by Richard Veryard
In his HBS March interview, Andrei Hagiu identifies Wal-Mart as an example of an organization that is transforming from a traditional merchant into a two-sided platform. Let’s look at the (asymmetric) structure of this transformation.
by Richard Veryard
Masood Mortazavi uses Transaction Cost Economics to explain the difference between Managing to Contract vs. Managing to Relationship. In this post, I want to link this discussion to the key notion of Asymmetric Demand.
by Richard Veryard
In a symmetric world, there is a clear distinction between genuine customers and hostile attackers - and the task of security is to tell them apart and keep them apart.
In an asymmetric world, this distinction breaks down.
by Richard Veryard
John Hagel argues that “media companies that want to remain large and drive even more growth need to focus on establishing platforms and relationships designed to more deeply connect with specific audience segments and individual audience members.”
This is essentially an argument for a relational strategy. This would certainly make sense if DisBut does it really apply to Disney/Pixar?
by Richard Veryard
There is an huge gap (asymmetry) between the information requirement (as stated by the DoJ) and the data on Google’s database. In a service-oriented grid-enabled world, it would seem to make more sense (and raise fewer privacy concerns as well) for the DoJ to collaborate with Google (and its competitors) - to compose intelligent and relevant analytical enquiries that can be run by Google (as a service, albeit commandeered by the Government) to help solve the DoJ’s problem.
by Richard Veryard
Who is going to want the kind of user-defined policies I talked about in the podcast (see previous post)? What are the strategic implications for banks and other service providers?
by Richard Veryard
Transcript from podcast, in which Richard provides an example of user-defined policy in the context of banking services.
by Richard Veryard
Many industries (including entertainment and pharmaceuticals) have a heavy reliance on blockbuster products. Asymmetric demand represents a serious challenge to this business model.
by Richard Veryard
What we are particularly keen on is finding ways in which some added value can be released for a business by tackling some aspects of the third asymmetry incrementally…
by Philip Boxer
We are seeing the emergence of business situations where demand has to be acknowledged as asymmetric; this means that the customer is always wanting ‘more’ than the supplier can provide…
