TED@BCG San Francisco
Philip Evans: How data will transform business
Philip Evans: 資料如何改變商業模式
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未來的商業模式會是什麼樣子呢？Philip Evans在演講中為兩項存在已久的理論提供一個快速的導讀，並提出為什麼他認為這些理論實質上是站不住腳的。
Philip Evans - Consultant
BCG's Philip Evans has a bold prediction for the future of business strategy -- and it starts with Big Data. Full bio
BCG's Philip Evans has a bold prediction for the future of business strategy -- and it starts with Big Data. Full bio
Double-click the English transcript below to play the video.
00:12
I'm going to talk a little bit about strategy
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我想談一下策略
00:14
and its relationship with technology.
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以及它和科技的關聯
00:18
We tend to think of business strategy
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我們普遍認為商業策略
00:21
as being a rather abstract body
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只是經濟思維中的
00:23
of essentially economic thought,
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一個抽象的概念
00:25
perhaps rather timeless.
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可能是歷久彌新的
00:27
I'm going to argue that, in fact,
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我想要反駁這個論點
實際上商業策略總是以
00:28
business strategy has always been premised
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科技的假設為前提
00:31
on assumptions about technology,
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00:33
that those assumptions are changing,
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而那些假設時常變動
00:35
and, in fact, changing quite dramatically,
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事實上是相當劇烈地變動
00:38
and that therefore what that will drive us to
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而這些假設將我們導向一個
00:41
is a different concept of what we mean
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和原來的商業策略不同的方向
00:44
by business strategy.
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請容許我
00:47
Let me start, if I may,
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00:48
with a little bit of history.
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以一小段歷史開始說明
00:51
The idea of strategy in business
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在商業上，策略這個概念
00:53
owes its origins to two intellectual giants:
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源自於兩位絕頂的巨擘
00:56
Bruce Henderson, the founder of BCG,
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波士頓諮詢公司的創辦人布魯斯．亨德森
00:58
and Michael Porter, professor
at the Harvard Business School.
at the Harvard Business School.
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以及哈佛商學院的教授麥可·波特
01:02
Henderson's central idea was what you might call
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亨德森的中心理論
你可以稱之為大規模專注對付弱勢
01:05
the Napoleonic idea of concentrating mass
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01:08
against weakness, of overwhelming the enemy.
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並壓制了敵人的拿破崙戰略
01:10
What Henderson recognized was that,
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亨德森所認為的是
01:12
in the business world,
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在商業領域
01:14
there are many phenomena which are characterized
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有許多被經濟學者
01:16
by what economists would call increasing returns --
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視為報酬遞增的現象
01:18
scale, experience.
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如規模或經驗
01:20
The more you do of something,
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你付出越多
01:22
disproportionately the better you get.
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你就會得到越好的報酬
因此，他發現一個邏輯
01:24
And therefore he found a logic for investing
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來投資這樣壓倒性的數量
01:27
in such kinds of overwhelming mass
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01:30
in order to achieve competitive advantage.
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以達成競爭上的優勢
01:32
And that was the first introduction
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而那是第一次有人
01:34
of essentially a military concept of strategy
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將軍事上的戰略
01:37
into the business world.
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應用到商場
01:40
Porter agreed with that premise,
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波特同意這樣的假設
並且將此其合格化
01:43
but he qualified it.
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01:44
He pointed out, correctly, that that's all very well,
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他提出，正確地說，該假設很好
01:47
but businesses actually have multiple steps to them.
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但是商業應用上還有更多的步驟
01:51
They have different components,
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他們有不同的組成要素
01:53
and each of those components might be driven
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而每一項要素
可能由不同的策略所引導
01:55
by a different kind of strategy.
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01:57
A company or a business
might actually be advantaged
might actually be advantaged
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一家公司可能在某些活動上佔優勢
01:59
in some activities but disadvantaged in others.
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但在其他活動卻是弱勢
02:03
He formed the concept of the value chain,
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他提出價值鏈這個概念
02:05
essentially the sequence of steps with which
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指出一連串的步驟
02:08
a, shall we say, raw material, becomes a component,
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我們可以舉例，從一個原材料變成零組件
02:11
becomes assembled into a finished product,
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裝配成最終產品
02:12
and then is distributed, for example,
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直到配送
02:15
and he argued that advantage accrued
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波特主張每個零組件
02:18
to each of those components,
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所產生的利益
02:19
and that the advantage of the whole
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和完整產品的利益
02:21
was in some sense the sum or the average
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可以是總和
02:23
of that of its parts.
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或是所有料件的平均
02:25
And this idea of the value chain was predicated
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而這個價值鏈的想法
02:28
on the recognition that
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被認為是承認了
02:30
what holds a business together is transaction costs,
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構成商業的是交易成本
02:34
that in essence you need to coordinate,
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在本質上，你必須去協調
02:36
organizations are more efficient at coordination
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通常來說，組織比市場更能有效地調整
02:39
than markets, very often,
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02:41
and therefore the nature and role and boundaries
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因而這種合作的本質、角色和分界
02:44
of the cooperation are defined by transaction costs.
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正是被交易成本所定義
02:47
It was on those two ideas,
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這兩種想法
02:50
Henderson's idea of increasing returns
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亨德森對報酬遞增的規模和經驗
02:53
to scale and experience,
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以及波特的價值鏈的想法
02:55
and Porter's idea of the value chain,
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02:57
encompassing heterogenous elements,
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包含異質的要素
02:59
that the whole edifice of business strategy
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其後豎立起整個商業策略的體系
03:03
was subsequently erected.
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03:05
Now what I'm going to argue is
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現在，我所主張的是
03:08
that those premises are, in fact, being invalidated.
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事實上這些假設前提，是不成立的
03:14
First of all, let's think about transaction costs.
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首先，讓我們思考一下交易成本
03:16
There are really two components
to transaction costs.
to transaction costs.
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交易成本含有兩種要素
03:19
One is about processing information,
and the other is about communication.
and the other is about communication.
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其一是資訊處理，另一種是溝通
03:21
These are the economics of
processing and communicating
processing and communicating
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這是發展已久的資訊處理
03:25
as they have evolved over a long period of time.
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以及溝通的經濟圖形
03:27
As we all know from so many contexts,
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如同我們從許多文本所知
03:30
they have been radically transformed
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自從波特和亨德森首次將他們的理論
03:32
since the days when Porter and Henderson
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進行系統性的整理
03:35
first formulated their theories.
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資訊處理和溝通已被完全地轉變
03:37
In particular, since the mid-'90s,
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尤其是，在90年代中期
03:39
communications costs have actually been falling
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溝通成本已經大幅下降
03:41
even faster than transaction costs,
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降低的速度甚至快於交易成本
03:43
which is why communication, the Internet,
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那也就是為什麼網路溝通
03:45
has exploded in such a dramatic fashion.
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爆發而大盛其道
03:50
Now, those falling transaction costs
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現在，那些降低的交易成本
03:52
have profound consequences,
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有了意義深遠的影響
03:54
because if transaction costs are the glue
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假如交易成本是將價值鏈串聯的要件
03:56
that hold value chains together, and they are falling,
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當交易成本下降
03:58
there is less to economize on.
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可節省空間就越少
04:00
There is less need for vertically
integrated organization,
integrated organization,
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組織做垂直整合的必要性也越小
04:03
and value chains at least can break up.
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而價值鏈能夠打破
04:06
They needn't necessarily, but they can.
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他們並非必要，但可以
04:08
In particular, it then becomes possible for
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尤其在商業上
04:10
a competitor in one business
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一個競爭者可能
04:12
to use their position in one step of the value chain
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利用他們在價值鏈上的位置
04:15
in order to penetrate or attack
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為了滲透或是攻擊競爭對手
04:17
or disintermediate the competitor in another.
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或略過其通路
04:20
That is not just an abstract proposition.
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這不只是一個理論上的主張
04:23
There are many very specific stories
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而是有許多確切的故事真實地發生
04:25
of how that actually happened.
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如一個典型代表，百科全書
04:27
A poster child example was
the encyclopedia business.
the encyclopedia business.
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04:30
The encyclopedia business
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在過去裝訂書籍的年代
04:31
in the days of leatherbound books
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04:34
was basically a distribution business.
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那基本上是一種經銷業
04:35
Most of the cost was the
commission to the salesmen.
commission to the salesmen.
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大部分的成本是銷售員的佣金
04:38
The CD-ROM and then the Internet came along,
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CD-ROM和網路來臨之後
04:40
new technologies made the distribution of knowledge
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新的科技大幅地削弱
04:44
many orders of magnitude cheaper,
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原有的經銷知識
04:46
and the encyclopedia industry collapsed.
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百科全書產業因而瓦解
04:49
It's now, of course, a very familiar story.
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當然，這是一個熟知的故事
04:52
This, in fact, more generally was the story
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事實上，在網路經濟的第一個世代
04:54
of the first generation of the Internet economy.
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這樣的故事更加普遍
04:56
It was about falling transaction costs
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降低的交易成本
04:58
breaking up value chains
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打破了價值鏈
05:00
and therefore allowing disintermediation,
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因此造成「去中介化」
05:02
or what we call deconstruction.
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或是我們所稱通路的「解構」
05:05
One of the questions I was occasionally asked was,
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其中一個我偶爾會問的問題是
05:07
well, what's going to replace the encyclopedia
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當大英（百科全書）的商業模式不再有效
05:10
when Britannica no longer has a business model?
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什麼將取代百科全書？
05:12
And it was a while before
the answer became manifest.
the answer became manifest.
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這個答案花了點時間才變得明顯
05:14
Now, of course, we know
what it is: it's the Wikipedia.
what it is: it's the Wikipedia.
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現在，當然我們知道是 - 維基百科
05:17
Now what's special about the
Wikipedia is not its distribution.
Wikipedia is not its distribution.
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維基百科特別的不是它的配銷
05:20
What's special about the Wikipedia
is the way it's produced.
is the way it's produced.
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而是它是如何產生的
05:23
The Wikipedia, of course, is an encyclopedia
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當然，維基百科是由
05:25
created by its users.
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它的使用者所建立的
05:28
And this, in fact, defines what you might call
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事實上，這定義了你可能稱之為
05:30
the second decade of the Internet economy,
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網路經濟的第二個十年
05:32
the decade in which the Internet as a noun
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在這個十年，「網路」從一個名詞
05:35
became the Internet as a verb.
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變成一個動詞
05:37
It became a set of conversations,
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它變成一組對話
05:39
the era in which user-generated
content and social networks
content and social networks
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在這個時代，使用者生成內容和社群網路
05:43
became the dominant phenomenon.
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變成主流現象
05:46
Now what that really meant
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他們所真正代表的是
05:48
in terms of the Porter-Henderson framework
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就波特和亨德森的架構來說
05:51
was the collapse of certain
kinds of economies of scale.
kinds of economies of scale.
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代表着某種規模經濟的瓦解
05:55
It turned out that tens of thousands
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它轉變成數以千計自主的個人
05:57
of autonomous individuals writing an encyclopedia
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來撰寫百科全書
06:00
could do just as good a job,
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就能將這份工作做好
06:02
and certainly a much cheaper job,
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而且比在一個階級組織結構內的專家們
06:03
than professionals in a hierarchical organization.
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更便宜的方式
06:06
So basically what was happening was that one layer
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所以基本上所發生的是
06:09
of this value chain was becoming fragmented,
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價值鏈的一層變得破碎
06:12
as individuals could take over
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也就是個人能夠取代
06:13
where organizations were no longer needed.
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一些不再需要組織的工作
但從這張圖上可以明顯地看出這裡有一個問題
06:17
But there's another question
that obviously this graph poses,
that obviously this graph poses,
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06:19
which is, okay, we've
gone through two decades --
gone through two decades --
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我們已經渡過兩個十年
06:22
does anything distinguish the third?
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但有任何方式可以區別第三個十年嗎？
06:24
And what I'm going to argue is that indeed
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而我將主張的是
06:26
something does distinguish the third,
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確實，某些事情區別了它
06:28
and it maps exactly on to the kind of
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而且和我們所談論的
06:30
Porter-Henderson logic that
we've been talking about.
we've been talking about.
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波特和亨德森的邏輯不謀而合
06:33
And that is, about data.
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而那就是，資料
06:35
If we go back to around 2000,
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如果我們回到2000年
06:37
a lot of people were talking
about the information revolution,
about the information revolution,
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很多人當時正在談論資訊革命
06:39
and it was indeed true that the world's stock of data
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而確實整個世界的資料量正在成長
06:42
was growing, indeed growing quite fast.
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而且是相當快速地成長
06:44
but it was still at that point overwhelmingly analog.
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但在當時仍然是類比資料為主
06:47
We go forward to 2007,
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當我們走到2007年
06:49
not only had the world's stock of data exploded,
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不只是世界的資料量大增
06:52
but there'd been this massive substitution
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而且類比資料大規模地
06:54
of digital for analog.
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被數位資料所取代
06:56
And more important even than that,
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更重要的是
06:58
if you look more carefully at this graph,
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如果你更仔細地看這張圖
07:00
what you will observe is that about a half
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你會發現
07:02
of that digital data
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將近一半的數位資料
07:04
is information that has an I.P. address.
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屬於可對應到I.P.位址的資訊
07:06
It's on a server or it's on a P.C.
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儲存在伺服器或是個人電腦上
07:09
But having an I.P. address means that it
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然而，可對應到I.P.位址代表
07:11
can be connected to any other data
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這個資料也能夠被連結到
07:13
that has an I.P. address.
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另一個擁有I.P.位址的資料
07:15
It means it becomes possible
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這代表著
未來將可能結合世界一半的知識
07:16
to put together half of the world's knowledge
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07:19
in order to see patterns,
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以歸納出模式
07:21
an entirely new thing.
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以及新的事物
07:23
If we run the numbers forward to today,
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如果我們把時間軸移動到今天
07:25
it probably looks something like this.
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那麼圖形看起來會像這樣
07:27
We're not really sure.
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但我們並不完全確定
07:28
If we run the numbers forward to 2020,
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如果我們把時間軸移動到2020年
07:30
we of course have an exact number, courtesy of IDC.
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承蒙IDC的資料，我們會得到一個確切的數字
07:33
It's curious that the future is so much
more predictable than the present.
more predictable than the present.
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很不可思議地，未來的情況比現在更容易預測
07:37
And what it implies is a hundredfold multiplication
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而這張圖意味著
透過I.P.位址的串連
07:42
in the stock of information that is connected
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資訊的數量將以百倍增加
07:45
via an I.P. address.
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07:47
Now, if the number of connections that we can make
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現在，如果這些連結的數量
07:50
is proportional to the number of pairs of data points,
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和單一資料點成正比
07:53
a hundredfold multiplication in the quantity of data
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那麼增加百倍的資料量
07:56
is a ten-thousandfold multiplication
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代表我們在該資料可以看到
07:58
in the number of patterns
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模式將以萬倍的方式增加
08:00
that we can see in that data,
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08:02
this just in the last 10 or 11 years.
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而這僅發生在過去10或11年間
08:04
This, I would submit, is a sea change,
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我認為這是一個巨變
08:07
a profound change in the economics
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在我們生活的世界中
08:09
of the world that we live in.
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一項經濟上全然的改變
08:11
The first human genome,
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詹姆斯·沃森，人類第一對基因組
08:12
that of James Watson,
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08:14
was mapped as the culmination of the
Human Genome Project in the year 2000,
Human Genome Project in the year 2000,
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在2000年人類基因組計劃全盛期被成功配對
08:18
and it took about 200 million dollars
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而這花費了2億美元
08:20
and about 10 years of work to map
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1981
以及將近10年的時間
08:22
just one person's genomic makeup.
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而這只是一個人的基因組
08:24
Since then, the costs of mapping
the genome have come down.
the genome have come down.
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自此之後，配對基因組的成本已經下跌
08:27
In fact, they've come down in recent years
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事實上，近幾年的成本劇烈地下跌
08:29
very dramatically indeed,
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08:31
to the point where the cost
is now below 1,000 dollars,
is now below 1,000 dollars,
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成本至今已經低於1000美元
08:33
and it's confidently predicted that by the year 2015
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而且預估確信在2015年之前
08:36
it will be below 100 dollars --
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將會低於100美元
08:38
a five or six order of magnitude drop
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一個五或六數量級的下跌
08:41
in the cost of genomic mapping
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在基因組配對的成本上
08:43
in just a 15-year period,
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只花了15年的時間
08:45
an extraordinary phenomenon.
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這是個相當驚人的現象
在過去配對一組基因組需花費百萬
08:48
Now, in the days when mapping a genome
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08:52
cost millions, or even tens of thousands,
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或甚至是上億元
08:55
it was basically a research enterprise.
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1978
它基本上是一種研究機構
08:57
Scientists would gather some representative people,
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科學家集結一些代表性人物
09:00
and they would see patterns, and they would try
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他們發現模式
09:01
and make generalizations about
human nature and disease
human nature and disease
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嘗試歸結人類身體本質和疾病
09:04
from the abstract patterns they find
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從抽象的模式中，或從篩選出來的個體中
09:05
from these particular selected individuals.
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09:09
But when the genome can
be mapped for 100 bucks,
be mapped for 100 bucks,
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但是當基因組能靠100美元
09:12
99 dollars while you wait,
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或是99美元就能進行配對
09:14
then what happens is, it becomes retail.
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那麼將發生的是，它變成零售業
09:16
It becomes above all clinical.
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它是超乎臨床經驗的
09:18
You go the doctor with a cold,
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當你因為感冒而去看醫生
09:19
and if he or she hasn't done it already,
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在他還沒做任何診斷之前
09:21
the first thing they do is map your genome,
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第一件事就是配對你的基因組
09:23
at which point what they're now doing
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相較於現在的醫生所做
09:25
is not starting from some abstract
knowledge of genomic medicine
knowledge of genomic medicine
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新的療程並非從抽象的基因醫學知識
09:30
and trying to work out how it applies to you,
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在你身上嘗試是否有效
09:32
but they're starting from your particular genome.
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而是你自身特殊的基因組開始診斷
09:34
Now think of the power of that.
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現在讓我們想想這個力量
09:36
Think of where that takes us
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想想它將帶我們往哪個方向
09:37
when we can combine genomic data
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當我們可以結合基因組資料、
09:40
with clinical data
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臨床資料、
09:42
with data about drug interactions
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藥物反應的相關資料
以及透過手機或醫療晶片等設備取得的資料
09:44
with the kind of ambient data that devices
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09:46
like our phone and medical sensors
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09:48
will increasingly be collecting.
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將被大量地蒐集
09:50
Think what happens when we collect all of that data
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想想看如果我們蒐集了這些資料
09:52
and we can put it together
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將他們結合在一起
09:54
in order to find patterns we wouldn't see before.
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來找到我們過去從未見過的模式
09:56
This, I would suggest, perhaps it will take a while,
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或許還需要一些時間，但這就是我所認為的
09:59
but this will drive a revolution in medicine.
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醫學上的革命
10:02
Fabulous, lots of people talk about this.
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很棒對吧！很多人都在談論這個
10:04
But there's one thing that
doesn't get much attention.
doesn't get much attention.
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但有件事不太引人注意
10:06
How is that model of colossal sharing
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這些資料庫彼此之間大量地分享
10:10
across all of those kinds of databases
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這樣的模式
10:12
compatible with the business models
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將如何和現在的組織
10:15
of institutions and organizations and corporations
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或公司內的商業模式相容呢？
10:17
that are involved in this business today?
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10:20
If your business is based on proprietary data,
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如果你的生意是基於私有的資料
10:22
if your competitive advantage
is defined by your data,
is defined by your data,
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如果你的競爭優勢是由你的資料所定義
10:25
how on Earth is that company or is that society
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公司或社會如何去達到隱含在科技的價值？
10:29
in fact going to achieve the value
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10:31
that's implicit in the technology? They can't.
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他們不能
10:34
So essentially what's happening here,
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2047
所以實質上正在發生的是
10:36
and genomics is merely one example of this,
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2644
而基因組學只是其中一個例子
10:39
is that technology is driving
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科技正在促使制度的界線
10:41
the natural scaling of the activity
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超越我們過去思考的
10:44
beyond the institutional boundaries within which
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10:47
we have been used to thinking about it,
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2158
10:49
and in particular beyond the institutional boundaries
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尤其是超越制度的界線
10:51
in terms of which business strategy
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即商業策略如同一學科般被論證
10:53
as a discipline is formulated.
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10:57
The basic story here is that what used to be
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這個故事是
過去垂直整合的
11:00
vertically integrated, oligopolistic competition
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和相似競爭者的寡占競爭逐漸發展
11:04
among essentially similar kinds of competitors
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2791
11:07
is evolving, by one means or another,
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無論如何
11:09
from a vertical structure to a horizontal one.
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從垂直的結構變成水平的
11:12
Why is that happening?
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1715
為什麼這會發生？
11:14
It's happening because
transaction costs are plummeting
transaction costs are plummeting
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2505
之所以發生是因為交易成本暴跌
11:17
and because scale is polarizing.
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1928
且規模兩極化
11:18
The plummeting of transaction costs
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1742
交易成本的暴跌
11:20
weakens the glue that holds value chains together,
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2638
弱化了價值鏈的連結
11:23
and allows them to separate.
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1668
使得價值鏈分離
11:25
The polarization of scale economies
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1935
規模經濟的兩極化
11:26
towards the very small -- small is beautiful --
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3126
傾向極小化
11:30
allows for scalable communities
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2668
使得靈活的團體
11:32
to substitute for conventional corporate production.
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3117
得以取代傳統的企業生產
11:35
The scaling in the opposite direction,
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683886
2004
在尺規的另一端
11:37
towards things like big data,
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2033
例如巨量資料
11:39
drive the structure of business
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1409
促使商業結構
11:41
towards the creation of new kinds of institutions
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2723
傾向發展新形態且能夠達到規模的機構
11:44
that can achieve that scale.
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1978
11:46
But either way, the typically vertical structure
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2758
但無論如何，典型的垂直結構
11:48
gets driven to becoming more horizontal.
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3004
將變得更水平
11:51
The logic isn't just about big data.
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2415
這個邏輯不只適用於巨量資料
11:54
If we were to look, for example,
at the telecommunications industry,
at the telecommunications industry,
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3326
如果我們以電信業為例
11:57
you can tell the same story about fiber optics.
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光纖有相同的故事
11:59
If we look at the pharmaceutical industry,
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2136
如果我們觀察製藥工程
12:02
or, for that matter, university research,
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1893
或是大學研究
12:03
you can say exactly the same story
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1674
甚至是關於「大科學」
12:05
about so-called "big science."
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1739
你仍然可以講相同的故事
12:07
And in the opposite direction,
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1535
而在相對的方向
12:08
if we look, say, at the energy sector,
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2197
如果我們舉能源部門為例
12:11
where all the talk is about how households
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大部份的談論都是關於
家庭如何成為有效地生產綠能
12:13
will be efficient producers of green energy
296
721945
3584
12:17
and efficient conservers of energy,
297
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2628
以及有效地節約能源
12:20
that is, in fact, the reverse phenomenon.
298
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1880
事實上，這相反的現象
12:22
That is the fragmentation of scale
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1870
是規模的分裂
12:23
because the very small can substitute
300
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2354
因為極小規模的形態能夠取代傳統的企業規模
12:26
for the traditional corporate scale.
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2594
12:28
Either way, what we are driven to
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1791
無論如何，我們被驅使走向
12:30
is this horizontalization of the structure of industries,
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3371
產業結構的扁平化
12:34
and that implies fundamental changes
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2590
而這意味著基礎的改變
12:36
in how we think about strategy.
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2062
和我們如何思考策略
12:38
It means, for example, that we need to think
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2032
這意味著我們在思考策略時
12:40
about strategy as the curation
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2547
必須像策展般以水平的結構來思考
12:43
of these kinds of horizontal structure,
308
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2645
12:45
where things like business definition
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1640
商業定義
12:47
and even industry definition
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1562
甚至是產業定義
12:49
are actually the outcomes of strategy,
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2802
其實是策略的結果
12:51
not something that the strategy presupposes.
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3181
而不是策略的假設前提
12:55
It means, for example, we need to work out
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3156
這代表我們必須發想出
12:58
how to accommodate collaboration
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2357
如何同時適應合作與競爭
13:00
and competition simultaneously.
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1866
13:02
Think about the genome.
316
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1086
想想看基因組
13:03
We need to accommodate the very large
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1778
我們必須同時適應極大和極小
13:05
and the very small simultaneously.
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2135
13:07
And we need industry structures
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1943
而且我們需要產業結構
13:09
that will accommodate very,
very different motivations,
very different motivations,
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2942
適應非常不同的刺激
13:12
from the amateur motivations
of people in communities
of people in communities
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2633
從業餘的、來自社群的刺激
13:14
to maybe the social motivations
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1973
到政府建立基礎建設的社會刺激
13:16
of infrastructure built by governments,
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2336
13:19
or, for that matter, cooperative institutions
324
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2625
或者，合作而不競爭的企業組織
13:21
built by companies that are otherwise competing,
325
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2492
13:24
because that is the only way
that they can get to scale.
that they can get to scale.
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2994
因為這是他們達到規模的唯一途徑
13:27
These kinds of transformations
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1977
這樣的轉化
13:29
render the traditional premises
of business strategy obsolete.
of business strategy obsolete.
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3725
廢棄了傳統的商業策略假設
13:33
They drive us into a completely new world.
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驅使我們進入嶄新的世界
13:35
They require us, whether we are
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1421
他們促使我們
13:37
in the public sector or the private sector,
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2767
無論在公領域或私領域
13:39
to think very fundamentally differently
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2300
從根本上地顛覆對商業結構的思考
13:42
about the structure of business,
333
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1820
13:43
and, at last, it makes strategy interesting again.
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至少，這讓策略重新變得有趣
13:47
Thank you.
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謝謝
13:50
(Applause)
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2515
（鼓掌）
ABOUT THE SPEAKER
Philip Evans - ConsultantBCG's Philip Evans has a bold prediction for the future of business strategy -- and it starts with Big Data.
Why you should listen
Since the 1970s, business strategy has been dominated by two major theories: Bruce Henderson's idea of increasing returns to scale and experience and Michael Porter's value chain. But now decades later, in the wake of web 2.0, Philip Evans argues that a new force will rule business strategy in the future -- the massive amount of data shared by competing groups.
Evans, a senior partner and managing director at the Boston Consulting Group, is the co-author of Blown to Bits, about how the information economy is bringing the trade-off between "richness and reach" to the forefront of business. Evans is based in Boston.
Philip Evans | Speaker | TED.com