IMD World Digital Competitiveness Ranking 2019
Now in its third year, the IMD World Digital Competitiveness Ranking measures the capacity and readiness of 63 economies to adopt and explore digital technologies as a key driver for economic transformation in business, government and wider society.
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Technology not only affects how businesses perform but also how economies function and prepare for the future. Governments around the world are investing heavily in their digital economy to enhance value creation and prosperity.
The Top 5 share a common thread in terms of their focus on knowledge generation, but they each approach digital competitiveness differently. The United States and Sweden follow a balanced approach between knowledge generation, the creation of a supportive environment for technology development and a readiness to adopt innovation. Singapore, Denmark and Switzerland give priority to one or two factors.
“In the midst of uncertainty and a fluid global situation, it seems that business and societies that are agile correlate strongly with the IMD World Digital Competitiveness ranking. Knowledge also remains of paramount importance for the digital performance of different economies,” stated Professor Arturo Bris, Director of the IMD World Competitiveness Center.
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- IMD World Digital Competitiveness Ranking 2019
- IMD World Digital Competitiveness Ranking 2020
- IMD World Digital Competitiveness Ranking 2019
- IMD World Digital Competitiveness Ranking 2020
Research Information & Knowledge Hub for additional information on IMD publications
1 October 2020, 4th edition
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NTT Corporation, Japan’s information and communication technologies (ICT) leader since 1953, was the first to commercialize internet usage on mobile phones in the 1990s, which resulted in NTT achieving much success in Japan. However, by the end of...
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Case reference: IMD-7-2593 ©2024
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Case reference: IMD-7-2611 ©2024
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Building on NTT (A), the case starts with NTT’s CEO having narrowed down strategic growth options with the board to prepare NTT for the future. Past international investments in AT&T Wireless and KPN to tap into foreign markets had resulted in bil...
Research Information & Knowledge Hub for additional information on IMD publications
NTT Corporation, Japan’s information and communication technologies (ICT) leader since 1953, was the first to commercialize internet usage on mobile phones in the 1990s, which resulted in NTT achieving much success in Japan. However, by the end of...
Research Information & Knowledge Hub for additional information on IMD publications
Case reference: IMD-7-2633 ©2024
Research Information & Knowledge Hub for additional information on IMD publications
To stay ahead of competitors, DBS knew it needed to continue to innovate and improve customer centricity. To do so, it decided to move to a horizontal organizational structure, an approach it named Managing Through Journeys (MtJs). This involved b...
Case reference: IMD-7-2634 ©2024
Research Information & Knowledge Hub for additional information on IMD publications
Since becoming DBS Bank’s CEO in 2009, Piyush Gupta led its transformation to become a standard setter globally for digitalization and customer centricity in financial services. This transformation started with fixing the basics (2009-2014), in wh...