Fortnightly’s 2013 ranking of shareholder value performance shows substantial changes, with gas prices weighing on some utilities and elevating others.
The Innovation Imperative
Adaptive companies stand the greatest chance for success.
these paths because regulatory barriers, technology evolution, or the speed with which customers elect to take more control will make one path a more logical first move than the other. However, some of the early movers toward advanced network structures—particularly in locations with favorable regulatory structures, such as Australia and the UK—might serve as true business model innovators, in accordance with the timing and level of success of their actions in taking full advantage of the emerging participatory network.
Alternatively, it may be newer industry players who define the shape of things to come in partnership with (or perhaps at the expense of) existing industry participants. This level of innovation in business models—and those who dare to accept the challenge—will create the industry of the future and its next generation of leaders.
1. IBM Global CEO Study 2008 .
2. IBM Global CEO Study 2006 .
3. Giesen, E, S. Berman, R. Bell, and A. Blitz, Paths to success: Three ways to innovate your business model , IBM Institute for Business Value, 2007.
4. Valocchi, M., A. Schurr, J. Juliano, and E. Nelson, Plugging in the consumer: Innovating utility business models for the future , IBM Institute for Business Value, 2007.
5. Ontario Energy Board Smart Price Pilot Final Report , Ontario Energy Board, July, 2007.