Summary articles – Digital Business – 2020
Inhoudsopgave
Summary articles – Digital Business – 2020............................................................................................1
Week 1...................................................................................................................................................2
Article 1.1. Thriving in an increasingly digital ecosystem....................................................................2
Article 1.2. Embracing digital innovation in incumbent firms.............................................................3
Article 1.3. Pipelines, platforms and the new rule of strategy............................................................4
Article 1.4. Competing on customer journeys....................................................................................5
Week 2...................................................................................................................................................6
Article 2.1. IT Governance: oil or sand in the wheels of innovation?..................................................6
Article 2.2. IT- Governance.................................................................................................................7
Article 2.3. A wheelbarrow full of frogs: understanding portfolio management for agile projects....8
Week 3...................................................................................................................................................9
Article 3.1. Success lies in the eye of the beholder: the mismatch between perceived and real IT
project management performance....................................................................................................9
Article 3.2. Embracing agile: How to master the process that’s transforming management............11
Video 3.3. Agile product ownership in a nutshell.............................................................................12
Week 4.................................................................................................................................................12
Article 4.1. How the most innovative companies capitalize on today’s rapid-fire strategic challenges
– and still make their numbers.........................................................................................................12
4.2. Resistance to change: the other side of the story......................................................................14
4.3. Making the most of IT governance software: understanding implementation processes.........16
4.4. What to expect from artificial intelligence?...............................................................................17
Week 5.................................................................................................................................................18
5.1. DELTA Plus model & five stages of analytics maturity: a primer................................................18
6.2. Process modeling for BPR: event- process chain approach.......................................................19
1
,Week 1
Article 1.1. Thriving in an increasingly digital ecosystem
By Weill & Woerner (2015)
Given the amount of turmoil digital disruption is causing, it’s time for companies to evaluate
the threats and opportunities — and start creating new business options for the future.
The business world is rapidly digitizing, breaking down industry barriers and creating
new opportunities while destroying long-successful business models. We call this process
digital disruption.
Given the amount of turmoil digital disruption is causing, it’s time for companies to
evaluate these threats and opportunities and start creating new business options for
the future — the more connected future of digital ecosystems.
In periods of digital disruption, businesses focused narrowly on value chains were at a
disadvantage; they needed to think more broadly about their business ecosystems. Indeed,
we found that companies that had 50% or more of their revenues from digital ecosystems
and understood their end customers better than their average competitor had 32% higher
revenue growth and 27% higher profit margins than their industry averages.
Four business models for the digital era
Executives need to determine:
1. The extent to which they want to control the value chain, or drive or be part of an
ecosystem that delivers on the end customer’s total needs
2. The extent to which they know about their end customer’s goals
The supplier model: Suppliers have a partial knowledge of their end consumer, and typically
operate in the value chain of another powerful company.
2
, The omnichannel model: Omnichannel businesses provide customer access to their products
across multiple channels, including physical and digital channels, giving their greater choice
and a seamless experience.
The ecosystem driver model: Ecosystem drivers provide a platform for the participants to
conduct business; the platform can be more or less open. Ecosystem drivers use their brand
strength to attract participants, ensure a great customer experience and offer one-stop
shopping.
The modular producer model: These producers provide plug-and-play products/services that
can adapt to a variety of ecosystems. To survive modular producers must be among the best
in their category. There are many alternatives and switching costs are low.
While most companies today are concentrating on developing better products and building
their relationships with customers, they are using different models.
Smaller companies are currently seizing digital disruption opportunities while their
larger counterparts are struggling to respond.
Companies that manage ecosystems and have a better customer understanding,
they perform better.
We see many companies begin by using digital capabilities to improve their end-customer
knowledge: collecting, consolidating and using insights about their customers. They move
from providing services directly to the consumer to assembling a web of relationships that
provide services.
Preparing for the future
Customer knowledge
1. Use digital capabilities to obtain information about customers’ goals and life events.
2. Amplify the customer voice inside the company
3. Emphasize evidence-based decision making
4. Develop an integrated, multiproduct channel customer experience
Become more of an ecosystem
5. Become the first choice in your space
6. Become great at building partnerships
7. Create service-enabled interfaces that others can use
8. Treat efficiency and compliance as a competency
Article 1.2. Embracing digital innovation in incumbent firms
By Svahn, Mathiassen and Lindgren (2017)
A case about Volvo Cars
Incumbent firms face four competing concerns:
1. Innovation capabilities (existing versus requisite)
Firms must develop new capabilities without jeopardizing existing product innovation
practices.
2. Innovation focus (product versus process)
Firms must strike a balance between developing new design and management
processes and leveraging digital technology in products and services.
3. Innovation collaboration (internal versus external)
Firms must develop the skills and relationships of the people operating within the
internal work arrangements, while also engaging external partners and resources.
4. Innovation governance (control versus flexibility)
3
Inhoudsopgave
Summary articles – Digital Business – 2020............................................................................................1
Week 1...................................................................................................................................................2
Article 1.1. Thriving in an increasingly digital ecosystem....................................................................2
Article 1.2. Embracing digital innovation in incumbent firms.............................................................3
Article 1.3. Pipelines, platforms and the new rule of strategy............................................................4
Article 1.4. Competing on customer journeys....................................................................................5
Week 2...................................................................................................................................................6
Article 2.1. IT Governance: oil or sand in the wheels of innovation?..................................................6
Article 2.2. IT- Governance.................................................................................................................7
Article 2.3. A wheelbarrow full of frogs: understanding portfolio management for agile projects....8
Week 3...................................................................................................................................................9
Article 3.1. Success lies in the eye of the beholder: the mismatch between perceived and real IT
project management performance....................................................................................................9
Article 3.2. Embracing agile: How to master the process that’s transforming management............11
Video 3.3. Agile product ownership in a nutshell.............................................................................12
Week 4.................................................................................................................................................12
Article 4.1. How the most innovative companies capitalize on today’s rapid-fire strategic challenges
– and still make their numbers.........................................................................................................12
4.2. Resistance to change: the other side of the story......................................................................14
4.3. Making the most of IT governance software: understanding implementation processes.........16
4.4. What to expect from artificial intelligence?...............................................................................17
Week 5.................................................................................................................................................18
5.1. DELTA Plus model & five stages of analytics maturity: a primer................................................18
6.2. Process modeling for BPR: event- process chain approach.......................................................19
1
,Week 1
Article 1.1. Thriving in an increasingly digital ecosystem
By Weill & Woerner (2015)
Given the amount of turmoil digital disruption is causing, it’s time for companies to evaluate
the threats and opportunities — and start creating new business options for the future.
The business world is rapidly digitizing, breaking down industry barriers and creating
new opportunities while destroying long-successful business models. We call this process
digital disruption.
Given the amount of turmoil digital disruption is causing, it’s time for companies to
evaluate these threats and opportunities and start creating new business options for
the future — the more connected future of digital ecosystems.
In periods of digital disruption, businesses focused narrowly on value chains were at a
disadvantage; they needed to think more broadly about their business ecosystems. Indeed,
we found that companies that had 50% or more of their revenues from digital ecosystems
and understood their end customers better than their average competitor had 32% higher
revenue growth and 27% higher profit margins than their industry averages.
Four business models for the digital era
Executives need to determine:
1. The extent to which they want to control the value chain, or drive or be part of an
ecosystem that delivers on the end customer’s total needs
2. The extent to which they know about their end customer’s goals
The supplier model: Suppliers have a partial knowledge of their end consumer, and typically
operate in the value chain of another powerful company.
2
, The omnichannel model: Omnichannel businesses provide customer access to their products
across multiple channels, including physical and digital channels, giving their greater choice
and a seamless experience.
The ecosystem driver model: Ecosystem drivers provide a platform for the participants to
conduct business; the platform can be more or less open. Ecosystem drivers use their brand
strength to attract participants, ensure a great customer experience and offer one-stop
shopping.
The modular producer model: These producers provide plug-and-play products/services that
can adapt to a variety of ecosystems. To survive modular producers must be among the best
in their category. There are many alternatives and switching costs are low.
While most companies today are concentrating on developing better products and building
their relationships with customers, they are using different models.
Smaller companies are currently seizing digital disruption opportunities while their
larger counterparts are struggling to respond.
Companies that manage ecosystems and have a better customer understanding,
they perform better.
We see many companies begin by using digital capabilities to improve their end-customer
knowledge: collecting, consolidating and using insights about their customers. They move
from providing services directly to the consumer to assembling a web of relationships that
provide services.
Preparing for the future
Customer knowledge
1. Use digital capabilities to obtain information about customers’ goals and life events.
2. Amplify the customer voice inside the company
3. Emphasize evidence-based decision making
4. Develop an integrated, multiproduct channel customer experience
Become more of an ecosystem
5. Become the first choice in your space
6. Become great at building partnerships
7. Create service-enabled interfaces that others can use
8. Treat efficiency and compliance as a competency
Article 1.2. Embracing digital innovation in incumbent firms
By Svahn, Mathiassen and Lindgren (2017)
A case about Volvo Cars
Incumbent firms face four competing concerns:
1. Innovation capabilities (existing versus requisite)
Firms must develop new capabilities without jeopardizing existing product innovation
practices.
2. Innovation focus (product versus process)
Firms must strike a balance between developing new design and management
processes and leveraging digital technology in products and services.
3. Innovation collaboration (internal versus external)
Firms must develop the skills and relationships of the people operating within the
internal work arrangements, while also engaging external partners and resources.
4. Innovation governance (control versus flexibility)
3
