Lunge Systems: Pathways

WEF_Winning_The_Race_For_Survival_2020

auto-generated 1-Feb-2021

Winning the race for survival How advanced manufacturing technologies are driving business-model innovation W H I T E P A P E R M A Y 2 0 2 0 Contents Overview 1 A new business model conversation is urgently needed right now 2 Operating vs business model 3 5 7 9 3 Failures in operating and business models during the COVID-19 crisis 13 4 Successes in operating and business models during the COVID-19 crisis 17 5 A call for action: Towards a new normal for advanced manufacturing, services and suppl

Keywords

supply to its operations failure has been operating models where new technologies firms on the supply business models operating and business models business advanced manufacturing operating models

Sources: WEF

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You can download the excel file containing Categories, Goals, Measures and Actions. Please use Lunge App, to try the pathway data.

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Type: Forecasts

Priority/ Function Areas: Law & Government People & Society

Sectors/ Fields of Life: Economy-wide

People/ Roles: Multi-Nationals Private Corporations Governments

Profiles: the model e technologies this shift the demand this industries a model this firms the future a factor the platformization the forum another aspect that relationships gachigi director this scenario its networks the firms the sector the question this components a crisis the race the pandemic the flow a dimension the players the crisis the replacements the lines the organizations this delays that companies a source this disruption the investment a company the system the value the pace a organization all companies a number the continuation an platforms this models its solutions its suppliers the shock all rights the production a arrangement a hospitals we assessment a part an firms the situation a change the disruption we findings the call this functions the jury the supplies the relaxation an retailers the growth the role this lack

Goals: enable design production order oversight processes adjust business model experience demand surge dismantle existing models blur chains manufacturing leverage providing knowhow optimize supply chains facilitate manufacturing chains thrive success factors address product shortages create perfect space do information systems protect including stakeholders enable manufacturing models leverage cost firms provide transformation roadmap play bigger role see untidy scramble harness created effects drive facilitate transformation describe enabling factors support inclusive transformation fashion business model furlough loss sickness create swings shortages imagine new normal explore business models make fail experiments fit business models create services layer execute loss sickness reconfigure operating models create last failures inform next generation manage new partnerships change cost structure take shape models utilize fertilizers seeds realize profit revenues shape operating models manufacture complex products play key part leverage lowcost data reconfigure reconfiguring capability use time connectivity include sector providers require partner selection display largest delays dominate equity markets coordinate overall model meet demand surges process industries services keep unavailable lockdowns exist making markets take herculean task match demand supply utilize market orchestration furlough key reason innovate operating models disrupt supply chains ask speaks times include directed supplies summary brought shock flip operating models embrace monetize ways affect business models highlight clear need leverage supply chains set covid19 crisis drive innovation https provide complete solution visit fellow initiative liberate production companies publish worth innovations create pointing infighting develop future capital reduce operating expenses make digitize efforts possess transform ability maintain status quo reconfigure supply chain shape regional agendas involve collaboration benefit create positive loop create sales channels visit senior product exacerbate find inability use design production create done locations leverage manufacturing technologies create tipping point affect set manner need operating failures support supplier network involve manufacturing capability utilize business models deploy technology solutions

Measures: officebased workers lifecyclebased pricing retail sector recent trends critical consumables numerous experiments sophisticate requirements exist parts sink perspectives initial monthlong onetime sale digital technologies short notice forum platform service layers grow parts straightforward approach organizational processes general chains exist collapses capitalrelated failures make markets most firms industrial firms rapid turnarounds lowmedium products result shortages advance firms strategic workforce lean principles fastchanging environment regional agendas several countries local stores above priorities prepandemic operations different platforms platformbased solutions complete solution omni digitalization major firms system functionality untidy scramble aidriven diagnostics exist products vicepresident product long times intense stress great responsiveness manufacture capacity inflexible technologies new conversation early investments radical firms underlie models key issues systematic changes complex products necessary condition many models costfocused approach follow individuals advance services interorganizational collaboration senior president multiple scenarios steep drop manufacture models same time suitable vaccines dominant resilience white paper high degrees reconfigurable capability digitalize chains infection possibilities fast radius fast parts know platforms inflexible platforms digital infrastructures federal government foremost business low interaction demand surges immediate fluctuations early success online monitoring such shocks continue reliance validate entities mount concerns operational resilience marketbased models chain model personal ppe big role competitive advantage such buffers customer requirements final set executive officer long delays capability capital flexible capacity accelerate adoption supply chain technology solutions future decisions previous sections core part extreme conditions lastmile operations rapid cycles complex selection underlie factors manufacture technologies additional examples rapid innovation production failures automate industries local suppliers big retailers fix costs new capabilities variable costs advance community exist technology current models implicit responsibility deep sources extend chains physical entities key collaboration digitalize platforms monthlong lockdowns early switching global economy rigid operations retail supply manufacture services remote team social distancing mas experimentation result loss economic forum unprecedented increase business models rapid part govern rights rapid actions multiple markets model examples sale channels fault resolution most part significant chain dramatic increase upstream benefit incubate partnerships high level elective surgeries interorganizational processes strategic partnerships large firms current paper doctoral program tremendous benefit senior product additional users global head affect countries takeout orders fair manner production strategy low cost digital transformation past years institutional level model innovation accessible model long time key feature entire year install base nonessential work local sources observe failures open question efficient integration flexible service informal flows multiple levels independent technologies relate actions key workers report failures time connectivity individual firms senior executives knowledge gaps value management digital economy broad sector upstream firms global markets incremental value fast commercialization new sources right questions stable relationships initial stockouts industrial ecosystems digital solutions success factors trustbased relationships demandside economy global agendas formal networks second sources second source largescale capacity managerial capabilities entire stock key drivers conventional retail digital collaboration digital services discrete companies herculean task former officer rigid systems network effects exponential surge new equilibrium necessary tiers lowcost data unavailable lockdowns digital technology new models direct visibility permanent changes adsponsored platforms businessmodel innovation online retailers lead authors medical gowns digital platforms operational darwinism service layer manufacture capability short term international organization strong partnerships most sectors external parties fix fee reliable information informal feedback valuable information strategic measures market orchestration good products senior operations seasonal fertilization asset management small size global network efficient operations normal mode restrict decisions grand projects profitoriented businesses tip point operate models global chains need responses additional demand unexpect surges key part enable factors more ecosystems future capital specific trades enable production advance technologies exist firms business model near term surprise contributors distribute chains economic growth extreme disruption very nature information systems simple supply exist models many components transformation roadmap online sector sharp end tactical measures necessary supplychain manufacture chains unreliable systems manufacture companies new ways new channels local actions integrative systems multiple tiers robust alternatives local ecosystems healthcare technologies critical guarantees many instances usual suspects chief officer package goods positive loop past decade exist capacity specialist equipment primary products technical capability retail distributor personal interaction production companies systemic failures valuecapture models supplychain complexity emerge examples enhance access high performance continue uncertainties rapid change design production remote management disrupt chains significant efforts political business exist arrangements multiple countries manufacture operations exist capabilities corporate lab automotive firms specialist supply normal times sustainable director centralize operations darkstore platforms critical supplies large systems worth innovations widespread infections different releases many years remote assets new forms future systems leverage networks diagnostic testing protective equipment assistant professor partner selection accelerate models medical equipment clear need digital production large investments digital firms liquidity pressure substantial operations warrantee pricing cost structure integrative failures pandemic disruption future disruptions sink swimming demandsupply mismatch vital products significant stress legal regimens lowmargin models long waits additional investments online demand industrial economy demand surge retail market real time high dependency feedback loop resilient models rapid growth seamless customers significant automation new partnerships fellow workers digital connectivity entire health full responsibility new practices challenge times supplier network new entrants white series major source asian chains key reason lastmile logistics exist systems perfect space additional fees overall model inclusive transformation future transformation online orders economic crisis unanticipated outcomes key aspect specialize labour critical equipment exist data various solutions lead times equity markets liquidity issues supply chains separate drivers traditional channels external shocks distant production global community fast times traditional models different ways maritime logistics group strategy new firms status quo large pools global knowhow teambased platforms cash reserves new capability large portions publish innovations large delays product shortages different concepts digital innovation manufacture firms single country next generation cohesive way financial services next months advance manufacturing patient manufacturers large increases human resources industrial partners governmental level environmental sustainability new technologies constrain capital contiguous hours progressive platformization increase workload widespread demand business editor such phenomena dominant model innovative firms discriminate feature new consortia surplus capacity digital thread national levels flat structures online pickup fastradius entities fast changes select items complete transaction interorganizational platformization collaboration benefit durable goods industrial policies competition laws distribute approaches establish retailers retail sectors andsupply signals long conversation intermediate products publicprivate partnerships experience digitalization bright machines mid term different models leverage innovation overdue conversation such stress digital data inflexible resources specific shortages

Actions: twitter examples shut them manage partnerships involve one play part preserve reserves impede entrants ascribe demand publish innovations involve scaling build innovation take responsibility marry demand disrupt chains make distinction take task set crisis liberate firms invent produce manufacture products create shortages repurpose capacity include providers plan return inform generation coordinate model involve capability display delays create locations deliver productservice capture data maintain quo exacerbate inability face distortions leverage chains leverage platforms address gaps publish work rear head discontinue discounting disrupt parts deem collaboration target requirements bring change provide clues see success utilize expertise ask times ask questions categorize failures publish innovation harness effects change models furlough lack promote lack create space monitor products shape future pay management facilitate chains exemplify type meet changes drive innovation include those increase capacity change regulations require selection reconfigure models visit initiative lack knowledge fail f impede scaleup face others experience disappearing enable models optimize chains adjust model capture value complete transaction buy pickup innovate models use platforms enable technicians use g fit definition drive https manage uncertainty characterize demand reconfigure technology execute sickness distance crowdsourcing rely models facilitate transactions embody concepts set stage play role utilize models take models cut costs understand difference make experiments witness failures win race create channels force change create technologies visit product drive transformation protect interests adjust changes offer digitalization drive imbalance satisfy demand provide solution charge products dominate markets enable capability allow switching leverage data detect trends realize revenues underwrite liability support transformation experience surge include linkedin furlough some create point describe factors create layer produce productservice order processes use connectivity leverage ict digitize factories fashion pricing enable integration make decisions lack buffers change disruption reduce revenues revert repurposing transform industries advance priorities remove restrictions provide supplies imagine normal take complexity witness leaders create infighting switch decisions protect stakeholders make manufacturing include supplies extend functionality provide healthcare characterize types take time enable collaboration possess ability form configuration lead source address requirements take place create need create loop transmit information win successes manufacture part shape investments use data notice megatrends utilize orchestration reduce orders involve logistics affect manner drive growth manage infrastructure create conditions reduce expenses reinforce one find themselves provide guarantees facilitate access deliver part create failures highlight need blur 21 label which engage business create source distribute models create demand deplete reserves keep lockdowns charge fees adapt companies remoteworking platforms support scaleup demand digitalization leverage capabilities use production find sources include relationships exist markets deliver examples operate models link design leverage knowhow create customers transition initiatives leverage firms deploy many capture process throw some support provision provide roadmap summary shock face issues order heuristics create avalanche see scramble pick trends transform it diversify suppliers relax laws face possibilities manage demand exploit data connect supply improve state do systems promote hiring shape models recognize importance reach users reconfigure repurposing create value address resolution include manufacturers reserve part adjust source see demand take percentage furlough sickness win failures answer some add layers reconfigure capability support operations make products fashion model furlough reason see adoption deploy solutions make investments blur manufacturing support network reconfigure chain affect models face stockouts gap platforms thrive factors create needs identify drivers reach end win digitalization leverage call revert ventilator overwhelm them add diagnostics manage markets embrace ways liberate companies demonstrate degrees meet demand flip models reshoring parts distance requirements discover ways create pressure launch initiatives demonstrate responsiveness foster sense make efforts report shortages change structure cite paper distribute supplies shut demand shape agendas demand firms dismantle models match supply shed light observe number leverage technologies enable production enable connectivity address shortages involve benefit develop capital reduce costs repurposing capacity fit models spark innovation process services accelerate recovery represent form meet surges explore models access suppliers place stress deliver value utilize seeds add work develop partnerships provide alternatives need failures provide visibility do everything

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