Titlebook: Shaping the Digital Enterprise; Trends and Use Cases Gerhard Oswald,Michael Kleinemeier Book 2017 Springer International Publishing Switzer

忍耐

Digital Culture: Why Strategy and Culture Should Eat Breakfast Togetherw to avoid such failure by driving the changes in culture that can lead companies to digital success (The title of this chapter is inspired by Peter Drucker’s alleged statement ‘Culture eats strategy for breakfast’).

迅速成长

What Co-Innovation Can Mean for Digital Business Transformation: Sharing and Managing Risk to Achievscriptive maintenance solution integrated into a technology platform with extensive data analysis to deliver critical metrics and key performance indicators. The insights gleaned from successful execution of these projects should serve useful to those who are pursuing digital business transformation through innovation.

悲观

遣返回国

aerial

Virtual Reality Goes Mobile in the Digital Ageer engagement. In this chapter we show how three enterprises have embarked on mobile VR experience for their customers. We present the key challenges and opportunities, as well as business value and lessons learned from those digital initiatives.

推迟

Digitalize or Drownof digitization include digital technology breakthroughs; changes in people’s behavior, attitudes and expectations; comparatively low barriers to entry; and the availability of huge amounts of venture capital. Objects of digitization are processes and work; products and services; and business models

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热心

Adj异类的

Antithetic Leadership: Designers Are Different, Business People Too buyer groups. To address these new paradigms, companies need to establish a permanent . that goes far beyond existing research and development (R&D) and idea management. Innovation capability, often also referred to as ., complements a company’s ., which remains vital. To survive and remain competi

证实

Digital Culture: Why Strategy and Culture Should Eat Breakfast Togetherectations are set for the resulting disruptive and ongoing innovations, yet promising business transformations, with expected high business benefits for customers and the organizations, often fail because they collide with the company culture. In this chapter two best-practice examples illustrate ho