Deloitte: Center for the Edge Publications

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The paradox of flows: Can hope flow from fear? [2016 Shift Index]
John Hagel, John Seely Brown, Maggie Wooll, Andrew de Maar

Patterns of Disruption (Series)
Disruptive innovation doesn’t just happen at random. History shows that it’s possible to identify specific patterns of disruption—disruptive strategies that, when combined with certain marketplace trends, can topple industry incumbents. Explore our Patterns of Disruption case studies>>

Patterns of Disruption in Wholesale Banking
John Hagel, Jim Eckenrode, Val Srinivas
Wholesale banking is increasingly vulnerable to a set of fundamental macroeconomic trends that are reshaping the global business landscape–what we call The Big Shift. While this shift catalyzes disruptions in all industries, Deloitte’s Center for the Edge and Center for Financial Services have identified those impacting wholesale banking. By learning these patterns of disruption, we hope leaders anticipate them. By anticipating them, we hope leaders act. By acting, we believe leaders can create value in an increasingly challenging world.

Navigating a shifting landscape: Capturing value in the evolving mobility ecosystem
John Hagel
Who will guide tomorrow’s road warriors? Looking ahead to the future of mobility, one key to capturing value could be to help individuals get more value out of mobility by serving as trusted advisers—on matters ranging from where to go to how to get there and even whom to take along.

The retail transformation: Cultivating choice, experience, and trust
John Hagel, John Seely Brown, Tamara Samoylova, Kasey M. Lobaugh, Neha Goel
New technologies and new ways to connect with consumers are transforming the retail sector. To compete effectively, traditional retailers should reimagine how they create and capture value, thinking past omnichannel positioning to find the best uses for their assets.

The Power of Platforms
John Hagel
Properly designed business platforms can help create and capture new economic value and scale the potential for learning across entire ecosystems.
SEE ALSO: Business Ecosystems come of Age

Minimum Viable Transformation
John Hagel
Leaders are taking lessons from the startup playbook on “minimum viable products” to launch minimum viable transformations—lightweight and readily adaptable versions of potential new business models.

The Future of Manufacturing: Making things in a changing world
John Hagel, John Seely Brown, Duleesha Kulasooriya, Craig A. Giffi, Mengmeng Chen
The changing economics of production and distribution, along with shifts in consumer demand and the emergence of “smart” products, are pushing manufacturers to explore radically new ways of creating and capturing value.

A consumer driven culture of health
John Hagel, John Seely Brown
The Affordable Care Act has disrupted the US health care market’s current fee-for-service economic model. Out of this disruption may emerge an open, consumer-driven health care ecosystem focused on transparency, actionable insights, collaboration, and engagement.

The Lifetime Learner: A journey through the future of postsecondary education
John Hagel, John Seely Brown, Maggie Wooll, Roy Mathew, Wendy Tsu
The increasingly disparate needs and expectations of individual learners are fueling the growth of a rich ecosystem of semi-structured, unorthodox learning providers at the “edges” of the traditional higher educational system.

Passion at Work: Cultivating Worker Passion as a Cornerstone for Talent Development
John Hagel, John Seely Brown, Alok Ranjan, Daniel Byler
By cultivating the traits of worker passion in their workforce, organizations can make sustained performance gains and develop the resilience they need to withstand continuous market challenges and disruptions.

Metrics that Matter: Social software for business performance
John Hagel, John Seely Brown, Duleesha Kulasooriya, Aliza Marks
Social software presents a set of unique capabilities to address operating challenges and improve operating metrics. Companies that embrace this opportunity will have a distinct advantage over their competitors, with the experiences of two early adopters suggesting a strategy for deriving tangible performance improvements and achieving short-term impact with a modest investment in social software tools.

The Future of Business Landscape
The forces of the Big Shift are driving both fragmentation and concentration across the economy and fundamentally changing the nature of interactions and relationships among businesses and individuals. Discover the implications of this dynamic landscape >>

The Maker Movement
What makes “making”—the next generation of inventing and do-it-yourself—worth paying attention to? The platforms for learning, sharing and selling employed by the Maker Movement are amplifying that impact and leading to new possibilities for innovation in products, materials and business models.

Edge Series Pocket Guides
Shift Happens: How the world is changing and what you need to do about it
Institutional Innovation: How to help your organization learn faster and thrive
Scaling Edges: How to radically transform your organization
Purchase the Edge Series Bundle: Shift Happens, Institutional Innovation, and Scaling Edges on Amazon.com

Lessons from the Edge: What companies can learn from a tribe in the Amazon
John Hagel, John Seely Brown, Tamara Samoylova
The Surui, an Amazonian tribe, fought back from the brink of obsolescence by embracing learning through a variety of technologies and partners, illustrating useful lessons for enterprises trying to learn and adapt to the Big Shift.

Coherency in contradiction
John Hagel, John Seely Brown, Tamara Samoylova, Chris Arkenberg
Embracing the contradictions and apparent incoherency of our present condition may induce institutional change that better enables learning, innovation, and sustained performance improvement.

2013 Shift Index Metrics: The burdens of the past
John Hagel, John Seely Brown, Tamara Samoylova, Matt Frost
While individuals are eagerly embracing new knowledge-sharing technologies, our research suggests that outdated institutional structures continue to inhibit organizational knowledge flows.

Success or struggle: ROA as a true measure of business performance
John Hagel, John Seely Brown, Tamara Samoylova, Michael Lui
Declining return on assets (ROA) doesn’t fit with the stories commonly reported about firm performance and the business environment.

From exponential technologies to exponential innovation
John Hagel, John Seely Brown, Tamara Samoylova, Michael Lui
Exponentially advancing digital technologies have led to exponentially accelerating innovation, making the environment increasingly difficult to navigate—but also opening the door to opportunity.

Unlocking the Passion of the Explorer
John Hagel, John Seely Brown, Tamara Samoylova
By adopting new ways of working focused on eliciting and amplifying the passion of certain workers, organizations will benefit from the sustained performance improvement that these individuals create.

Work environment redesign: Accelerating talent development and performance improvement
John Hagel, John Seely Brown, Tamara Samoylova
The way the workplace is constructed—physically, virtually, and managerially—can have a critical impact on employee productivity, passion, and innovation.
SEE ALSO: Work environment redesign: Case study library

Institutional Innovation
John Hagel, John Seely Brown
Institutional innovation allows organizations to rearchitect themselves to scale learning and generate richer innovations at other levels, including products, business models, and management systems.

Pragmatic pathways: New approaches to organizational change
John Hagel, John Seely Brown, Christopher Gong, Stacey Wang, Travis Lehman
Resistance to change can doom organizational transformation. One way to make success more likely is through a series of small moves, smartly made—following Pragmatic Pathways to long-term change.

Performance Ecosystems: A decision framework to take performance to the next level
Amit Sahasrabudhe, Holly J. Kellar, Vijay Sharma, Bill Wiltschko
Companies operate within ecosystems to deliver value to their markets — no company is an island. Yet, for many, these ecosystems have evolved without much attention or planning. Few companies have systematically assessed the different options available in terms of types of ecosystems. Learn how to take a more thoughtful and planned approach to this increasingly important issue.

Scaling Edges
John Hagel, John Seely Brown, Duleesha Kulasooriya
To thrive in the Big Shift, companies must move from innovating at a product or service level to innovating across their entire institutions. Unfortunately, traditional large-scale change efforts that challenge the core of the business often fail. Change management is not rational—it is intensely political. The Scaling Edges methodology helps businesses focus on low investment, high-growth-potential opportunities—“edges”—with fundamentally different business practices that can ultimately transform the core of the organization.