Business models

The IBM Global CEO Study 2006 spotlights five opportunities and priorities for sustainable innovation and growth in the automotive industry

Banking is all about managing risk, and doing it well isn't an option. It's a necessity. Innovative financial institutions are joining in the fight to reduce that cost, however, and CBM is fast becoming a weapon of choice.

New approaches for transforming processes and culture in the insurance industry are based on component business modeling (CBM), a new way to analyze the business and determine where the real value resides.

A recent IBM survey of 450 CEOs found three imperatives to success: differentiation, responsiveness and efficiency. Creating a business model grounded in specialized capabilities is one way to attain all three. Here's how to get there.

Open communication standards and plummeting transaction costs have ushered in the era of specialization. Component business models offer a proven approach to driving a specialized focus, both internally and externally.

Post-merger, Pepco Holdings Inc. needed to assess its IT status. A two-day IT Executive Workshop confirmed they were positioned to support business goals and provided resources to develop innovative technology strategies.

A speech by IBM's CEO, Samuel J. Palmisano, at the INSEAD Business School in Fontainebleau, France. The subject: the implications of globalization on corporate and government leaders.

To prepare for future positioning as a professional IT service provider (and potential merger), FIDUCIA used componentization to identify cost drivers and inefficiencies in business processes, organizational units and operations.