数字化
云计算
重新启动
商业模式
分析
大数据
收入
数据科学
业务
计算机科学
黑客
数字化转型
万维网
营销
电信
计算机安全
会计
操作系统
作者
Marco Iansiti,Karim R. Lakhani
出处
期刊:Harvard Business Review
日期:2014-11-01
卷期号:92 (11): 19-
被引量:214
摘要
When Google bought Nest, a maker of digital thermostats, for $3.2 billion just a few months ago, it was a clear indication that digital transformation and connection are spreading across even the most traditional industrial segments and creating a staggering array of business opportunities and threats. The digitization of tasks and processes has become essential to competition. General Electric, for example, was at risk of losing many of its top customers to nontraditional competitors--IBM and SAP on the one hand, big data start-ups on the other--offering data-intensive, analytics-based services that could connect to any industrial device. So GE launched a multibillion-dollar initiative focused on what it calls the industrial internet: adding digital sensors to its machines; connecting them to a common, cloud-based software platform; investing in software development capabilities; building advanced analytics capabilities; and embracing crowd-based product development. With all this, GE is evolving its business model. Now, for example, revenue from its jet engines is tied to reduced downtime and miles flown over the course of a year. After just three years, GE is generating more than $1.5 billion in incremental income with digitally enabled, outcomes based business models. The company expects that number to double in 2014 and again in 2015. INSETS: WHAT MAKES DIGITAL TECHNOLOGY TRANSFORMATIONAL?;Idea in Brief;WHY NEST MATTERS;WHAT SMARTWOOL LEARNED FROM ITS DIGITAL CUSTOMERS
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