e-Invoicing is e business reality
Within 2 years, electronic invoicing will have reached critical mass and become entrenched: 67% of survey respondents already receive e-invoices from suppliers; 35% of firms send e-invoices or expect to within the next 12 months. By the end of 2010, all public administrations in Italy will require e-invoices from suppliers. Increasing trends towards supply chain integration and dynamic networks will drive adoption rates even further.
Whether the intention is to adopt immediately or within the next few years, companies need to accept that e-invoicing and e-payments will soon be a reality of the business ecosystem. They should begin to analyse how it will impact their business and make initial changes to the financial supply chain preparing for the smoothest possible transition. Continue reading
The year is 1986 and a young MBA student at Georgetown is listening to a Lecture on macro economics and market economies. The noted professor has just finished explaining that excluding certain unquantifiable variables, the models attributed to Friedman Economics can predict market cycles and provide the insight necessary to adapt conditions to those favorable for growth and stability.
The student, innocently enough, poses the question: “Can’t we make any model work if we exclude the variables that don’t fit? Moreover, social welfare, quality of life, community dynamics and happiness are not simple, optional variables to be discarded so easily.” The student is asked to leave the class, only to return when he learns respect. Continue reading
“Companies are increasingly looking beyond their boundaries for help with innovation – working with customers, research companies, business partners and universities, and even competitors.
Businesses today are using external sources for all phases of innovation, from discovery and development to commercialization and even product maintenance.
Unfortunately, despite the growing acceptance of external innovation, many companies lack a sourcing strategy to guide them in managing it. They often take an ad hoc approach that produces uneven results, the very problem they are trying to avoid.
Instead of dealing with external sources one by one, companies should systematically examine and rationalize the increasingly important activity of innovation sourcing.”
Originally conceived by Mark Abouzeid, Collective Wisdom applies technology, behavioral dynamics, micro-blog harvesting and market profile models to the principles of chaos and complexity theory to solve the greatest problem facing corporations today:
How can market disrupting innovation by spotted early enough to put effective strategies in place that exploit new opportunities and defend against threats.
While historically this has proved impossible, Abouzeid believes the answer lies in the Internet: a universal mirror for what we think, want, explore and need.
He is working with companies, agencies, scientists and venture capitalists to help better understand the dynamics of innovation, where it is most likely to develop and the threats and opportunities it poses.
Originally published September 2002 by Mark Abouzeid. Copyright 2002, all rights reserved.
Originally published in Nov 20, 2003. Copyright Mark Abouzeid 2003 – 2011, all rights reserved.
The universe, seen from a far distance resembles chaos or random particles scattered, helter skelter. In the center we see a core (with some order), a linear core which are the established markets, prevailing culture, our civilization…all aspects that currently exist in what would be considered a developed state.
Although markets all stem from disruptive innovation or the seemingly random evolutionary pattern that follows disruption, by the time we view them as real markets they resemble the same linear path dynamics that we were taught Darwinian envisioned… survival of the fittest. Continue reading
Originally published on the European eBusiness Lab website:
The Lab, with the assistance of Mark Abouzeid, completed an extensive study that shed light on the potential benefits of invoicing and payment automation, presenting a roadmap for the Region of Puglia which identified the advantages of such developments starting from a single company, to its supply chain and, finally, to the whole regional economy. Continue reading
Everyone is. We are looking at an recession environment where innovation is probably the greatest hope for companies and a time when innovation is most prevalent. Companies like IBM, like google, even Accenture are all trying to find ways to use innovation, to use theories of innovation to create new markets, to actually find new markets.
Our belief is that one doesn’t use innovation. Innovation is the process; innovation is the thread; the foundation. We need to understand innovation, we need to find a way to observe innovation…then work with what is already happening; understand the motion that exists then enter into the field armed with understanding of those dynamics.
With an economic crisis of epic proportions taking shape, now would be a good time to reread Ayn Rand.
“Man’s mind,” states John Galt, the protagonist of Atlas Shrugged, “is his basic tool of survival.
Life is given to him, survival is not.
His body is given to him, its sustenance is not.
His mind is given to him, its content is not.
To remain alive, he must act, and before he can act he must know the nature and purpose of his action. He cannot obtain food without a knowledge of food and of the way to obtain it. He cannot dig a ditch – or build a new technology – without a knowledge of his aim and of the means to achieve it.
To remain alive, he must think. Thinking is not an automatic process. A man can choose to think or to let his mind stagnate…or he can choose actively to turn against his intelligence, to evade his knowledge, to subvert his reason.
From the pages of Wallpaper magazine comes these few steadfast rules for business and life.
- a sense of timing – patience is a virtue but don’t waste your time. know when your time has come.
- shrewd strategy – it’s not about messing around or playing games. practise your moves, work on tactics and calculate risks.
- an eye for opportunity – when it knocks, let it in. but it’s not about keeping doors open…sometimes it pays to close them on certain fingers. and if another door doesn’t open, pick the lock.
- a clear vision – bask in the limelight by all means, just make sure the glow becomes you. know what you’re about, look where you’re going and watch your back.
- advertise your assets – use them to your advantage. if you’re blessed with natural charm, poise and beauty, there’s no point acting the shrinking violet or playing the wallflower. it’s about style not stigma.
- find your place – everything is set in stone, but there’s nothing to stop you carving out a niche of your own.
- be yourself – find a way of expressing yourself without recourse to ripped tights and multiple crucifixes. Be controlled and elegant in tone, conduct yourself well, and they’ll always be singing your praises.
In troubled times, sell quality, reliability and trust.
Stick with what you know, and deliver only what customers expect and what you as a brand can realistically achieve. ‘It’s about having a focused voice that is prevalent throughout the company – in the advertising, the marketing, the product – an entire culture. It has to be consistent: one voice with no compromise.
>This means going back to informing the customer about product differentiation and innovation, building trust over unswerving quality and reliability, establishing non-intrusive communication between supplier and buyer and, above all, operating from a strong ethical platform, or at least, a position of realistic honesty.