Six social-media skills every leader needs - McKinsey Quarterly - Strategy - Innovation. Few domains in business and society have been untouched by the emerging social-media revolution—one that is not even a decade old. Many organizations have been responding to that new reality, realizing the power and the potential of this technology for corporate life: wikis enable more efficient virtual collaboration in cross-functional projects; internal blogs, discussion boards, and YouTube channels encourage global conversations and knowledge sharing; sophisticated viral media campaigns engage customers and create brand loyalty; next-generation products are codeveloped in open-innovation processes; and corporate leaders work on shaping their enterprise 2.0 strategy. This radical change has created a dilemma for senior executives: while the potential of social media seems immense, the inherent risks create uncertainty and unease.
By nature unbridled, these new communications media can let internal and privileged information suddenly go public virally. Exhibit Enlarge 1. 2. 3. 4. 5. 6. Winning the battle for the home of the future - McKinsey Quarterly - Energy, Resources, Materials - Electric Power. Energy consumption is growing more slowly in Europe as energy efficiency measures begin to take hold—and that’s just the beginning.
Our research indicates that if selected existing technologies were deployed to the fullest by 2020, a new home could consume around 90 percent less energy, whether gas or electricity, from the grid than it does today. The opportunity for existing homes, which form the majority of housing stock, is substantial too: cuts of 35 to 40 percent could be achieved. Energy utilities would thus be hit by lower revenues and profits, both in retailing and generating power. For the latter, margins could fall by 30 percent in a scenario in which new homes became almost energy neutral.
Margins would still drop significantly—by close to 10 percent or more—in our less aggressive deployment scenarios. Interactive Business as usual will not be an option for most energy utilities. A crowded marketplace Technology development Regulation Consumer behavior Three scenarios Exhibit 1. Hangouts. Hydrogen TV | ITM Power. Looking to the green future of business energy - SSE Business Gateway. Investing in our energy futureThe energy industry has gone through a period of huge change over the past couple of decades. 20 years ago, gas and electricity companies operated in a monopoly market and there were no commercial wind farms in operation in the UK.
Yet the change in the years to come, with the introduction of smart metering and the need to decarbonise the way we generate electricity, will be even more significant. To ensure that we are at the forefront of industry development, we have made investments in over 20 small and medium sized businesses. They provide renewable, sustainable and energy efficiency products and expertise which supports our current activity and equips us to tackle the UK’s energy future. Investment portfolio We invest in early-stage, near-to-market and established businesses. We sometimes invest exclusively, or co-invest with key strategic industry and financial partners. Building trust. Content Marketing Strategy, Research and "How-To" Advice — Content Marketing Institute. XPOCAST - RECRUIT Overview Presentation.