IBM Institute for Business Value Three primary disruptors ...
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Primary disruptors External forces Expect digital engagement and experiences Consumers Can be compelled to co-create products and strategy Taps into intelligent vehicle capabilities Mobility Creates new offerings via consumer-driven requirements Enables new paths to enterprise growth Ecosystem Creates new opportunities to partner within and outside traditional industry boundaries ©2016 IBM Corporation ibm.com/iibv GB912355-USEN-00 IBM Institute for Business Value Three primary disruptors – consumers, mobility and the ecosystem – are fueled by external forces, causing industry boundaries to blur and even disappear
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Primary disruptors
External forces
Expect digital engagement and experiences
Consumers
Can be compelled to co-create products and strategy
Taps into intelligent vehicle capabilities
Mobility
Creates new offerings via consumer-driven requirements
Enables new paths to enterprise growth
Ecosystem
Creates new opportunities to partner within and outside traditional industry boundaries
©2016 IBM Corporation
ibm.com/iibvGB912355-USEN-00
IBM Institute for Business Value
Three primary disruptors – consumers, mobility and the ecosystem – are fueled by external forces, causing industry boundaries to blur and even disappear