White paper Verden forandrer sig med en stadig tiltagende hastighed og volumen, som påvirker fundamentet for nationalstater, samfundsstrukturer, erhvervsliv og individer. Det globale bliver lokalt, det manuelle bliver automatisk, og viden er tilgængelig hvor...
Across the world, executives are focusing relentlessly on the use of digital technology to improve the performance and reach of their enterprises. Together with Microsoft, QVARTZ has interviewed corporate executives from the largest Scandinavian companies in order to understand how they envision digital transformation from a strategic perspective. Tap into the results and read the entire Digital Transformation Report 2017 here.
QVARTZ Partner Thomas Arentsen presented the possibilities and potential barriers of multi-utility in a dialogue meeting with Lars Christian Lilleholt, Danish Minister for Energy, Utilities and Climate. Several members of the Danish Parliament also participated in the meeting, alongside the CEOs of the Danish Energy Association, SEF and Bornholms Energi & Forsyning – as well as the CEO of Infrastructure at EWII. The meeting was motivated by QVARTZ’ latest white paper on multi-utility, and spurred many fruitful discussions. Read the entire white paper here (in Danish)
How can regulators, grid companies and other players in the energy sector think in new ways to make better investments in the future? QVARTZ’ recent white paper discusses power grid investments in the light of the future energy landscape and how trends within technology, regulation and consumer behaviour affect Norwegian utility companies. Read the entire white paper here.
Container shipping is in an era of low rates and low operating margins. However, despite the recent period of consolidation and a recent recovery of rates, the outlook for the industry remains ambiguous. In fact, no problems have been solved yet in regards to the supply and demand imbalance or the inefficient industry dynamics. Read QVARTZ’ recent perspective on the future of liner shipping and the consequential next steps for carriers.
For quite some time, Europe has been an attractive geography for onshore wind installations. The onshore wind market is expected to continue to grow in Europe towards 2020 – but even though the market is attractive, growth has plateaued during the last three years. Future installations are expected to come from new markets in addition to old ones, with further opportunities emerging in the service markets. Players in the wind value chain need to understand how to adapt to the changing policies, markets and site availability in order to stay in the game. In our newly published white paper, we take a closer look at the dynamics that are shaping the new demands.
Is your company sufficiently up-to-date and proficient in modern marketing disciplines? Is your brand position and architecture clearly defined, unique and relevant? Do you deliver personalised customer communication and content at the right time through the right channels? Take our marketing capability self test and find out your baseline in terms of executing effective marketing in a digitalised and globalised world
Creating inherent brand traction on par with the world’s leading brands is a multidisciplinary exercise. It requires a competitive value proposition, the underlying business system to deliver and a leadership capable of rallying the organisation around a shared aspiration – only to name a few examples.
The business landscape is changing with increasing pace: digitalisation, globalisation and growing data availability challenge most traditional marketing models. Consequently, 8 out of 10 CMOs acknowledge the need for profound transformation of marketing models and concepts. Many marketing units in larger corporations have already under- gone significant changes in recent years.
Today, many countries are chasing ambitious renewable energy targets. This challenges the power systems as more variable renewable energy, such as wind and solar, need to be integrated. The many large-scale challenges associated with an increased use of variable renewable energy lead us to believe that energy storage will be a key enabler and a market disruptor. The first-wave technology is battery storage – to stabilise the power systems. Read more about energy storage in our most recent white paper here.
If you do not believe in a “lower for longer” oil price scenario, what would need to happen for oil prices once more to reach over 100 USD per barrel sometime in the future? What disruptions to oil supply might support higher than 70 USD per barrel prices? What drivers for demand might support growth going forwards? In chapter two and three of our trilogy on oil & gas, we examine whether oil prices can ever be the same again, and what it would mean for oil markets if US shales were truly a game changer.
As oil prices plummeted – reaching the lowest levels in over 10 years in January 2016 and causing mayhem in worldwide markets – the view on the future oil price development has become gloomier than ever. Most forecasts set prices at lower than 60 USD per barrel even by 2018, and not ruling out lows of around 20 USD per barrel in between. Read the first chapter of our Oil & Gas whitepaper.
Performance management is a business process that transcends the organisational hierarchy and has the ability to create the organisational ‘buzz’ that keeps everyone focused on the things that matter most. The essence of performance management is easy to grasp, but getting it effectively embedded in the organisation as a value adding process can be difficult. You will need to define a set of principles and a process that matches the needs (and capabilities) of your organisation. The key to getting the most from performance management, however, is not the system or the choice of rating scale, but in how successful you are in positioning performance management as a key element of everyday leadership.
Som led i vores arbejde med 101 løftestænger har vi interviewet en række af virksomheder og institutioner, som har arbejdet intensivt med store effektiviseringsprogrammer. Formålet var at danne et indtryk af erfaringerne med at implementere de identificerede besparelser og navnlig forstå, hvor og hvorfor, der opstår “varmetab” – dvs. en forskel mellem det identificerede potentiale og det det faktisk realiseres i virkeligheden. Med andre ord: Hvor og hvordan sikres værdirealiseringen?
The stream of asylum seekers and refugees coming to Denmark these years constitutes a huge potential – a much larger potential than what is realised today. Helping newcomers find jobs not only increases life quality on an individual level, it also benefits Denmark on a larger scale. Employment of refugees contributes to growth and prosperity in Danish companies and helps reduce public expenses. Based on our dialogues with a large number of public and private stakeholders, QVARTZ presents 29 suggestions as to how Denmark can connect asylum seekers and refugees to the labour market much more efficiently. Read the white paper here (in Danish).
Alle private virksomheder og offentlige institutioner er løbende underlagt krav om at øge produktiviteten og omkostningseffektiviteten. Kravene til løbende effektivisering er ikke aftaget efter finanskrisen. Tilmed oplever mange virksomheder og institutioner udfordringer og investeringskrav om øget service, kvalitet og salg. Effektiviseringer er således ikke længere forbeholdt de pressede industrier, men er i lige så høj grad nødvendige hos virksomheder i velfungerede og voksende industrier.
Historically, wind has been the leading renewable energy source globally with around 240 GW of installations between 2009 and 2014. During the same period, solar has become increasingly competitive. Going forward, solar is expected to overtake wind as the renewable energy technology of choice. According to a new whitepaper from QVARTZ, solar will have the potential to attract investments worth nearly USD 300 billion in the next five years.
It is one thing to define a successful strategy. Turning that strategy into a reality is a different story. Value Realisation focuses on helping companies realise the full potential of the intended benefits of any kind of large-scale initiative to close the value gap often found between good intentions and reality.
Uncertainty in the business world is becoming more and more the business norm. Companies have to be able to react consistently and quickly to volatility or to anticipate it and be able to change the strategy at short notice from consolidation to growth or vice versa.
Nearly all companies are faced with the challenge of driving efficiency and cost-savings programmes at some point. The success rate of such processes largely depends on how they are set up and managed.