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Turning students into Industry 4.0 entrepreneurs: design and evaluation of a tailored study program
(2022)
Startups in the field of Industry 4.0 could be a huge driver of innovation for many industry sectors such as manufacturing. However, there is a lack of education programs to ensure a sufficient number of well-trained founders and thus a supply of such startups. Therefore, this study presents the design, implementation, and evaluation of a university course tailored to the characteristics of Industry 4.0 entrepreneurship. Educational design-based research was applied with a focus on content and teaching concept. The study program was first implemented in 2021 at a German university of applied sciences with 25 students, of which 22 participated in the evaluation. The evaluation of the study program was conducted with a pretest–posttest-design targeting three areas: (1) knowledge about the application domain, (2) entrepreneurial intention and (3) psychological characteristics. The entrepreneurial intention was measured based on the theory of planned behavior. For measuring psychological characteristics, personality traits associated with entrepreneurship were used. Considering the study context and the limited external validity of the study, the following can be identified in particular: The results show that a university course can improve participants' knowledge of this particular area. In addition, perceived behavioral control of starting an Industry 4.0 startup was enhanced. However, the results showed no significant effects on psychological characteristics.
Dieser Beitrag analysiert die Reform der IFRS und US-GAAP-Standards zur Bilanzierung von Leasingverhältnissen. Am Beispiel der McKesson Europe AG werden die Auswirkungen der erstmaligen Anwendung der Standards beim Leasingnehmer veranschaulicht. Von besonderem Interesse ist dabei ein Vergleich der Bilanzierungsmodelle nach den "alten" Standards IAS 17 und ASC 840 bzw. nach den "neuen" Standards IFRS 16 und ASC 842. Im Ergebnis zeigt sich keine vollständige Übereinstimmung von IFRS und US-GAAP. Vor allem beim Ausweis in der Gewinn- und Verlustrechnung ergeben sich Unterschiede, die sich auch auf die Ergebniskennzahlen auswirken.
Public enterprises find themselves in increasingly competitive markets, a situation that makes having an entrepreneurial orientation (EO) an urgent need, given that EO is an indispensable driver of performance. Research describes politicians delaying the strategic change of public enterprises when serving as board members, but empirical evidence of the impact of board behavior on EO in public enterprises is lacking. We draw on stakeholder-agency theory (SAT) and resource dependence theory (RDT) and use structural equation modeling (SEM) to investigate survey data collected from 110 German energy suppliers that are majority government owned. Results indicate that board strategy control and board networking do not seem to predict EO on first sight. Closer analysis reveals a board networking–EO relationship depending on ownership structure. Remarkably, we find that it is not the usually suspected local municipal owner who hinders EO in our sample organizations but minority shareholders engaging in board networking activities. The results shed light on the intersection of governance and entrepreneurship with special reference to the fine-grained conceptualization of RDT.
Vielen Entscheidern fällt es aufgrund der hohen Komplexität schwer, die Digitalisierung der Arbeitswelt gezielt im Unternehmen zu gestalten. Die Ergebnisse dieser Studie bieten dafür einen empirisch fundierten strukturierten Rahmen. Der Digitalisierungsatlas zeigt auf, welche zentralen Dimensionen der Arbeitswelt sich wie verändern können, wie sie miteinander zusammenhängen und wie sie für digitale Arbeitswelten gestaltbar sind. So können Entscheider gezielt Veränderungsmaßnahmen unter Berücksichtigung aller relevanten Aspekte in ihrem Unternehmen planen und systematisch umsetzen. Dennoch ist der Digitalisierungsatlas nicht als Anleitung für die digitale Transformation zu verstehen, sondern als systematische Orientierungshilfe: Jede Veränderungsmaßnahme eines Unternehmens ist ein individueller Vorgang und kann verschiedene Aspekte der Arbeitswelt in unterschiedlichem Ausmaß betreffen. Dabei ist es wichtig, Aspekte gezielt und nur auf Basis begründeter Überlegungen anzupassen.
In modernen Arbeitswelten werden zunehmend arbeitsplatzbezogene digitale Technologien eingesetzt. Wenngleich dies zahlreiche Chancen bietet, kann es auch negative Folgen für die Gesundheit von Mitarbeitenden haben. Diese Herausforderungen werden durch die aktuelle Corona-Krise für viele Unternehmen noch verschärft. Stress, der direkt oder indirekt durch den Einsatz von Technologien entsteht, wird als «Technostress» bezeichnet. Wichtige Hebel zu dessen Vermeidung umfassen die Gestaltung von Technologien sowie die Berücksichtigung verschiedener individueller und situativer Faktoren im Rahmen technologischer Veränderungsprozesse.
Purpose: Despite growing interest in the intersection of supply chain management (SCM) and management accounting (MA) in the academic debate, there is a lack of understanding regarding both the content and the delimitation of this topic. As of today, no common conceptualization of supply chain management accounting (SCMA) exists. The purpose of this study is to provide an overview of the research foci of SCMA in the scholarly debate of the past two decades. Additionally, it analyzes whether and to what extent the academic discourse of MA in SCs has already found its way into both SCM and MA higher education, respectively.
Design/methodology/approach: A content analysis is conducted including 114 higher education textbooks written in English or in German language.
Findings: The study finds that SC-specific concepts of MA are seldom covered in current textbooks of both disciplines. The authors conclude that although there is an extensive body of scholarly research about SCMA concepts, there is a significant discrepancy with what is taught in higher education textbooks.
Practical implications: There is a large discrepancy between the extensive knowledge available in scholarly research and what we teach in both disciplines. This implies that graduates of both disciplines lack important knowledge and skills in controlling and accounting for SCs. To bring about the necessary change, MA and SCM in higher education must be more integrative.
Originality/value: To the best of the authors knowledge, this study is first of its kind comprising a large textbook sample in both English and German languages. It is the first substantiated assessment of the current state of integration between SCM and MA in higher education.
Purpose – The purpose of this paper is to discuss the applicability of current benchmarking proposals for small and medium-sized enterprises (SMEs) and to suggest a condensed process for logistics benchmarking in SMEs.
Design/methodology/approach – The paper starts by outlining why the logistics function is of increasing importance for SMEs. It discusses the benefit of logistics benchmarking and typical SME restrictions in benchmarking. Available approaches to benchmarking are discussed and their weaknesses when applied to SME logistics benchmarking are analyzed. The paper develops a new benchmarking process framework for SME logistics benchmarking and reports findings of a case application in three German SMEs.
Eine gut funktionierende Logistik ist ein wichtiger Wettbewerbsfaktor. Um ihren Beitrag zum Unternehmenserfolg ermitteln zu können, müssen ihre Kosten aber bestimmbar sein. Daran hapert es häufig. Dabei gibt es Ansätze, um Logistikkosten von anderen Kosten abzugrenzen. Unternehmen müssen nur konkrete Regeln für ihren Einsatz berücksichtigen.
Fremdkapital ist aktuell „billig“, doch die Investitionstätigkeit von Unternehmen bleibt zurückhaltend. Wer investieren möchte, muss in erster Linie die Höhe der Kapitalkosten berücksichtigen, die im Gegensatz zu den Zinsen nur leicht gesunken sind. Controller brauchen geeignete Ansätze, um zukünftige Kapitalkosten in Investitionsentscheidungen einzubeziehen.
Management Reporting – also das an die Führungskräfte des eigenen Unternehmens gerichtete Berichtswesen – zählt zu den Kernaufgaben des Controllings. Management Reporting befasst sich mit der Sammlung, Aufbereitung und nutzeradäquaten Darstellung von führungsrelevanter Information. Dabei sieht sich der Controller einer stetig
wachsenden Komplexität gegenüber.
Performance Management und Management Reporting wirken konzeptionell zusammen, beide Konzepte dürfen nicht losgelöst voneinander betrachtet werden. Eine effektive Unternehmenssteuerung verlangt ein integriertes Konzept, das Performance Management und Management Reporting zusammenführt und aufeinander abstimmt.
Problem: Immer mehr Unternehmen führen Lean-Prinzipien ein, finden ihre Anforderungen an passende Kosteninformation aber von der traditionellen Kostenrechnung nicht ausreichend abgedeckt.
Ziel: Eine am Lean-Gedanken orientierte Kostenrechnung baut neue Kostenzurechnungsobjekte ein und stellt bisher vernachlässigte Kosteninformationen zur Verfügung
Methode: Gängige Kostenrechnungsansätze werden einem geschlossenen “accounting for lean” Ansatz gegenübergestellt, Gemeinsamkeiten und Überschneidungen aufgezeigt.
Der Fokus dieses Beitrags liegt in der Analyse einer nachhaltigen Verpackungsgestaltung mit Blick auf die kognitive und emotionale Steuerung von Kunden. Aufbauend auf den Guidelines zur nachhaltigen Verpackungsgestaltung werden unter Berücksichtigung relevanter Konsummotive des SHIFT-Modells die Möglichkeiten zur Beeinflussung von Kunden über den gesamten Customer Journey betrachtet. Dabei steht in der Lebensmittelindustrie die Verpackung als ein zentraler Kommunikationskanal im Fokus dieser Analyse. Im Sinne eines nachhaltigen Verpackungskonzeptes gilt es nun sämtliche Interaktionen mit dem Kunden sowohl online als auch offline so zu gestalten, dass Konsumenten zum nachhaltigen Konsum motiviert werden. Am Beispiel von Nomoo werden die einzelnen Schritte dargelegt.
Purpose
As a response to the increased frequency of disruptive events and intense competition, organizational agility has become a key concept in organizational research. Fostering organizational agility requires leveraging knowledge that exists both outside (exploration) and inside (exploitation) the organization. This research tests the so-called ambidexterity hypothesis, which claims that a balance between exploration and exploitation leads to increased organizational outcomes, including the development of organizational agility. Complementing previously established measurement models on ambidexterity, this research proposes an alternative measurement model to analyze how ambidexterity can enhance organizational agility and, indirectly, performance, taking into consideration the moderating effect of environmental competitiveness.
Design/methodology/approach
A review of existing measurement models for ambidexterity shows that tension, a crucial aspect of ambidexterity, is often neglected. The authors, therefore, develop a new measurement model of ambidexterity to incorporate ambidexterity-induced tension. Using this measurement model, they examine the effect of ambidexterity on the development of entrepreneurial and adaptive agility as well as performance.
Findings
Ambidexterity positively influences both entrepreneurial and adaptive agility, indicating that a balance between exploration and exploitation has superior organizational effects. This finding confirms the ambidexterity hypothesis with respect to organizational agility. Furthermore, both entrepreneurial and adaptive agility drive organizational performance. These two indirect effects via agility fully mediate the impact of ambidexterity on organizational performance. Finally, environmental competitiveness positively moderates the relationship between ambidexterity and adaptive agility.
Originality/value
The findings extend research on ambidexterity by showing its positive effects on organizational agility. Furthermore, the study proposes an alternative operationalization to capture the ambidexterity construct that may lay the groundwork for further applications of the ambidexterity concept.
Assuming that employment prospects in the country of education represent a pull factor for international students to enroll in higher education programs abroad and a selling proposition for higher education institutions campaigning for international students, this study aims at investigating the validity of these prospects. Using a qualitative research approach, in-depth interviews were conducted with recruiters of 12 companies in Germany and Russia. A content analysis was applied to identify and compare employment opportunities and barriers for international graduates with domestic degrees at individual, organizational, and institutional levels. Findings include that country-specific human capital components are highly valued by employers, that the organization’s stage of internationalization determines the valuation of human capital components as well as the availability of customized recruiting practices, and that the institutional framewor —particularly the law on labor migration—influences employers’ receptivity for international graduates as well as their international staffing strategies in general. Findings are interpreted on the background of pertinent theoretical perspectives. Conclusions are drawn and recommendations given for international students, higher education institutions, employers, and policy-makers.
The influence of trust on the adherence to investment recommendations in the context of robo-advisors is under-researched. This relationship needs to be better understood because robo-advice lacks a critical element of trust: human interaction. Theory suggests that ability, integrity, and benevolence are key factors in building trust in human advisors. Using an experimental study design, our research examines the relationship between a robo-advisor's trust attributes and the acceptance of its investment advice. The results show that trust in a robo-advisor increases the propensity to follow its recommendations. While ability and integrity are significant, benevolence is not. The study contributes to the research on technology acceptance, trust, and the adoption of technology-based recommendations by improving the understanding of the relationship between trust and the acceptance of automated investment recommendations.
Die Gewinnung und Bindung qualifizierter MINT-Mitarbeitender (Mathematik, Informatik, Naturwissenschaft und Technik) gehört zu den Herausforderungen des Personalmanagements, gerade in Bezug auf den weiblichen MINT-Nachwuchs. Spannend ist die Frage, ob Frauen Arbeitgebermerkmale anders gewichten als Männer und sich geschlechtsspezifische Präferenzen bei arbeitsplatzbezogenen Merkmalen auf den MINT-Kontext übertragen lassen. Eine empirische Untersuchung mit Studierenden technischer Studiengänge liefert Ansatzpunkte für die zielgruppenspezifische Gestaltung von Employer-Branding-Kampagnen und Rekrutierungsaktivitäten.
Historically, research and development (R&D) in the pharmaceutical sector has predominantly been an in-house activity. To enable investments for game changing late-stage assets and to enable better and less costly go/no-go decisions, most companies have employed a fail early paradigm through the implementation of clinical proof-of-concept organizations. To fuel their pipelines, some pioneers started to complement their internal R&D efforts through collaborations as early as the 1990s. In recent years, multiple extrinsic and intrinsic factors induced an opening for external sources of innovation and resulted in new models for open innovation, such as open sourcing, crowdsourcing, public–private partnerships, innovations centres, and the virtualization of R&D. Three factors seem to determine the breadth and depth regarding how companies approach external innovation: (1) the company’s legacy, (2) the company’s willingness and ability to take risks and (3) the company’s need to control IP and competitors. In addition, these factors often constitute the major hurdles to effectively leveraging external opportunities and assets. Conscious and differential choices of the R&D and business models for different companies and different divisions in the same company seem to best allow a company to fully exploit the potential of both internal and external innovations.
Affordable Luxury Sports Cars in Germany : Investigating the Determinants of Customer Experience
(2022)
The article discusses the factors affecting the customer experience when buying affordable luxury sports cars in Germany by identifying differences between first-time and experienced buyers. It emphasizes the need for the creation of two different customer journeys based on different customer experience clusters, a touchpoint analysis from the customer perspective identified differences in purchase stages, and staff behaviour and brand trust for customer satisfaction and brand identification.
Die klassischen Vertriebsaufgaben verändern sich intensiv und schnell. Vertriebsmanager benötigen dringend neue strategische Ansätze, wie sie künftig Kundenkontakte gestalten, Distributionskanäle steuern und effektiver verkaufen können. Eine aktuelle Studie gibt Aufschluss, wie sich Unternehmen auf den Strukturwandel einstellen können.
This paper intends to give an insight on how to develop a customer loyalty-focused gamification concept, that will trigger intrinsic motivation and hence strengthen customer loyalty, using the mobility industry as an example. The authors conducted explorative expert interviews to create a cross-industry process chart that guides the generic development of a customer loyalty-focused gamification concept.
Stetiger Wandel macht auch vor dem Vertriebsprozess deutscher KMU nicht Halt. Evolutive Umwelteinflüsse sowie revolutionäres Handeln stehen im Zentrum eines Umbruchs im Vertrieb. Ergebnisse aus einem quantitativen Stimmungsbarometer deutscher KMU ermöglichen das Ableiten unternehmerischer Handlungsempfehlungen für Vertriebsorganisationen.
Sprachassistenten gewinnen als Alltagshelfer immer mehr an Bedeutung. Sie beeinflussen die Art und Weise, wie Menschen Aufgaben erledigen und mit Unternehmen interagieren. Eine qualitative Studie hat die Nutzungsbereitschaft beim Kauf von High-Involvement-Produkten über Sprachassistenten untersucht. Zukünftig könnte Voice Commerce für diese Produkte an Relevanz gewinnen.
Das Internet ist längst ein fester Bestandteil in den Marketing- und Vertriebsstrategien. Doch auch mit dem Einsatz von Onlinewerbung, Suchmaschinenoptimierung und der Nutzung von Social Media ist es Unternehmen oft nicht möglich, die erhoffte Aufmerksamkeit zu erhalten und die gewünschte Wirkung von Botschaften auf die Kunden zu erzielen. Mithilfe einer strukturierten Zusammenarbeit mit sogenannten Social Influencern ist es auch im B2B-Bereich möglich, ein authentisches und glaubhaftes Image aufzubauen.
Gamification erfährt seit Jahren zunehmende Aufmerksamkeit in Wissenschaft und Praxis. Eine 2019 veröffentliche Metaanalyse zur Gamification-Forschung zeigt, dass der Fokus bislang auf den Bereichen Bildung und Gesundheit lag. Mit verbreiteter Anwendung steigt allerdings der Bedarf, die Forschung auf weitere Felder auszuweiten. Dieser Beitrag ergründet die Potenziale von Gamification im B-to-B-Vertrieb. Eine Betrachtung an dieser Stelle eignet sich aus den folgenden Gründen: Gamification wird vor allem für diejenigen Felder als attraktiv bezeichnet, wo Aktivitäten komplex und vielfältig sind und Fortschritt nur schwer nachzuvollziehen ist. Darüber hinaus unterstützt Gamification in der Erzielung nachhaltiger Ergebnisse mit Kontinuität und langfristigem Engagement.
Will chatbots play a significant role for B2B marketingin the future? Chatbots in B2B businesses
(2022)
Digitalization has gained a foothold in our everyday lives. However, it remains to be seen what digital tools B2B companies can benefit from. During the last few years, chatbots have been on the rise and have played a more significant role in B2B marketing. Thus, this research follows a literature review to examine the current state of B2B chatbots. With this, the study will discover the buyer’s preferences for chatbots compared to sales agents and the role of chatbots in different stages of the B2B sales funnel.
Intuition ist im Management schon längst kein Randthema mehr. Die fruchtbare Wirkung der Intuition ist jedoch vielfach nachgewiesen worden. Trotzdem schwebt stellenweise der Schleier der Esoterik über diesem Thema. Zu Unrecht. Seinen "guten Riecher" hat der erfolgreiche Spitzenverkäufer doch schon immer benutzt. Eine Studie zur Rolle der Intuition im Verkaufsprozess beleuchtet dieses faszinierende Thema.
A new class of information system architecture, decision-oriented service systems, is spreading more and more. Decision-oriented service systems provide services that support decisions in business processes and products based on the capabilities of cloud-computing environments. To pave the way for the creation of design methods of business processes and products based on decision-oriented service systems, this article introduces a capability-oriented approach. Starting from technological capabilities, more abstract operational and dynamic capabilities are created. The framework created is based on an integrated conceptualization of decision-oriented service systems that allows capturing synergetic effects. By creating the framework, the gap between the technological capabilities of technologies and the strategic goals of enterprises shall be narrowed.
Wertschätzung zählt
(2023)
Wie steht es mit den Sitten im B2B-Geschäft? Im Beitrag werden Wahrnehmung und Ursachen für den Sittenwandel im wirtschaftlichen Kontext in Deutschland und der Schweiz beleuchtet. Anhand einer Analyse der Werteforschung und Experteninterviews im B2B-Sales werden die Erscheinungsformen des Sittenwandels kritisch untersucht. Die Ergebnisse zeigen, dass Wertschätzung, Respekt und Vertrauen im Vertriebsbereich zwar einen hohen Wert besitzen, aber oft missachtet werden.
Unternehmen wenden insbesondere bei IT-nahen Projekten seit einigen Jahren auch im Controlling verstärkt ein agiles Vorgehen an. Erfahrungen zeigen jedoch, dass dies nicht bei allen Projekten in jedem Unternehmen funktioniert. Hybride Ansätze, die agile mit klassischen Projekt-Management-Methoden verbinden, bieten eine Lösung.
In the last few years, business firms have substantially invested into the artificial intelligence (AI) technology. However, according to several studies, a significant percentage of AI projects fail or do not deliver business value. Due to the specific characteristics of AI projects, the existing body of knowledge about success and failure of information systems (IS) projects in general may not be transferrable to the context of AI. Therefore, the objective of our research has been to identify factors that can lead to AI project failure. Based on interviews with AI experts, this article identifies and discusses 12 factors that can lead to project failure. The factors can be further classified into five categories: unrealistic expectations, use case related issues, organizational constraints, lack of key resources, and, technological issues. This research contributes to knowledge by providing new empirical data and synthesizing the results with related findings from prior studies. Our results have important managerial implications for firms that aim to adopt AI by helping the organizations to anticipate and actively manage risks in order to increase the chances of project success.
Purpose
Digital transformation of organizations has major implications for required skills and competencies of the workforce, both as a prerequisite for implementation, and, as a consequence of the transformation. The purpose of this study is to analyze required skills and competencies for digital transformation using the context of robotic process automation (RPA) as an example.
Design/methodology/approach
This study is based on an explorative, thematic coding analysis of 119 job advertisements related to RPA. The data was collected from major online job platforms, qualitatively coded and subsequently analyzed quantitatively.
Findings
The research highlights the general importance of specific skills and competencies for digital transformation and shows a gap between available skills and required skills. Moreover, it is concluded that reskilling the existing workforce might be difficult. Many emerging positions can be found in the consulting sector, which raises questions about the permanent vs temporary nature of the requirements, as well as the difficulty of acquiring the required knowledge.
Originality/value
This paper contributes to knowledge by providing new empirical findings and a novel perspective to the ongoing discussion of digital skills, employment effects and reskilling demands of the existing workforce owing to recent technological developments and automation in the overall context of digital transformation.
Private equity (PE) firms are investment firms that acquire equity shares in companies. The goal of PE firms is to exit the investment after few years with a substantial increase in value. PE firms often claim to outperform the market, i.e. to create alpha.
The overall aim of this paper is to unravel the mystery of value creation in the PE industry. First, the author presents a conceptual framework for value creation in the PE industry based on a multiple valuation model that breaks down value creation into different elements. Second, the paper evaluates whether PE firms really create value by analysing and combining results from prior empirical studies based on the conceptual framework.
The results show that existing empirical evidence is mixed but that there is indeed a tendency toward a positive evidence that PE firms create economic value in average. However, there are methodological difficulties in measuring the value creation and studies are often subject to bias. Finally, it is pointed out that the question whether PE firms really create value has to be viewed from different perspectives such as the perspective of the PE firm, the investors and the portfolio companies.
Die einzelne, allumfassende Managementmethode für ein ganzheitliches Leistungsmanagement gibt es nicht. Vielmehr ist das Zusammenspiel aller erfolgskritischen Managementdisziplinen im Rahmen eines integrativen Managementsystems wichtig, bei dem alle Akteure und Beteiligten auch bei unterschiedlichem Fokus und Sichtweise koordiniert an einem Strang ziehen. Erfolgskritisch ist es jedoch, dass eine unternehmensindividuelle Anpassung mit einem ganzheitlichen Erfahrungshintergrund geplant, komponiert und verzahnt wird. Management Cockpits können als Stufenlösung einen wertvollen Beitrag erbringen, indem sie als Integrationsebene eine Transparenz und Kommunikationsplattform für ein ganzheitliches Leistungsmanagement generieren, selbst wenn die vollständige, fachliche, methodische, prozessuale und technische Integration noch nicht komplett vollzogen bzw. erreicht ist.
Many companies practice performance management in the framework of a heterogeneous, grown mix of numerous separate decisions, instruments, processes and systems and not in terms of a strategically and systematically planned management system. Due to the inefficiency of the above mentioned performance management style, a holistic and integrated approach is a key factor. Performance management must be able to meet central objectives and requirements and set the groundwork for long-term corporate success. This article presents a central approach of the conception of holistic and long-term performance management. The five equal part disciplines are illustrated and demonstrate the issue and composition complexity of a performance management due to their characteristics and combination. The objective of this article is to display and communicate the performance management issue and its context through an easily comprehensible system without following a general recipe.
Durch die Digitalisierung und Vernetzung der Industrieproduktion werden sich Arbeitsinhalte und Arbeitsprozesse in den nächsten zehn Jahren stark verändern. Allerdings ist bislang unklar, wie sie sich verändern, welche neuen Anforderungen sich daraus für die Beschäftigten ergeben und mit welchen Kompetenzen die MitarbeiterInnen für die neue Arbeitswelt gerüstet sind. In diesem Beitrag zeigen wir anhand einer qualitativen Fallstudie bei einem Automobilhersteller, dass die durch Industrie 4.0 hervorgerufenen Veränderungen zu mehr Vielfalt und Komplexität bei den Prozessen und Aufgaben der MitarbeiterInnen führen sowie höhere Flexibilität verlangen. Zudem nehmen die Kommunikationsanforderungen zu und auch die technologische Unterstützung gewinnt an Bedeutung. Um diese Herausforderungen zu bewältigen, benötigen MitarbeiterInnen vor allem ein breiteres Spektrum an Fach- und Methodenkompetenzen sowie sozial-kommunikative Kompetenzen.
Viele Unternehmen befassen sich in jüngster Zeit mit der Nutzung von Social Media für die interne Kommunikation und Zusammenarbeit. So genannte Enterprise Social Networks bieten integrierte Plattformen mit Profilen, Blogs, Gruppen- und Kommentarfunktionen für die unternehmensinterne Anwendung. Sehr häufig sind damit umfangreiche Investitionen verbunden. Die Budgets werden im Kern für die IT verwendet, "weiche Faktoren" bleiben häufig außen vor. Ein schwerer Fehler, wie aktuelle Marktstudien zeigen. Etliche der ambitionierten Projekte drohen daher zu scheitern.
The proliferation of convergence of digital technologies SMACIT (social, mobile, analytics, cloud, and Internet of Things) has created significant threats and opportunities to established companies. Business leaders must rethink their business strategies and develop what we refer to as a digital strategy. Our research shows four keys to successfully defining and executing a digital strategy:
1. zeroing in on a customer engagement or digitized solutions strategy to guide the transformation, 2. building operational excellence, 3. creating a powerful digital services backbone to facilitate rapid innovation and responsiveness, and 4. ensuring ongoing organizational redesign. A list of publications from the research is provided at the end of this document.
To deliver on a digital value proposition, companies must fundamentally re-architect. In other words, they must redesign their processes, systems, roles, data, and habits to allow them to iteratively create, enhance, an replace digital offerings. This briefing examines how Royal Philips is transforming its value proposition - and its entire company - to seize the opportunities presented by digital technologies.
Successful digital business strategies rely less on strategic analysis and big bets than on experiments and learning. Consider, for example, that Airbnb grew out of the belief that people would pay to sleep on air mattress on a stranger's floor. Similarly, Instagram started as an app for checking in and hanging out with friends (and sharing pictures) that proved complicated to use. Twitter's founders had first tried a podcasting platform, Odeo, which Apple made obsolete with iTunes. AUDI AG had to kill of its "share a car with five friends" app before rolling out more successful mobility services in a number of countries. The digital successes did not grow out of a comprehensive upfront analysis. Digital strategy emerges from an idea - often, not a particularly good idea.
The digital economy has created intense demands for innovations. Companies are responding in part by creating new digital products and services to meet increasing customer expectations.
MIT CISR findings indicate that product variety is NOT directly related to firm performance, and IS related to increased difficulties for costumers and employees.
Successful digital offerings are created at the intersection of what technologies can deliver and what customers want and will pay for. That point of intersection, however, has proved to be elusive. To find it, companies must experiment repeatedly, cocreate with customers, and assemble cross-functional development teams - and the insights gleaned along the way must be shared internally.
In this article, we discuss how several of the nearly 200 companies we've studied have built and exercised these capabilities. We also take a close look at how one company, Schneider Electric, is using them to acquire and share customer insights.
Background. We describe and provide an initial evaluation of the Climate Action Simulation, a simulation-based role playing game that enables participants to learn for themselves about the response of the climate-energy system to potential policies and actions. Participants gain an understanding of the scale and urgency of climate action, the impact of different policies and actions, and the dynamics and interactions of different policy choices.
Intervention. The Climate Action Simulation combines an interactive computer model, En-ROADS, with a role play in which participants make decisions about energy and climate policy. They learn about the dynamics of the climate and energy systems as they discover how En-ROADS responds to their own climate-energy decisions.
Methods. We evaluated learning outcomes from the Climate Action Simulation using pre- and post-simulation surveys as well as a focus group.
Results. Analysis of survey results showed that the Climate Action Simulation increases participants’ knowledge about the scale of emissions reductions and policies and actions needed to address climate change. Their personal and emotional engagement with climate change also grew. Focus group participants were overwhelmingly positive about the Climate Action Simulation, saying it left them feeling empowered to make a positive difference in addressing the climate challenge.