advantage be achieved in the future?

Beispielhafte Karteikarten für Innovative Unternehmer an der TU München auf StudySmarter:

How will the competition in the following years be characterized?

Wählen Sie die richtigen Antworten aus:

  1. Industry boundaries are blurring.

  2. Product and company lifespans are shrinking

  3. Companies will exist for a longer time.

  4. High economic, political and competitive uncertainty

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Beispielhafte Karteikarten für Innovative Unternehmer an der TU München auf StudySmarter:

Innovative Unternehmer

In what way do the 5 new forms of competition described by BCG influence future competition?

The five new forms of competition are linked with each other!

They create a new logic of scale.

Reminder:

– Rate of Organizational Learning

– Ecosystems

– Connection of physical and digital world

– Imagination to create new ideas

– Resilience against uncertainties

Innovative Unternehmer

How can companies make resilience an explicit priority?

– Prepare for a range of scenarios to ensure that strategy is robust and risks are survivable.
– Build an adaptive organization that can rapidly adjust to new circumstances—for example, by constantly experimenting to identify new options.
– Proactively contribute to collective action on the biggest issues facing global economies and societies, in order to maintain a social license to operate.

Innovative Unternehmer

What does BCG say about the role of resilience in future competition?

There are uncertainties in many fields for the upcoming years: Technology, economy, society, planet. Under such conditions, it will become more difficult to rely on forecasts and plans. Business leaders will need to make sure that their companies can endure in the face of unanticipated shocks.

Building resilience is often contrary to traditional management goals like efficiency and short-run financial maximization. But to thrive sustainably in uncertain environments, companies must make resilience an explicit priority.

Innovative Unternehmer

How can companies compete on imagination?

By:

– Focusing on anomalies, accidents, and analogies, rather than averages, in order to spark inspiration.
– Enabling the open spread and competition of ideas—for example, by limiting hierarchy and empowering employees to experiment and make imaginative proposals.
– Become a “playful corporation” that is able to effortlessly explore new possibilities.

Innovative Unternehmer

What does BCG say about the role of imagining and harnessing new ideas in future competition?


Less economic growth leading to less persistent competitive success and shapeable markets make it necessary for companies to generate new ideas to create innovations.

To realize new possibilities, we first need inspiration (a reason to see things differently) and then imagination (the ability to identify possibilities that are not currently the case but could be). Imagination is a uniquely human capability—artificial intelligence today can make sense only of correlative patterns in existing data. As AI emerges the task of managers increasingly will include coming up with new ideas.

To compete on imagination companies should:
– Focus on anomalies, accidents, and analogies, rather than averages, in order to spark inspiration.
– Enable the open spread and competition of ideas—for example, by limiting hierarchy and empowering employees to experiment and make imaginative proposals.
– Become a “playful corporation” that is able to effortlessly explore new possibilities.

Innovative Unternehmer

What do companies need to do to succeed in hybrid competition of physical and digital world?

Companies will need to:
– Build strong relationships with actors on both sides of the ecosystem—customers and suppliers. –> ecosystem
Rethink existing business models in order to win the battle for new hybrid markets.
– Adopt good practices for governance of data and algorithms to preserve userstrust.

Innovative Unternehmer

What does BCG say about the role of competition both in the physical and in the digital world in future competition?


New opportunities are likely to come increasingly from digitizing the physical world, enabled by the rapid development and penetration of AI and the Internet of Things. This causes tech companies to enter traditional markets.

→ Battles between younger digital native market entrants and traditional market incumbents that are now fairer as both young entrants and old incumbents have their particular advantageous knowledge. Such that there will be winners from both sides.

To succeed in hybrid competition, companies will need to: 

– Build strong relationships with actors on both sides of the ecosystem—customers and suppliers.

– Rethink existing business models in order to win the battle for new hybrid markets.

– Adopt good practices for governance of data and algorithms to preserve users’ trust.

Innovative Unternehmer

What does BCG say about the role of multicompany ecosystems in future competition?


Classical models of competition assume that discrete companies produce similar products and compete within clearly delineated industries.

Yet this is no longer true due to technology giving the opportunity to integrate many activities in a few vertically integrated firms.

This requires firms to be more adaptable but also gives them a chance to shape markets. This requires a good collaboration with stakeholders.

Ecosystems blur the company boundaries (e.g. Uber drivers are not employees but freelancers), they blur industry boundaries (e.g. connectivity and software become part of automobile industry) and they blur the distinction between collaborators and competitors (e.g. Amazon and the businesses selling on Amazon).

Innovative Unternehmer

What does BCG say about the role of Organizational Learning in future competition?

In former times learning was more static e.g. learning to do a certain task more effectively. Now dynamic learning becomes more important: learning to do new things, learning to learn by leveraging new technology. The dynamic, uncertain business environment will require companies to focus more on discovery and adaptation rather than only on forecasting and planning.

Helpful technologies to this end:

Sensors, platforms, algorithms, data, and automated decision-making; integrated learning architectures. And most important: AI

Innovative Unternehmer

What 5 new imperatives of competition are there according to BCG?

– Rate of Organizational Learning

– Ecosystems

– Connection of physical and digital world

– Imagination to create new ideas

– Resilience against uncertainties

Innovative Unternehmer

How can a competitive advantage be achieved in the future?

It is not enough to achieve economies of scale to gain a competitive advantage. Uncertain situations have to be managed and tough situations survived which requires new approaches. The logic of competition has changed—from a predictable game with stable offerings and competitors to a complex, dynamic game that is played across many dimensions: 

– Rate of Organizational Learning

– Ecosystems

– Connection of physical and digital world

– Imagination to create new ideas

– Resilience against uncertainties

Innovative Unternehmer

How will the competition in the following years be characterized?

  1. Industry boundaries are blurring.

  2. Product and company lifespans are shrinking

  3. Companies will exist for a longer time.

  4. High economic, political and competitive uncertainty

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