Vortrag am 20. April 2016 in Pegnitz anlässlich des Wirtschaftsflinderers des Wirtschaftskreises Pegnitz.
Links in den Folien:
Microsoft https://www.youtube.com/watch?v=a6cNdhOKwi0
Corning https://www.youtube.com/watch?v=iR7wx132REQ
Audi https://www.youtube.com/watch?v=K4-nPdL6NvY
Daimler-Benz https://www.youtube.com/watch?v=7bFc0rBoFY8
Einführung von Ubiquitous Computing - Treiber und Hemmnisse im Blickfeld skep...
Wirtschaftsflinderer 2016 Digitale Transformation Chancen und Herausforderungen
1. Universität Bayreuth
Prof. Dr. Torsten Eymann
Kernkompetenzzentrum
Finanz- & Informationsmanagement
Projektgruppe Wirtschaftsinformatik
des Fraunhofer FIT
Lehrstuhl für Betriebswirtschaft VII -
Wirtschaftsinformatik
Betriebswirtschaftliches Forschungszentrum
für Fragen der mittelständischen Wirtschaft e.V.
www.fim-rc.de
www.fit.fraunhofer.de/wi
Digitale Transformation:
Chancen und Herausforderungen
Wirtschaftskreis Pegnitz
20.04.2016
34. Universität Bayreuth
Prof. Dr. Torsten Eymann
Kernkompetenzzentrum
Finanz- & Informationsmanagement
Projektgruppe Wirtschaftsinformatik
des Fraunhofer FIT
Lehrstuhl für Betriebswirtschaft VII -
Wirtschaftsinformatik
Betriebswirtschaftliches Forschungszentrum
für Fragen der mittelständischen Wirtschaft e.V.
www.fim-rc.de
www.fit.fraunhofer.de/wi
Digitale Transformation:
Chancen und Herausforderungen
Wirtschaftskreis Pegnitz
20.04.2016
Hinweis der Redaktion
Google selbstfahrendes Auto
Honda ASIMO Roboter
Webmaschine, Eisenwalzwerk heute
Schlesischer Weberaufstand 1844, Theaterstück „Die Weber“ von Gerhart Hauptmann 1897: Industrialisierung und Automatisierung als Quelle persönlichen wirtschaftlichen Niedergangs
Adolph von Menzel, „Das Eisenwalzwerk“, 1872-1875: als Beispiel, wieviele Arbeiter notwendig waren.
Neue Geschäftsmodelle entstehen
End-user Schnittstelle ist wertvoll: Gewinnverschiebung
Branchenstruktur
- Winner-takes-it-all (Plattform, Netzwerk) vs. Nischenplayer (backend)
- Neue Wettbewerber erscheinen(Alibaba 1999, Fb 2004, AirBnB 2008, Uber 2009)
Digitale Aktivitäten haben Einfluss auf die physische Welt
B2C ist häufig der Anfang aber nicht das Ende(e.g. Alibaba B2B Plattform)
Facebook vs MySpace: Im digitalen Rennen gibt es oft nur einen Gewinner welcher am Ende als Monopolist agieren kann
Bis 2008, war MySpace klarer Marktführer im Raum der sozialen Netzwerke. Es hatte einen bekannten Markennamen und schnellwachsende Nutzerzahlen. Zu dieser Zeit war es undenkbar, dass Facebook jemals eine Chance hätte. Aber MySpace machte grobe Fehler. Das Unternehmen öffnete die Plattform zu langsam und hat eine Fremdentwicklung erlaubt. Als Teil von News Corp, leidete MySpace unter Bürokratie. Es gab keine große Priorität bei Technologien. Zuckerberg ist die Sache anders angegangen , was für die FB Grundlage ausschlaggebend war. Er machte aus Facebook eine Plattform, die Unternehmen wie Zynga ermöglicht hat Milliarden-Dollar Businesses zu werden. Er hat restloss daran gearbeitet die besten Ingenieure zu finden— er hat sogar Unternehmen bezahlt ihm Talente zu organisieren.
Quelle: http://www.businessinsider.com/facebook-vs-myspace-2013-12?IR=T
Links: Productivity Future Vision von 2011 (!)
Rechts: A Day made of Glass
IBM Watson gewinnt Jeopardy (2010) = Natural Language Processing
http://www.pegnitz.de/kultur-brauchtum/flinderer/
Audi Film Berlinale 2016
Daimler Film Future Truck 2025
Service Dominant Logic unterbringen!
Handlungsfelder sind nicht unabhängig voneinander!
Customer:
Customer Insights: Customer<->brand: Purpose is to understand the customer as well as their underlying mindsets, moods, motivation, desires, aspirations, and motivates that trigger their attitude and actions – based on the increasing data that is available
Mulit/Omni Channel Management: Ability to interact (online/offline) with potential customers on various platforms/ways (retail, online, print,..)
Customer Integration: Integrating the customer into core business processes (co-creation; innovation; customer self-service); process of consolidating and managing customer information from all available sources, including contact details, customer valuation data, and information gathered through interactions such as direct marketing/software testing,…
Hybrid Customer Interaction: New forms of customer relations through digitalization (the “digtal” customer); classic touch-points erode; The new “hybrid customer”; Convergence of the customer interaction: of canals (s.o.); of processes (customer- & company processes melt) -> connection of all CRM-processes and touchpoints; of technology (content on devices merges) -> uniform / aligned device management;
Value Proposition
Smart Products: integration of physical products with innovations in digital, mobile and sensor technologies
Smart Services: services that are based on or enabled through digital technologies / often enriching a product or offered in addition to an initial product
Individualization: In sense of customization it refers to using technology to accommodate the differences between individuals and their needs
Compatibility: Capable of being used with equipment in a system without the need for special modification or conversion
Operations:
Integrated IT: Having different parts/systems/networks working together as a unity
Flexible Operations: Ability of a system/process to respond to potential internal or external changes affecting its value delivery, in a timely and cost-effective manner
Digital Manufacturing: Direct digital manufacturing is a computer-based process that employs additive fabrication technology (aka rapid prototyping) to produce end‐use items; intelligent production systems; machine-to-machine communication
Digital Supply Network: Automated / integrated digital information & data flow – as well as usage – throughout the supply chain – between a company, its partners, customers etc. and throughout all business processes; e.g. enabled through integrated IT systems, compatible interfaces
Organization
Digital DNA: Employees need the digital mindset; Employee’s creativity needs to be promoted; “start-up”-mentality (“no boundaries”); Transformative vision has to infuse the entire company; Digital “workplace”
Agility: 2 speed organization; Ability to react quickly to market changes; Short time to market;
Leadership: New forms of leadership (flexibility, promotion of autonomous organization, team- & project culture instead of top-down / hierarchic organization)
Employee Skill Set: Digitalization requires new interdisciplinary skills (e.g. Eng. <> IT / IT <> OT); Innovative requirement methods;
Data:
Data Ownership & Privacy: definition of who owns data (e.g. after a product is sold to a customer – does the vendor still has access to the data for their analytics?); clarification of privacy issues
Data Integration: digitalization produces loads of data of multiple sources, which needs to be well managed and integrated to provide real value
Data Security: how to deal with data security issues
Data Analytics: advanced / predictive analytics of the large amount of digital data (social data, sensors, usage data, machine data etc.) to improve products, services, forecasts, internal processes etc.
Transformation Management:
Digital Strategy: Process of specifying an organization's vision, goals, opportunities and related activities in order to maximize the business benefits of digital initiatives to the organization
Change Management: Approach to transitioning individuals, teams, and organizations to a desired future state / towards the digital vision or the digital enterprise
Role of the CIO: Definition of the role of the CIO / IT-Department throughout the digital transformation
Digital Value Assurance: evaluate and monitor the benefits of divers digital initiatives
IT is becoming an integral part of the product itself – offers opportunities for new value propositions. Such as new services…
Examples
- BMW
- RWE / Energy supply
- Siemens HC (CT, MRT) remote maintenance
Example:
BMW Drive Now: from car manufacturer to „mobility provider“ (car >> car with additional digital technologies to measure wheel pressure etc. >> car enriched with services such as navigation system >> new additional services, independet from the original product: drive now carsharing / park now)
General Motors: a traditional car manufacturer, which provides the IoT-enabled service OnStar (Automatic Car Management System), allowing for various remote emergency, route, and maintenance services: Automatic Crash Response, Roadside Assistance, Remote Services (Lock, unlock doors, locate vehicle, start vehicle,..); Dealer maintenance notificatio
=> ‘putting the car into the Internet might have much more disruptive potential than putting the Internet into the car’ (Rosemann, 2014, p. 8).
Hiliti:
new 360° solutions (provision of entire tools fleet with monthly fee for ist services – online invetory, repair service etc.) and
seperate software solutions („fleet management“) that can be used independently from the original product – also to organize products of other vendors
Kennametal: Offers „NOVO“ – an online tool offering many solutions to improve customer manufacturing processes (integrates collective machining knowledge, enables simulation, offers tool advisor, tool selector, and tool configurator, everything down the line gets more efficient—from parts quoting through programming, presetting, and production)
LEW (electric utility): smart home grid, virtual powerhouses
Siemens HC: e-ticket system for advanced service; new imagings in radiology
Further Examples of Smart Services, enriching a product:
Remote Monitoring of home appliances (Schneider)
Remote Maintenance (Rolls Royces Aerospace)
Glucose monitoring device, which is used for the ‘masked’ collection of glucose data. The data is not provided to the patient, but to a physician, who discusses the results and further treatment with the patient. (Medtronic)
Safety Watch, which is designed for elderly people, and which provides a ‘help button’. When the button is pushed, the Lively Care Team is requested to contact the patient to offer support. (Lively)
IT is becoming an integral part of the product itself – offers opportunities for new value propositions. Such as new services…
Examples
- BMW
- RWE / Energy supply
- Siemens HC (CT, MRT) remote maintenance
Example:
BMW Drive Now: from car manufacturer to „mobility provider“ (car >> car with additional digital technologies to measure wheel pressure etc. >> car enriched with services such as navigation system >> new additional services, independet from the original product: drive now carsharing / park now)
General Motors: a traditional car manufacturer, which provides the IoT-enabled service OnStar (Automatic Car Management System), allowing for various remote emergency, route, and maintenance services: Automatic Crash Response, Roadside Assistance, Remote Services (Lock, unlock doors, locate vehicle, start vehicle,..); Dealer maintenance notificatio
=> ‘putting the car into the Internet might have much more disruptive potential than putting the Internet into the car’ (Rosemann, 2014, p. 8).
Hiliti:
new 360° solutions (provision of entire tools fleet with monthly fee for ist services – online invetory, repair service etc.) and
seperate software solutions („fleet management“) that can be used independently from the original product – also to organize products of other vendors
Kennametal: Offers „NOVO“ – an online tool offering many solutions to improve customer manufacturing processes (integrates collective machining knowledge, enables simulation, offers tool advisor, tool selector, and tool configurator, everything down the line gets more efficient—from parts quoting through programming, presetting, and production)
LEW (electric utility): smart home grid, virtual powerhouses
Siemens HC: e-ticket system for advanced service; new imagings in radiology
Further Examples of Smart Services, enriching a product:
Remote Monitoring of home appliances (Schneider)
Remote Maintenance (Rolls Royces Aerospace)
Glucose monitoring device, which is used for the ‘masked’ collection of glucose data. The data is not provided to the patient, but to a physician, who discusses the results and further treatment with the patient. (Medtronic)
Safety Watch, which is designed for elderly people, and which provides a ‘help button’. When the button is pushed, the Lively Care Team is requested to contact the patient to offer support. (Lively)