The Digital Economy: Promise and Peril in the Age of Networked Intelligence
Format: PDF / Kindle (mobi) / ePub
Arguing that knowledge is power and prolonged economic advantage accrues to those individuals and organizations who are able to leverage the capabilities of new information technologies, this study summarizes how new technology is transforming the ways individuals work, learn and do business. It presents a model of how to create wealth in the new economy along with examples from leading companies from over the world.
derive from some inherent benefits of closed work systems. Rather, it is purely to ensure the secrecy of its product strategy from its customers. Apple doesn’t want its workers leaking information to the media or the blogosphere. But increasingly Apple pays a price for this employee secrecy. It doesn’t get the serendipitous collaboration across company silos that many other businesses enjoy. That, among other things, could have prevented the premature release of defective mapping software on the
to re-educate another company about her. For both buyer and seller, this networked relationship constitutes capital. Astute companies extract as much value—return—from the relationships as possible. As I explained in The Digital Economy, the wealth embedded in customer relationships is now more important than the capital contained in land, plant, buildings, and even big bank accounts. Relationships are now assets. This relationship capital accumulates and provides a new foundation for marketing
response, Britannica has taken a bold and innovative new strategy. It has taken the next logical step and put its encyclopedia on the Net, charging a daily fee for those who “subscribe.” The set of books has become a subscription service. The potential impact (and opportunities for the company) go far beyond the CD-ROM model. Rather than updating every decade or every year—or even every three months as the competition does—the encyclopedia on the Net can be updated hourly! Obviously the amount of
to design the 1994 Mustang. Design chief Jack Telnack has dubbed the process “virtual colocation.” Computer models take rough sketches and create realistic vehicles that can be viewed from all sides on the screen, as if the designer could actually walk around the vehicle. Such activity goes beyond automotive design and manufacture. One of the most stunning examples is the Boeing 777, the first aircraft to be designed without physical models and blueprints. Although the story is told more fully
maintenance and support teams and ultimately our passengers and shippers. From day one: Best dispatch reliability in the industry Greatest customer appeal in the industry User-friendly and everything works Although this preamble to the agreement took on a mantra-like meaning for everyone working on the project, it was just about the last handwritten document in a paperless process that created the world’s largest twin-engine airplane. What Boeing Co., of Everett, Washington, accomplished was