Center for the Edge research | Deloitte

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Research reports

An overview of our provocative perspectives

Deloitte Center for the Edge conducts original research and develops substantive points of view for new corporate growth. You can find below an overview of our research reports.

Disruption

Patterns of disruption

Established industry incumbents perpetually face the risk of being disrupted by new entrants using new technologies, business models, or approaches to capture marketplace leadership. Are there ways for incumbents to recognize the potential for disruptive strategy in advance?


Case studies - Patterns of disruption

Explore our cases. Disruptive innovation doesn't just happen at random. History shows that it’s possible to identify specific patterns of disruption—disruptive strategies that, when combined with certain marketplace trends, can topple industry incumbents.


Approaching disruption

When it comes to disruption, the biggest danger isn’t necessarily external—it’s often the destructive ways in which an organization might respond to a perceived threat. The solution: Aim to take advantage by aggressively pursuing the new edge opportunities that disruptive forces inevitably generate.

 

Business landscapes of the future

The hero's journey through the landscape of the future

The forces of the Big Shift are driving both fragmentation and consolidation, fundamentally changing the nature of the relationships among businesses


Future of manufacturing

The changing economics of production and distribution, along with shifts in consumer demand and the emergence of “smart” products, are pushing manufacturers to explore radically new ways of creating and capturing value.


A consumer-drive culture of health

The Affordable Care Act has disrupted the US health care market's current fee-for-service economic model. Out of this disruption may emerge an open, consumer-driven health care ecosystem focused on transparency, actionable insights, collaboration, and engagement.


A movement in the making

What makes “making”—the next generation of inventing and do-it-yourself—worth paying attention to?


The lifetime learner

The increasingly disparate needs and expectations of individual learners are fueling the growth of a rich ecosystem of semi-structured, unorthodox learning providers at the “edges” of the traditional higher educational system.


Capturing value in the evolving mobility ecosystem

Who will guide tomorrow's road warriors? Looking ahead to the future of mobility, one key to capturing value could be to help individuals get more value out of mobility by serving as trusted advisers—on matters ranging from where to go to how to get there and even whom to take along.



Ecosystems & platforms

Performance ecosystems

No company is an island—each operates within ecosystems. Yet most companies lack a robust decision framework to choose those ecosystems and understand the implications of their choice. This report defines ecosystems and assesses the value ecosystems create, as well as the social software and other technology that can be used to manage and deploy them. What are the potential risks associated with different types of ecosystems, and how might those risks be mitigated?

 

The Power of Platforms

Properly designed business platforms can help create and capture new economic value and scale the potential for learning across entire ecosystems.

 

Transformation

Minimal Viable Transformation

Leaders are taking lessons from the startup playbook on “minimum viable products” to launch minimum viable transformations—lightweight and readily adaptable versions of potential new business models.


Lessons from the Edge

The Surui, an Amazonian tribe, fought back from the brink of obsolescence by embracing learning through a variety of technologies and partners, illustrating useful lessons for enterprises trying to learn and adapt to the Big Shift.​


Institutional Innovation

Institutional innovation allows organizations to rearchitect themselves to scale learning and generate richer innovations at other levels, including products, business models, and management system.


Pragmatic Pathways

Resistance to change can doom organizational transformation. One way to make success more likely is through a series of small moves, smartly made—following Pragmatic Pathways to long-term change.


Scaling Edges

To thrive in the Big Shift, companies must move from innovating at a product or service level to innovating across their entire institutions. Unfortunately, traditional large-scale change efforts that challenge the core of the business often fail. Change management is not rational—it is intensely political. The Scaling Edges methodology helps businesses focus on low investment, high-growth-potential opportunities—“edges”—with fundamentally different business practices that can ultimately transform the core of the organization.


Passion at Work

By cultivating the traits of worker passion in their workforce, organizations can make sustained performance gains and develop the resilience they need to withstand continuous market challenges and disruptions.

The Big Shift

Shift Index 2016

The paradox of flows: Can hope flow from fear? 
Society today seems consumed by uncertainty, insecurity, and anxiety, as models and expectations about how the world works have come into question. But our analysis shows long-term business trends remaining both stable and predictable, notwithstanding society’s understandable disorientation.

 

Shift Index 2013

Coherency in contradiction

Embracing the contradictions and apparent incoherency of our present condition may induce institutional change that better enables learning, innovation, and sustained performance improvement.


The burdens of the past

While individuals are eagerly embracing new technologies for learning, creating, collaborating and sharing knowledge, the data suggests that outdated institutional structures continue to inhibit organizational knowledge flows. The result? Individuals gain more power, as talent and consumer, while companies face mounting performance pressures as they struggle to employ technology for growth, innovation, and sustained returns. 


Success or struggle: ROA as a true measure of business performance

Declining returns on assets (ROA) doesn't fit with the stories commonly reported about firm performance and   the business environment.


From exponential technologies to exponential innovation

Exponentially advancing digital technologies have led to exponentially accelerating innovation, making the environment increasingly difficult to navigate—but also opening the door to opportunity.


Unlocking Passion of the Performer

Times of great and constant change require companies to be flexible and to grow stronger. We explore how organizations can cultivate and engage the right dispositions and talent. By adopting new ways of working focused on eliciting and amplifying the passion of certain workers, organizations will benefit from the sustained performance improvement that these individuals create.

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