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ÀÛ¼ºÀÚ | À̽°ü | ÀÛ¼ºÀÏ | 2021-10-02 |
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Á¦¸ñ | »ê¾÷Ä«¿î½½·¯ÀÇ ¿ªÇÒ°ú ±â´ë (423) : Smart Management for Post Corona Challenges | Á¶È¸¼ö | 1034 |
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Smart Management for Post Corona Challenges Pandemic ignites the collapse of traditional business entites but Giant Technology Enterprises speed up their scales in the course of Post Corona Era. It is important for concerned parties to research the fundamental changes and essences of business enviornments. First of all, the biggest change bases on speedity which short periods of times happening compared to long periods of changing times in cases of e-commerce. It was rooted in early 2000s and its market shares positioned 16% in retailers yearly 1% increases but Corona era came now 27%. Apple achieved its business valuation 100 billion dollars taking 42 years but 2 times in 20 weeks. Pandemic makes technologies enterprises accelerations of epoch-making innovation and growth. Business natural selection starts. More smart and advanced pathfinders take chances of becoming more successful business models and future because of competitive advantages because traditional business models are less competitive and ineffective both financial standings and management systems. Existing disparities in income composition will be deteriorating because of on-tact working conditions and enviornments. It is prerequisites to reflecting on completeness of digitalizied working conditions as soon as possible. Pandemic and Post Corona changes business models into valuation based business models and future concentrating on intensive innovation, ambiguities and deprivation of newly created blue and red oceans. Be stand with enhancing discplined self-efficacy and objective validations coping with uncertain futures. Lee, Seungkwan Certified Management Consultant & Industrial Counselor, Ph., D., Former Senior Researcher of Ulsan and Incheon Technopark, National Director of IG-WGCA Unlimited Energy WHQ [Co-author] Entrepreneurship Startups and Jobs Creation Spirits E S G MANAGEMENT IT Convergence Strategy |