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Changing business models productivity customer orientation networking specialization

OECD Meeting on How Might the Changing Labour Market Transform Higher Education? Labour Market Changes - Trends and Prospects Marita Aho BIAC Education Committee/ Confederation of Finnish Industries February 12, 2007. ICT and other change drivers. Ethics. Ageing population. Experience.

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Changing business models productivity customer orientation networking specialization

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  1. OECD Meeting on How Might the Changing Labour Market Transform Higher Education?Labour Market Changes - Trends and ProspectsMarita AhoBIAC Education Committee/Confederation of Finnish IndustriesFebruary 12, 2007

  2. ICT and other change drivers Ethics Ageing population Experience Environmental intelligence Security • Changing business • models • productivity • customer orientation • networking • specialization • product and service concepts Virtuality Risk management New materials Lifecycle management Sustainable development ICT as a building block Change in global distribution of labour

  3. Customer process Application and technology solutions Organisation, competences Business processes Services and product Life cycle management Networked business and life cycle management Sector 1 Sector 2 Sector 3 Sector 4 Service and knowledge-intensive products Source: Salminen, Pelkonen, Rautiainen, Kauhaniemi & Pillai 2004

  4. Service modules Service Product modules Product Product Product From machine supplier to value supplier Knowledge-intensive 2010- 2000-2010 Product modules 1990-2000 Value partner Service Product Service modules Performance partner Point of change in business Service Solution supplier Product Time span

  5. Customer engagement Public sector, munici-palities Involvement democracy Strategic partnership for good living environment and separate customer relationships Responsiblity, transparency Private and corporate citizens, customers Cluster ”inner circle” producer company Shared information Processing Cluster ”outer circle” producer company

  6. Occupational categories: Appliers: Responsible for product testing and customization, etc. Seers: Responsible for creation, development and renewal of technology, etc. Implementers: Responsible for assembly, installation, servicing, sales, etc.

  7. Boundaries between occupational categories becoming blurred Implementers Seers Appliers

  8. Competence challenges 1/4 Management of innovation activity • Interdisciplinary cooperation right from the start of the innovation process • Inclusion of business vision and strategic foresight in innovation activity • Faster product development and commercialisation cycles • Broad understanding of innovation activity (not limited to production innovations) Source: Tekes 2005, adaptation

  9. Competence challenges 2/4 Customer orientation • All-round evaluation of company offerings: • tangible products • services • brand • image • design • In-depth understanding of the customer • Management of long-term customer relationships • Customer-responsive product and service development • Service customization competence • Familiarity with the target market • Anticipation of changing procedures and behaviour patterns • Service competence Source: Tekes 2005, adaptation

  10. Competence challenges 3/4 Management: strategic management, network management, partnership management • Rapidity of decision-making • Management of core competence • Creation of new business models • Strategic positioning in the value network • Creation and management of global networks • Administration and management of networks in a multicultural environment Source: Tekes 2005, adaptation

  11. Competence challenges 4/4 Management and development competence • Competence management • Competence related to the organisation and the culture of the its network partners • Promotion of creativity Source: Tekes 2005, adaptation

  12. Special competence /multiple skills or interdisciplinary approach Competences contributing to corporate competitiveness Business competence Responsible business Creativity and innovation Management of multiculturalism Values and attitudes Network competence Networks Design competence Service competence Technological competence

  13. Change drivers and the educational system Ethics Age structure Experience Security • Expertise needs as guidelines • Strong networking • Lifelong learning structures • Learners central to the educational service • Renewed teaching profession • Seizing sustainable development possibilities • Leadership in information and communications technologies • Strategic management of learning Sustainable development ICT as a building block Global division of work

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