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With the digital transformation, companies will experience a change that focuses on shaping the organization into an agile organizational form. In today's competitive and fast-moving business environment, it is necessary to react quickly to changing market conditions. Agility represents a promising option for overcoming these challenges. The path to an agile organization represents a development process that requires consideration of countless levels of the enterprise. This paper examines the impact of digital transformation on agile working practices and the benefits that can be achieved through technology. To enable a solution for today's so-called VUCA (Volatility, Uncertainty, Complexity und Ambiguity) world, agile ways of working can be applied project management requires adaptation. In the qualitative study, expert interviews were conducted and analyzed using the grounded theory method. As a result, a model can be presented that shows the influencing factors and potentials of agile management in the context of the digital transformation of medium-sized companies.
User innovators follow multiple diffusion and adoption pathways for their self-developed innovations. Users may choose to commercialize their self-developed products on the marketplace by becoming entrepreneurs. Few studies exist that focus on understanding personal and interpersonal factors that affect some user innovators’ entrepreneurial decision-making. Hence, this paper focuses on how user innovators make key decisions relating to opportunity recognition and evaluation and when opportunity evaluation leads to subsequent entrepreneurial action in the entrepreneurial process. We conducted an exploratory study using a multi-grounded theory methodology as the user entrepreneurship phenomenon embodies complex social processes. We collected data through the netnography approach that targeted 18 entrepreneurs with potentially relevant differences through crowdfunding platforms. We integrated self-determination, human capital, and social capital theory to address the phenomena under study. This study’s significant findings posit that users’ motives are dissatisfaction with existing goods, interest in innovation, altruism, social recognition, desire for independence, and economic benefits. Besides, use-related experience, product-related knowledge, product diffusion, and iterative feedback positively impact innovative users’ entrepreneurial decision-making.
Industrial practice is characterized by random events, also referred to as internal and external turbulences, which disturb the target-oriented planning and execution of production and logistics processes. Methods of probabilistic forecasting, in contrast to single value predictions, allow an estimation of the probability of various future outcomes of a random variable in the form of a probability density function instead of predicting the probability of a specific single outcome. Probabilistic forecasting methods, which are embedded into the analytics process to gain insights for the future based on historical data, therefore offer great potential for incorporating uncertainty into planning and control in industrial environments. In order to familiarize students with these potentials, a training module on the application of probabilistic forecasting methods in production and intralogistics was developed in the learning factory 'Werk150' of the ESB Business School (Reutlingen University). The theoretical introduction to the topic of analytics, probabilistic forecasting methods and the transition to the application domain of intralogistics is done based on examples from other disciplines such as weather forecasting and energy consumption forecasting. In addition, data sets of the learning factory are used to familiarize the students with the steps of the analytics process in a practice-oriented manner. After this, the students are given the task of identifying the influencing factors and required information to capture intralogistics turbulences based on defined turbulence scenarios (e.g. failure of a logistical resource) in the learning factory. Within practical production scenario runs, the students apply probabilistic forecasting using and comparing different probabilistic forecasting methods. The graduate training module allows the students to experience the potentials of using probabilistic forecasting methods to improve production and intralogistics processes in context with turbulences and to build up corresponding professional and methodological competencies.
§ 303 Schuldenkonsolidierung
(2022)
Eine zukunftsfähige Ausrichtung der betrieblichen Abläufe nach den Prinzipien des nachhaltigen Wirtschaftens erhöht die Wettbewerbsfähigkeit, die Innovationskraft und die Glaubwürdigkeit des Unternehmens bei allen Interessengruppen. Zudem zeigt die Praxis, dass Unternehmen damit nicht nur ökologische und soziale Aspekte angehen können, sondern auch ökonomisch besser aufgestellt sind, zum Beispiel durch Einsparungen an Ressourcen, einer höheren Akzeptanz im Markt und in der Gesellschaft oder einer besseren Mitarbeitermotivation. In der VDI 4070 Blatt 1 wurde eine Handlungsanleitung gegeben und eine strukturierte Vorgehensweise beschrieben, um Betriebe systematisch an ein nachhaltiges Wirtschaften heranzuführen. In Ergänzung dazu werden in Blatt 2 beispielhafte Methoden sowie bewährte und innovative Instrumente vorgestellt und praktische Anwendungshilfen und Beispiele aufgezeigt. Die Richtlinie richtet sich an Behörden, Beratungsunternehmen, kleine und mittelständische Unternehmen.
Advancements in Internet of Things (IoT), cloud and mobile computing have fostered the digital enrichment—or “digitization”—of physical products, which are gaining increasing relevance in practice. According to recent studies, global IoT spending will exceed USD 1 Trillion by 2021 and there will be over 25 billion IoT connections (KPMG, 2018). Porter and Heppelmann (2014) state that IT is “revolutionizing products [as …] IT is becoming an integral part of the product itself.” Senior business executives like GE’s former CEO Jeff Immelt (2015) are even proposing that “every industrial company in the coming age is also going to become a software and analytics company.” This reflects the increasing relevance of IT components’ (i.e., software, data analytics, cloud computing) integration into previously purely physical products. We call IT-enriched physical products, “digitized” products to differentiate them from purely intangible “digital” products, such as digital music, e-books, and software. Examples of digitized products include the Philips Hue smartphone-controllable lightbulb, Audi Connect internet-connected cars, or Rolls-Royce’s sensor-enabled pay per use jet engines.
Digitized products provide their producers with a wide range of opportunities to offer new functionality and product capabilities (e.g., autonomy) that traditional, physical products do not exhibit (Porter and Heppelmann, 2014). In addition, the digitization of products allows producers to continuously repurpose their offerings, by extending and/or changing the product functionality and, thus, enabling new value creation opportunities. Based on their re-programmability and connectivity, digitized products “remain essentially incomplete […] throughout their lifetime as users continue to add and delete […] and change […] functional capabilities” (Yoo, 2013). For instance, the Philips Hue connected lightbulb enables remote control of basic functions (e.g., switching on and off the light) as well as setting more advanced light scenes for day-to-day tasks (e.g., relax, read) via Amazon’s Alexa artificial intelligence assistant (Signify, 2019), offerings that were not intended use cases when Signify (previously known as Philips Lighting) created Hue in 2012. Thus, digitized products present limitless potentials for new functionality and unforeseen use cases, which provides them with a huge innovation capacity.
Despite the limitless potentials offered by digitized products, there has been a slow uptake of digitized products by businesses so far (Jernigan et al., 2016; Mocker et al., 2019). According to a 2016 MIT Sloan Management Review report (Jernigan et al., 2016) only 24% of the investigated firms were actively using IoT technologies – a key technology for digitized products. In a more recent research study Mocker et al. (2019) found that the median revenue share from digital offerings (i.e., solutions based on IT enriched products) in large companies only accounted for 5% of the total revenue of the investigated companies.
The slow uptake of digitized products might be explained by the challenges that firms face regarding the changing nature of digitized products. Pervasive digital technologies (such as IoT) change the nature of products by adding new functionality that was previously not part of the value proposition of the products/services (e.g., a pair of shoes embedded with sensors and connectivity allows joggers to have access to data regarding their run distance, speed, etc.) (Yoo et al., 2012). The addition of new functionality and use cases of digitized products makes it harder for producers to design and develop relevant products (Hui 2014). As described in the paper ‘Do Your Customers Actually Want a “Smart” Version of Your Product?’, “just because [firms] can make something with IoT technology doesn’t mean people will want it.” (Smith, 2017).
The shift in digitized products’ nature poses new challenges for producers along the entire product development process (Porter and Heppelmann, 2015; Yoo et al., 2012) and create a paradox in product digitization, described by Yoo et al. (2012) as the paradox of pace: while technology accelerates the rate of innovation, companies need to spend more time to digitize their products, extending time to market. The production of these digitized products also becomes more challenging, e.g., as companies need to deal with different clock-speeds of software and hardware development (Porter and Heppelman, 2015). The above-mentioned challenges suggest that producers need to better understand how they can generate value from their digitized products’ generative potentials.
The body of literature on digitized products has been growing in recent years. For instance, Herterich et al. (2016) investigate how digitized product affordances (i.e., potentials) enable industrial service innovation; Nicolescu et al. (2018) explore the emerging meanings of value associated with IoT; and Benbunan-Fich (2019) studies the impact of basic wearable sensors on the quality of the user experience. However, it remains unclear what it takes for firms to generate value with their digitized product potentials. This dissertation investigates this research gap.
Job advertisements are important means of communicating role expectations for management accountants to the labor market. They provide information about which roles of management accountants are sought by companies or which roles are expected. However, which roles are communicated in job advertisements is unknown so far. Using a large sample of 889 job ads and a text-mining approach, we show an apparent mix of different role types with a strong focus on a rather classic role: the watchdog role. However, individuals with business partner characteristics are more often sought for leadership positions or in family businesses and small and medium-sized enterprises (SMEs). The results challenge the current role discussion for management accountants as business partners in practice and some academic fields.
This research briefing describes the organizational capability of scaling at scale, which we define as enabling multiple digital innovation initiatives to realize bottom-line value from their innovation by leveraging shared resources. We illustrate this concept with a case study from global multi-energy company Repsol, which implemented scaling at scale to cultivate a portfolio of more than 450 initiatives and helped over seventy percent of initiatives to reach the scale-up stage. As a result, over five years Repsol realized €800 million of bottom-line value from digital innovations.