Martin Glaumann
Partner
Martin advises telecom, media and information technology companies on strategy, growth, and operational excellence.
Areas of Focus
Education
Stockholm School of Economics
General Management Executive MBA
Uppsala University
M.Sc. Business and Administration, International Business
Past Experience
Telia
Director of the Business Area Consultancy Services
Swedish B2B Telecom outsourcing company
Director of Sales and Business Development
Martin is Partner and Head of Arthur D. Little’s TIME practice in the Nordic region.
Since joining Arthur D. Little, Martin has had his main focus on strategy and organizational development in the telecommunications and information technology industries.
In addition to this, Martin has worked within outsourcing & managed services, public procurement, M&A, portfolio and partnering strategies, innovation and operational excellence.
Examples of his work include:
- B2B Portfolio Strategy for incumbent telecom operator
- Over 30 Digitalization/IoT projects across industries over the last 5 years, including strategy, capability assessment, product development and supply chain review
- Over 20 outsourcing and public procurement projects across industries, e.g., telecom/IT, healthcare, public transport and educational sectors
- Set-up of the transition organization and planning for transition of a metro contractor for the largest Swedish transport authority.
Prior to joining Arthur D. Little, Martin had over 10 years of industrial experience from senior management positions in the telecom industry.
Staying ahead of the curve
The future is no longer predictable. Businesses constantly face the challenge to interpret and plan for the impact of overarching trends, such as sustainability/climate change, geopolitical instability, resource scarcity, digitalization, and disruptive new technologies. Today’s CEOs must master resilience and growth in a world of uncertainty to ensure that they stay ahead of the curve. In this Viewpoint, we describe a systematic five-pillar approach to address this complexity.
From good to great: Enhancing innovation performance through effective management processes
Results of the 9th Arthur D. Little Global Innovation Excellence Benchmark
Excelling in a software-driven future
Software is rapidly becoming a critical asset as industries converge and perception of value shifts from hardware to software. Surgeons, for instance, can perform lifesaving surgeries via virtual reality (VR). But such a revolutionary procedure demands zero risk for error or downtime in connectivity, leading to new network requirements. Retail and commerce has also conjoined with computing, logistics, and finance for seamless online shopping.
BYE-BYE COMFORT ZONE, WELCOME VUCA
NOW IS THE RIGHT TIME TO PUT GROWTH ON AGENDA
As the global vaccination campaign continues, companies are preparing for the post-COVID-19 economic rebound to rebuild their financial strength and recover ground that they have lost during the COVID recession. Simultaneously, they must also respond to drivers and trends that the pandemic has either induced or significantly accelerated. They must balance the demand surge and digitalization tailwind against supply shortages.
Digital workplace
Reshaping the workplace
Digitalization brings radical changes for all organizations, independent of industry and size. The competitive landscape is transforming, as existing business models face disruption and traditional value chains disintegrate. In their stead, new value networks are emerging, in which organizations develop products and services together with customers and partners. The result is new digital-business logic that brings significant opportunities for companies and organizations, but also requires new business models to enable new ways of working.
The customer meeting of the future
The new wave of digitalization is driven by changes in customer behavior and rapid technology development that contribute to new business logic for companies and organizations. Being able to meet customers’1 or citizens’ specific needs is central. This means a change of focus from specific customer channels to an optimized and integrated customer experience throughout the entire customer journey, from the store to customer service and online.
The Digital Nation – Lessons in building a successful digital economy
The pandemic has turbocharged digitalization across industries and countries, stress testing existing national strategies and bringing any gaps and shortcomings into sharp focus. Drawing on the example of digital leader Sweden, this article focuses on the wider lessons that every country can learn, and the capabilities required to build effective and successful digital nations moving forward.
Martin is Partner and Head of Arthur D. Little’s TIME practice in the Nordic region.
Since joining Arthur D. Little, Martin has had his main focus on strategy and organizational development in the telecommunications and information technology industries.
In addition to this, Martin has worked within outsourcing & managed services, public procurement, M&A, portfolio and partnering strategies, innovation and operational excellence.
Examples of his work include:
- B2B Portfolio Strategy for incumbent telecom operator
- Over 30 Digitalization/IoT projects across industries over the last 5 years, including strategy, capability assessment, product development and supply chain review
- Over 20 outsourcing and public procurement projects across industries, e.g., telecom/IT, healthcare, public transport and educational sectors
- Set-up of the transition organization and planning for transition of a metro contractor for the largest Swedish transport authority.
Prior to joining Arthur D. Little, Martin had over 10 years of industrial experience from senior management positions in the telecom industry.
Staying ahead of the curve
The future is no longer predictable. Businesses constantly face the challenge to interpret and plan for the impact of overarching trends, such as sustainability/climate change, geopolitical instability, resource scarcity, digitalization, and disruptive new technologies. Today’s CEOs must master resilience and growth in a world of uncertainty to ensure that they stay ahead of the curve. In this Viewpoint, we describe a systematic five-pillar approach to address this complexity.
From good to great: Enhancing innovation performance through effective management processes
Results of the 9th Arthur D. Little Global Innovation Excellence Benchmark
Excelling in a software-driven future
Software is rapidly becoming a critical asset as industries converge and perception of value shifts from hardware to software. Surgeons, for instance, can perform lifesaving surgeries via virtual reality (VR). But such a revolutionary procedure demands zero risk for error or downtime in connectivity, leading to new network requirements. Retail and commerce has also conjoined with computing, logistics, and finance for seamless online shopping.
BYE-BYE COMFORT ZONE, WELCOME VUCA
NOW IS THE RIGHT TIME TO PUT GROWTH ON AGENDA
As the global vaccination campaign continues, companies are preparing for the post-COVID-19 economic rebound to rebuild their financial strength and recover ground that they have lost during the COVID recession. Simultaneously, they must also respond to drivers and trends that the pandemic has either induced or significantly accelerated. They must balance the demand surge and digitalization tailwind against supply shortages.
Digital workplace
Reshaping the workplace
Digitalization brings radical changes for all organizations, independent of industry and size. The competitive landscape is transforming, as existing business models face disruption and traditional value chains disintegrate. In their stead, new value networks are emerging, in which organizations develop products and services together with customers and partners. The result is new digital-business logic that brings significant opportunities for companies and organizations, but also requires new business models to enable new ways of working.
The customer meeting of the future
The new wave of digitalization is driven by changes in customer behavior and rapid technology development that contribute to new business logic for companies and organizations. Being able to meet customers’1 or citizens’ specific needs is central. This means a change of focus from specific customer channels to an optimized and integrated customer experience throughout the entire customer journey, from the store to customer service and online.
The Digital Nation – Lessons in building a successful digital economy
The pandemic has turbocharged digitalization across industries and countries, stress testing existing national strategies and bringing any gaps and shortcomings into sharp focus. Drawing on the example of digital leader Sweden, this article focuses on the wider lessons that every country can learn, and the capabilities required to build effective and successful digital nations moving forward.
More About Martin
- Stockholm School of EconomicsGeneral Management Executive MBA
- Uppsala UniversityM.Sc. Business and Administration, International Business
- TeliaDirector of the Business Area Consultancy Services
- Swedish B2B Telecom outsourcing companyDirector of Sales and Business Development