Next Generation IT Strategy – Approaching the Digital Enterprise

Enterprises are strongly influenced by new trends like social media, cloud computing, mobile connectivity, and big data. Thus, beside business and IT issues, IT governance has to cope with the needs and requirements of stakeholders like customers and employees in order to establish competitive advantages through information technology. This article introduces a Digital Capability Framework to assess the potential for improvement and the readiness for transforming into a Digital Enterprise based on such trends, and it shows how to make most use of those opportunities.

Several trends, relating for example to technologies and society, lead to the democratization of companies. This article shows how IT strategies – if built upon the convergence of those trends – enable a company to become a Digital Enterprise and to develop strong competitive advantages.

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PRO3 at Allianz – A New Dimension of Customer Centricity

Allianz SE is the largest insurance group in Germany. To keep its leading position, Allianz Germany has committed to Pro3, a program which will bring customer-oriented consulting to a new level. The reasons for this step are the ever changing circumstances, new media and technologies, as well as increasingly discerning, responsible, and highly involved customers in a saturated market. Those customers want financial service providers who are genuine, unassuming, and down-to-earth, but who also align their services entirely on the ideas, visions, and aspirations of the clients. The transformation of the biggest German sales organization has just recently begun.

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ENTERPRISE ARCHITECTURE AND TRANSFORMATION – The Differences and the Synergy Potential of Enterprise Architecture and Business Transformation Management

Due to their holistic approach and some common terminology, Enterprise Architecture Management (EAM) and Business Transformation Management (BTM) are two disciplines that need to be investigated in order to better understand their synergies, and to understand where each is best applied. This article aims at clarifying the relationship of EAM and BTM, as well as their respective methods. The article is based not only on the authors’ discussion of the “Enterprise Architecture and Business Transformation” question, but on ten interviews with experts from science, consulting and industry practice, and on feedback provided by a sounding board of several SAP experts and managers. It was discussed with the experts who key users and stakeholders are, which problems need to be addressed, which goals are pursued, and the benefits and value added. The authors further investigated capabilities and competencies needed and how EAM and BTM are evolving.

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Learning Transformation at Tri-Divisional – 10 key lessons for organizations looking to build their transformational capabilities

Undertaking organizational transformation presents a wide range of challenges even for highly experienced organizations. These challenges are far greater in organizations that have never before carried out such initiatives. In addition to the many difficulties associated with developing and implementing radical business innovation, inexperienced organizations are also faced with the need to rapidly acquire the competencies necessary to successfully execute transformation initiatives. This article presents some of the key lessons learned by a large, diversified organization that is in the early stages of developing its transformative capacity while undertaking a transformation of its human resources function.

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The Blue Economy – Innovations for a New Level of Competition

Sustainability means meeting the basic needs of all people and those of future generations. The Blue Economy concept takes up this idea and expands on it with the premises of avoiding waste, utilizing physical and biological mechanisms, and using only regional resources. Consequently, the Blue Economy is following the analogy of ecosystems, which create neither waste nor emissions and supply themselves with local resources only. This article presents four hypotheses about the Blue Economy approach and illustrates what opportunities and benefits companies could profit from by applying the principles of the Blue Economy. Using a range of examples, it becomes evident that the first innovative business models to follow the principles of the Blue Economy are already having a lasting effect today.


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