To profit- indeed, to survive - in 2015 and beyond, companies must not just adopt new, unanticipated and more decentralized forms of digitization and technological innovation, but must use them to reshape their business models. These advances are rapidly changing the commercial environment, inside and outside companies, but many business leaders are still unprepared for them.

Over the past couple of decades, supply chain management has become a crucial concern for multinational firms. In our super-connected world, firms must maintain a handle on the way products, supplies and people are zipping around the planet. Companies that streamline the links between their suppliers, manufacturers, distributors and subsidiaries can realize a distinct advantage over rivals that have not yet caught on to the importance of high-functioning logistics and purchasing departments. Indeed, research has identified several aspects of supply chain management that can boost firms' bottom line.

Consumer packaged goods companies have a big problem: They have almost no idea which of their new products will end up being popular with consumers. Despite big data, despite a decade of heavy investment in innovation, despite chief innovation officers and efficient R&D, failure rates for new products have hovered at 60 percent for years. Two-thirds of new product concepts don't even launch.

Across Asia and the Middle East, rising incomes and accelerating investment in infrastructure have attracted multinationals eager to expand their global presence. But success in these high-growth emerging markets (HGEMs) often proves elusive.

One can be hopeful about the future of manufacturing in the U.S. for a fundamental reason. It is the economy best positioned to seize on deeper changes that can lead to a real, sustainable manufacturing renaissance, one based on software technology and its profound effect on the entire manufacturing value chain.

Over the last few years, the conventional wisdom has coalesced around a view that success in emerging markets is primarily a function of outstanding execution - speed, opportunism, tenacity, and guile - instead of a well-thought-out strategy supported by a set of winning and difficult-to-replicate organizational capabilities. In other words, street smarts are supposed to beat MBA smarts every time.

Claims that 3D printing (also known as digital printing) is poised to shake up the manufacturing industry in dramatic fashion have been on the rise. Is the excitement warranted?

Offering customers free same-day delivery has long been an elusive goal for e-tailers. Their motivation is simple: If e-tailers can give customers the near-instant gratification of buying in a store, they can eliminate one of the most powerful advantages held by their bricks-and-mortar competitors. Alas, costs and complexity have largely kept same-day delivery (defined here as delivery between sunup and sundown on a weekday) out of reach and, at best, a niche offering.