Top Ten Barriers Digital Transformation Harvard Business Review
Finally… Happy 😊 to present you the 🎞️ video of the presentation.
Presentation of the research paper 📝 Tin Market Segmentation Support the Creation of Digitally-Enabled Product-Service Systems?📝 (a collaboration with Paul Ammann, Berner Fachhochschule BFH)
Thanks: Paul Ammann – for collaboration and support, Shaun West & Jürg Meierhofer – for the organization of the event, the participants – for questions & discussion
Dr. Paul Ammann vom Institute for Data Applications and Security IDAS der Berner Fachhochschule BFH stellt in seiner neuen Publikation «Marktsegmentierung für Industriegütermärkte» einen pragmatischen Marktsegmentierungsansatz vor.
Das Buch behandelt eine der zentralen Fragen jeder Marktstrategie: Wer ist der Kunde/dice Kundin? Im B2B Geschäft sind in den Kundenunternehmen meist mehrere Personen an einem Kaufentscheid beteiligt. Dies führt zu spezifischen Anforderungen an die Marktsegmentierung, dice im Buch vorgestellt werden.
Hier dice Website zum Buch: https://link.springer.com/volume/ten.1007/978-3-658-35633-0
👨🏫 Wo begegne ich KI im Alltag? Wie funktioniert KI? Wie kann ich selbst eine KI trainieren & testen? Blick in dice Zukunft: Ich entwerfe mein eigenes "KI-Ding".
Ein grosses Merci an: die Kids – für das Mitmachen & -denken, World Usability Twenty-four hours 2021 Switzerland & Alwin Seiverth – für die System, Eva Braunecker – für den Support während des Workshops, & the residual of the WUD4-Kids-Gang für die tolle Stimmung.
Presentation of the research newspaper 📝 Can Market place Segmentation Support the Creation of Digitally-Enabled Production-Service Systems?📝 (a collaboration with Paul Ammann, Berner Fachhochschule BFH)
Thanks: Paul Ammann – for collaboration and back up, Shaun Due west & Jürg Meierhofer – for the organization of the result, the participants – for questions & discussion
👨🏫 Künstliche Intelligenz für Kids diesmal online am Earth Usability Twenty-four hours.
In gut i.5 Stunden lernten die Kids, wo sie KI im Alltag begegnen und wie eine KI funktioniert. Mit der Teachable Motorcar konnten sie selbst eine KI trainieren. Am Schluss schauten sie in die Zukunft und entwarfen ihr eigenes "KI-Ding".
Die Zeit verging im Fluge – mir hat es Spass gemacht. Ein grosses Merci an die Kids für ihre aktive Teilnahme und die interessanten Fragen. Ebenfalls ein Merci an die Organisatoren von UX Schweiz.
👉…
👨🏫 Vier Tage zum Thema "Künstliche Intelligenz" (ki4kids) im Riedmatt an der Sek eins Höfe. Diesmal haben die Schüler an eigenen Projekten gearbeitet. Die Schüler hatten viel Spass am Thema und waren summit motiviert!
👉… https://thingminds.ch/de/kikids/
In Short
📝 You're Going Digital — At present What? 🧒🏻 Paul Leonardi 📕 MIT Sloan Direction Review, Winter 2020
💻 +business management °article @MIT SMR ^You're Going Digital — Now What? #digitalization #strategy
💡 What: Success of digital transformations depends less on top-down strategizing than on the manner people on the front lines implement new digital tools.
✔️ Why: Leaders can strategize in reverse: They accept to understand how digital tools come to exist used widely and effectively, in order to create an environment that provides optimal weather.
Things to Remember
- It is necessary to know how digital transformation tends to be experienced and candy by the company'due south employees. When digital tools practice non get used, the way they are supposed to exist, the anticipated gains fail to materialize: Digital transformations become digital flops.
- ⚙️ The "Work Digitization Process", consists of a set of six interlinked phases, that are role of the "Causal Chain of Events" and the "Planning Process". The procedure is to be mapped out with the similar rigor equally activities such equally financing the transformation, reorganizing the company, developing data-driven insights and reducing time to market.
- ⚙️ The causal chain of events describes how alter develops internally during a digital transformation. The six phases are the following: (1) leaders sell the digital transformation (buy-in on goals); (2) employees decide whether to apply the new technology; (iii) employees make up one's mind how they volition apply the new technology; (iv) new kinds of data modify the way employees deport; (5) performance improves locally; (6) local performance aligns with company goals.
- Explaining the benefits of digital modify to the workforce creates frames of reference that people employ to understand the applied science they are beingness asked to implement.
- Employees consider whether the applied science enables them, as individuals, to bear out the goals announced past the company's leaders.
- A digital transformation gets traction when it meets fundamental corporate goals by employing technologies that better local processes and results.
" Implementing digital technologies to create meaningful alter is hard work. To make a digital transformation accept off, business organisation leaders have to first understand the internal concatenation of events that is set off by the introduction of new technologies."
- ⚙️ The planning process starts at the point where the causal chain of events ends up (planning in reverse). The first stage includes the identification of the gains in operation that are achieved locally with new digital tools. Building and working back from at that place, company'south goal are set.
- 🛠️ 3 questions to kick-start the planning process:
- (one) "Which local activities accept the nearly potential to transform the visitor?" → The identification of local activities will impact the choice of the digital tools to bring in, inform how to lay the groundwork for implementation, and support the efforts to rally the company behind the transformation.
- (2) "How tin you foster information period and behavioral change in your arrangement?"
→ Changed roles and relationships are byproducts of a digital transformation. Employees need to be able to alter tasks, roles, and social networks fluidly. - (3) "Who are your central influencers, and how can they help your culture get digitally set up?" → The identified influencers can exist enlisted to broadcast the hope of the coming digital change. They are cardinal players in the breezy advice-seeking networks of the company.
- 🛠️ Two simple questions that help to identify visitor's cardinal influencers: "Whom exercise you lot go to for communication about technical issues?" and "Whom exercise you go to for advice about strategic bug?"
- Iii myths about digital alter: (1) New technologies accept immediate and direct effects on performance; (ii) Implementing new technologies is the Information technology section's job; (3) About digital transformation efforts fail because the engineering science did not work.
In Short
📝 Discovery-Driven Digital Transformation: Learning Your Way To A New Business Model 🧒🏻 Rita McGrath and Ryan McManus 📕 Harvard Business Review, May–June 2020
💻+business management °article @HBR ^Discovery-Driven Digital Transformation #digitalization #innovation
💡 What: Instead of big moves, established companies should take an incremental, stride-by-step arroyo in response to the threats posed by digital engineering science.
✔️ Why: Incumbent companies should exploit their resources and cognition in lodge to larn their way gradually towards an effective digital transformation.
Things to Remember
- Digital technologies and new business models pose an existential threat to traditional companies. They often invest a lot of resources in big all-or-nothing digitalization projection, but fail badly. Instead, they should take a more incremental approach to transform over time.
- Large firms have a better chance of responding finer to digital challenges. Traditional companies have the following advantages over new competitors: Paying customers, financial resources, customer and marketplace data, and larger talent pools.
- A discovery-driven approach gets past the common barriers of digital transformation, by starting small, spending picayune on an ongoing portfolio of experiments, and learning a lot.
- In the digital context, discovery-driven planning (DDP), an incremental experimental approach, focuses on reinventing the manner a visitor sells and delivers products it already produces, too as on identifying how to create and deliver new value through new digital capabilities.
- Digitalization projects can be used to to begin an organisational transformation.
" But whatever the goal is, [the visitor] should frame the engineering science every bit an opportunity for the business concern rather than frame the business equally an opportunity for the engineering science."
- ⚙️ A DDP approach to digital transformation involves v key steps: (1) redesign of operations that are non working well and where technology adds value; (2) focus on specific problems, identification of outcomes and development of progress metrics; (3) identification of the loonshit of competition; (4) bank check of whether a platform opportunity exists; (5) test of the assumptions.
- 🛠️ Employ "from-to" tables, in society to identify problems that tin can be addressed with digital engineering science, to describe the solutions to achieve and to propose ways to measure progress.
- 🛠️ A way to measure progress on digital transformation overall: return on time invested (ROTI) = total revenue / number of employees
- 🛠️ For identifying competitors: The field of competition is non a market place (like players over rival products) but an arena, that is divers by a client need (job to be washed).
- 🛠️ Tool to empathize whether a platform opportunity exists: client consumption chain.
- 🛠️ Test assumptions with the assumption checkpoint table: write downwardly the next milestones the project goes through, which assumption demand to be tested at each and, if possible, the costs of the test.
References
Furr, N., & Shipilov, A. (2019). Digital doesn't take to be disruptive. Harvard Business Review, 97(4), 94-103.
Govindarajan, 5., & Immelt, J. R. (2019). The Just Way Manufacturers Can Survive. MIT Sloan Management Review, 60(3), 24-33.
Source: https://ofthings.ch/wp-content/uploads/2020/06/thingminds_TTK_DiscoveryDrivenDigitalTransformation.pdf
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