Video: The Need for Angel Data to Professionalize the Asset Class
Report: Building an External Innovation Capability
Authors: Matthew Le Merle and Jamie Campbell
In the past few years, an increasing number of the largest companies in the world have established a new C-level role—the chief innovation officer—responsible for leading innovation activities throughout the enterprise. As these executives get to work, they quickly find that the pace of innovation has accelerated and that their companies cannot hope to create and develop every possible source of innovation advantage exclusively in-house.
Presentation: Early Stage Funding - The Bare Essentials
Report: Angel Networks: A Better Mousetrap
With the demise of the traditional venture capital fund model and the rise of organized angel networks we are seeing an increasing proportion of early stage companies receiving their first round of external financing from angels, angel networks and most recently online angel lists and posts.
This article, originally published in 2007, outlines why angel networks provide superior advantages for the individual angels as they go about their investment decision making.
Report: The Rise of Generation C - Implications for the World of 2020
Authors: Matthew Le Merle, Roman Friedrich, Michael Peterson and Alex Koster
In the course of the next 10 years, a new generation—Generation C—will emerge. Born after 1990, these “digital natives,” just now beginning to attend university and enter the workforce, will transform the world as we know it. Their interests will help drive massive change in how people around the world socialize, work, and live their passions—and in the information and communication technologies they use to do so.
Report: The Root Causes of Value Destruction: How Strategic Resiliency Can Help
Authors: Matthew Le Merle, Christopher Dann, and Christopher Pencavel
The authors work demonstrates that strategic risks caused the greatest amount of shareholder value destruction in some of the world’s biggest companies during the past 10 years. This happens because enterprise teams relegate risk management to their enterprise risk management (ERM) teams. Instead, they must revise their approach to strategic decision making, augmenting traditional cost and value considerations with risk and resiliency considerations. This involves broadening the team’s awareness about uncertainty and risk, integrating risk awareness into strategic decision making, and adopting strategic resiliency thinking.
Report: The Lesson of Lost Value
Authors: Matthew Le Merle, Christopher Dann, Chris Pencavel
Published in Strategy + Business Magazine
Many benchmarks of corporate practice start by looking at successful companies. We decided to study the biggest losers: companies that, in one way or another, had seen their fortunes go south over a 10-year period. We had gone through this exercise once before. In 2004, when the Enron, Tyco, and WorldCom scandals were fresh, we surveyed thousands of public companies and determined that, contrary to prevailing wisdom, it was not compliance issues that were most responsible for destroying shareholder value. That distinction went to the mismanagement of strategic risks — those risks embedded in the top-level decisions made by the executive team, such as what products and services to offer, whether to outsource manufacturing, or what acquisitions to make.
Report: Measuring Industry Digitization: Leaders and Laggards in the Digital Economy
Authors: Matthew Le Merle, Roman Friedrich, Alex Koster and Florian Groene
The pace of digitization is picking up rapidly but the speed at which digitization is taking place varies a great deal from industry to industry. To gain a better understanding of the relative degree to which digitization is transforming different industries, we have created the Industry Digitization Index. Whether they are currently digitization leaders or laggards, all industries can benefit by investing in the input, processing, and output capabilities needed to extend their digital footprints throughout their business ecosystems.
Editorial: How To Prepare For a Black Swan
Author: Matthew Le Merle published in Strategy + Business Magazine
Disrupter analysis can help assess the risks of future catastrophic events. This article summarizes a more comprehensive perspective in which the author outlines a pragmatic approach for boards and executive teams to ensure they are better prepared for unexpected risks and disruptions to their businesses.