Alexander Lopatnikov - Academia.edu (original) (raw)
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Papers by Alexander Lopatnikov
UPRAVLENIE / MANAGEMENT (Russia)
The transition from industrial to service economy resulted in a wider adoption of asset-light str... more The transition from industrial to service economy resulted in a wider adoption of asset-light strategies and technology-enabled business models. In the last ten years, digital companies have ascended to the top of the most valuable firms lists. Various aspects of digital business models have been exhaustively discussed in management literature, but their economic dimension remains under-researched.We analyze how strategy and business model add value and propose using historical volatility of valuation multiples for ranking companies by the degree of investors’ understanding of a firm’s strategy and business model in addition to ratings of companies by market capitalization. This ranking, in our view, is particularly helpful in analyzing business models of digital companies where most of the value is in intangible assets and economic goodwill. We also propose a way of expanding this research topic in the future.
UPRAVLENIE / MANAGEMENT (Russia)
Digital technologies became the primary source of innovation in the private and public sectors. T... more Digital technologies became the primary source of innovation in the private and public sectors. The Internet profoundly changed the way businesses are run catapulting “most digital” industries and companies to the top of the S&P500. Two innovations that drive digital transformation changing the nature of competition are cloud computing and artificial intelligence (AI) technologies. Cloud-native business models and strategies proved successful in various industries, while AI is being tested in vivo by management mainstream. The publication provides an analysis of a multidimensional impact cloud computing makes on strategies and business models of companies. We show that what made cloud computing special in the management context was the way it morphed into strategies and business models best suited for the uncertain future. We also noted that as the focus of digital transformation shifts towards cloud-based AI powered decision-making solutions, managing the human aspect of “more digi...
UPRAVLENIE / MANAGEMENT (Russia)
The term digital transformation has been widely discussed and extensively promoted both to and by... more The term digital transformation has been widely discussed and extensively promoted both to and by companies in every industry to become overused. While generally accepted as a boon and often marketed as the only alternative to extinction for a firm, digital transformation remains a significant challenge for those assigned to implement it. We offer an alternative narrative digital transformation, which we argue is better described as going «more digital». The extent to which going more digital becomes transformative depends on the industry and the ability of a firm to change the business model and organizational skills, and corporate culture. We extend the discussion on why digital transformation is in most cases unrelated to business strategy and provide examples of when and how it may become part of a corporate strategy toolbox. A simplified model of a business as a network of processes and decisions helps illustrate why digital technologies first spread in the process domain but c...
UPRAVLENIE / MANAGEMENT (Russia)
The transition from industrial to service economy resulted in a wider adoption of asset-light str... more The transition from industrial to service economy resulted in a wider adoption of asset-light strategies and technology-enabled business models. In the last ten years, digital companies have ascended to the top of the most valuable firms lists. Various aspects of digital business models have been exhaustively discussed in management literature, but their economic dimension remains under-researched.We analyze how strategy and business model add value and propose using historical volatility of valuation multiples for ranking companies by the degree of investors’ understanding of a firm’s strategy and business model in addition to ratings of companies by market capitalization. This ranking, in our view, is particularly helpful in analyzing business models of digital companies where most of the value is in intangible assets and economic goodwill. We also propose a way of expanding this research topic in the future.
UPRAVLENIE / MANAGEMENT (Russia)
Digital technologies became the primary source of innovation in the private and public sectors. T... more Digital technologies became the primary source of innovation in the private and public sectors. The Internet profoundly changed the way businesses are run catapulting “most digital” industries and companies to the top of the S&P500. Two innovations that drive digital transformation changing the nature of competition are cloud computing and artificial intelligence (AI) technologies. Cloud-native business models and strategies proved successful in various industries, while AI is being tested in vivo by management mainstream. The publication provides an analysis of a multidimensional impact cloud computing makes on strategies and business models of companies. We show that what made cloud computing special in the management context was the way it morphed into strategies and business models best suited for the uncertain future. We also noted that as the focus of digital transformation shifts towards cloud-based AI powered decision-making solutions, managing the human aspect of “more digi...
UPRAVLENIE / MANAGEMENT (Russia)
The term digital transformation has been widely discussed and extensively promoted both to and by... more The term digital transformation has been widely discussed and extensively promoted both to and by companies in every industry to become overused. While generally accepted as a boon and often marketed as the only alternative to extinction for a firm, digital transformation remains a significant challenge for those assigned to implement it. We offer an alternative narrative digital transformation, which we argue is better described as going «more digital». The extent to which going more digital becomes transformative depends on the industry and the ability of a firm to change the business model and organizational skills, and corporate culture. We extend the discussion on why digital transformation is in most cases unrelated to business strategy and provide examples of when and how it may become part of a corporate strategy toolbox. A simplified model of a business as a network of processes and decisions helps illustrate why digital technologies first spread in the process domain but c...