Digital business leadership : digital transformation, business model innovation, agile organization, change management / Ralf T. Kreutzer, Tim Neugebauer, Annette Pattloch.
Contributor(s): Neugebauer, Tim [author] | Pattloch, Annette [author].Material type: Computer fileSeries: Management for professionals.Publisher: Berlin, Germany : Springer, Copyright date: ©2018Description: 1 electronic resource (xii, 263 pages) : illustrations.Content type: text Media type: computer Carrier type: otherISBN: 9783662565476 (hbk.); 3662565471 (hbk.); 9783662565483 (ebk. : PDF); 366256548X (ebk. : PDF).DDC classification: 658.872
|Current location||Collection||Call number||Status||Date due||Barcode|
|Klingemann Library||BUSINESS -- Business, management||658.872 K888 2018 e-res (Browse shelf)||Available as electronic resource -- please ask your librarian||2019-0451|
BIBLIOGRAPHY NOTE: includes bibliographical references.
MACHINE-GENERATED CONTENTS NOTE:
1 Background and the Necessity to Build a Digital Business Leadership 1 --
1.1 Digital Darwinism and the Redistribution of the World 2 --
1.2 Drivers of Digital Change 7 --
1.3 From Classic Nondigital Business to Digital Ecosystems in the Internet of Everything 20 --
1.4 Position and Fields of Action of the German Economy on the Digital Map 34 --
References 40 --
2 Eight Areas of Action to Build a Digital Business Leadership 43 --
2.1 Guidelines for Developing a Vision for the Digital Age 43 --
2.1.1 Managerial Visions in the Digital Age 44 --
2.1.2 Anchoring Vision Design in Strategic Management 46 --
2.1.3 From Corporate Purpose to a Vision 51 --
2.1.4 Creating a Viable Digital Vision 56 --
2.2 Concepts for the Development of Business Model Innovations 59 --
2.2.1 Business Models and Their Perspectives 60 --
2.2.2 Basic Types and Patterns of Business Models 62 --
2.2.3 From the Existing Business Model to Business Model Innovation 70 --
2.2.4 Incremental Digital Optimization of Existing Business Models 76 --
2.2.5 Realizing Business Model Innovations with Considerable Innovation Levels 81 --
2.3 How to Design a Digital Organization 87 --
2.3.1 Understanding Digital Change as a Task of Innovation Management 87 --
2.3.2 Anchoring the Network Organization in Top Management 100 --
2.3.3 Digitally Aligning the Entire Organization 103 --
2.3.4 New Organizational Concepts for a New, Digital-Centered World 109 --
2.4 From Product to Process: The Relevance of Services 113 --
2.4.1 Introductory Remarks on the Growing Importance of Services 113 --
2.4.2 Smart Services as Digitized Services 114 --
2.4.3 The Theoretical Foundation of Services 115 --
2.4.4 Service Transformation: From Product Manufacturers to Service Providers 119 --
2.4.5 Development of Services with Service Design and Design Thinking 122 --
2.5 Open Innovation: How Customers Are Integrated into Innovation Processes 129 --
2.5.1 Backdrop for Open Innovation Concepts 129 --
2.5.2 Fundamentals of Open Innovation Concepts 131 --
2.5.3 Fields of Action for Open Innovation Concepts 134 --
2.6 User Centralization: The Needs of a Digital Customer Journey 140 --
2.6.1 Current Challenges in the Purchasing Behavior of Consumers 140 --
2.6.2 Capturing and Designing the Customer Journey 144 --
2.6.3 Management of Customer Touchpoints 146 --
2.6.4 Customer Experience Management 156 --
2.7 IT as Enabler of Digitized Business Processes, Products, and Services 159 --
2.7.1 The Web as a Platform 160 --
2.7.2 From Open Industry Standards to Open-Source Software and Versatile Systems 165 --
2.7.3 Technological Innovation Creates New Opportunities for Digital Leaders 172 --
2.8 Controlling of a Digitalized Organization 176 --
2.8.1 Framework Conditions for the Design of Controlling 176 --
2.8.2 Transformation of Controlling 184 --
References 190 --
3 Change Management: Shaping Change Successfully 197 --
3.1 Fundamentals of Change Management 197 --
3.2 Instruments and Processes of Change Management 206 --
3.3 The Position of Employees in Change Processes 211 --
References 218 --
4 Best Practices in Building a Digital Business Leadership 219 --
4.1 Axel Springer: A Publisher in Transition Towards Being a Digital Publisher 219 --
4.1.1 The Company Axel Springer SE 220 --
4.1.2 Corporate Culture at Axel Springer: Three Action-Guiding Values 222 --
4.1.3 Change Management at Axel Springer Move 225 --
4.2 XING: Digital DNA in Action 228 --
4.2.1 The Company XING 229 --
4.2.2 What Makes XING a Digital Business Leader? 230 --
4.2.3 Vision, Culture, and Leadership of a Digital Business Leader 230 --
4.2.4 How the Vision Is Implemented by a Strong Leadership Personality 234 --
4.3 ImmobilienScout24: Digital Titan 240 --
4.3.1 The Company ImmobilienScout24 241 --
4.3.2 A Human Being with Face and History: Added to the Facts 242 --
4.3.3 ImmobilienScout24 and Big Data: Product Development Along the Customer Journey 248 --
4.3.4 Persona Data, Start-Ups, and What Next? 252 --
4.4 Dalia Research: Silicon Valley in Berlin 253 --
4.4.1 The Idea 254 --
4.4.2 Massive Scalability with Open-Source Software 258 --
4.4.3 Response 259 --
References 259 --
5 Beginning Is the Most Difficult: Our Call to Action 261 --
-- Provided by publisher.
MACHINE-GENERATED SUMMARY NOTE:
"This book provides specialists and executives with a clear, yet practical set of recommendations to meet the challenges of digital transformation and ensure long-term success as a leader in a primarily digital business world. The authors describe the fundamental principles of digitization and its economic opportunities and risks, integrating them into a framework of classic and new management methods. The book also explores how increasing digitization - not only of communication, but of complete value chains - has led to a need to establish a digital business leadership. Digitization is changing people and markets: it causes the upheaval of entire industries, creates new digital-centric companies, and forces established companies to cope with the transformation activities associated with these digitization processes. New approaches and methods have to be learned, tried and tested patterns of thinking have to be explored, and last but not least, innovation activities have to be understood as continuous necessities. At the same time, digital business offers considerable opportunities for renewing competitive advantages, improving existing process structures and realigning products, services and business models."
-- Provided by publisher.
MACHINE-GENERATED SUMMARY NOTE:
"This work about Digital Business Leadership shows the opportunities for renewal of competitive advantages due to digitization. Thereby, these opportunities can occur within disruptive breaks of entire sectors, while the management of this digitization processes can lead to significant efforts for established companies. New process models have to be learned, proven patterns of thinking have to be broken, and not least innovation activities have to be understood and used as a continuous challenge.
• But how can necessary changes be done?
• What new concepts must be learned and which traditional principles should be thrown overboard?
• What is Digital Business Leadership and how is it achieved?
These questions have raised our concern in teaching, research, and practice and therefore motivated us to write this book. We would like to offer you, dear readers, scientific models coupled with practice-relevant methods illustrated on the basis of concrete business case examples. Our objective is to show current developments and future challenges. Especially the exponential change dynamics of this dynamic subject area have been a special challenge. On the one hand, we have encountered them by reducing the creative process of this work to a minimum by using the digital solutions available to us. On the other hand, we concentrated on methods and models whose validity is secured over a longer period.
In this work, we lead you first to the need for developing a digital business leadership whose driver is the increasing digitization of entire value chains. Doing so, we describe the essential foundations of the digitization and its associated business opportunities and risks. We will embed these in a framework of classic and new management methods.
We have systematically developed eight main areas of action for the construction of a Digital Business Leadership. Each of these key factors is described by means of a compact analysis and transferred into concrete recommendations. At the same time, the relevant process models, management principles, and methods are being discussed based on comprehensible examples. Their transfer into the everyday life of a company is supported by a dedicated chapter on change management.
In order to illustrate the fields of action based on concrete companies, we provide detailed case studies of Digital Business Leaders in the fourth chapter of this work. […]
We hope that as students and practitioners, as professionals and executives, we can provide you with a clear and at the same time workable structure of theoretical models and concrete recommendations for action to meet an increasingly digitally shaped business world and to be successful in the long term."
-- Preface, pp. v-vi.
MACHINE-GENERATED NOTE ABOUT AUTHOR(S)/EDITOR(S):
"Ralf Kreutzer: Since 2005, Prof. Dr. Ralf T. Kreutzer has been a Professor of Marketing at the Berlin School of Economics and Law. In addition, he works as a marketing and management consultant, trainer, and coach. He previously worked for 15 years in various management positions at Bertelsmann, Volkswagen, and Deutsche Post. Through regular publications and presentations, Professor Kreutzer has spread considerable impulses concerning various topics related to marketing, dialogue marketing, CRM/loyalty programs, database marketing, online marketing, digital Darwinism, and strategic and international marketing. He advised a variety of enterprises nationally and abroad in these fields and trained/coached managers at middle and top management level. Professor Kreutzer is a frequent keynote speaker at national and international conferences.”
“Tim Neugebauer is co-founder and CEO of DMK E-BUSINESS GmbH. He is a business graduate and is responsible for managing the areas of strategy, consulting, and marketing/sales. As senior digital business consultant, he also leads the digital consulting unit DMK INNOVATIONS, where he is actively involved in the digital management and strategy consulting for group companies, public institutions, and SMEs. The main topics are digital transformation, digital business leadership, agility, user centralization, and questions concerning dual organizational principles. Since 2012, Tim Neugebauer has also been spokesman of the forum “Digital Business” in association with SIBB eV–ICT and Digital Business Association of Berlin-Brandenburg, pushing issues of digitization in the capital region. At the Beuth University of Applied Sciences Berlin, he has been a lecturer in the areas of service marketing and innovation management. At the University of Applied Sciences Potsdam, Tim Neugebauer advises on the establishment of an entrepreneurship and management lab. Tim Neugebauer regularly publishes in relevant media, gives statements and interviews, and also speaks at conferences and trade shows.”
“Prof. Dr. Annette Pattloch has been a Professor of Marketing at the Beuth University of Applied Sciences Berlin since 2005. After studying Information Science at the University of the Saarland and at Rutgers University in the USA, she has been working in the industry for more than 10 years, most recently in a consulting firm as department manager for customer relationship management systems at the Volkswagen subsidiary gedas. Her focus in research and teaching lies on brand management and services marketing.”
-- About the authors, pp. xi-xii.
LANGUAGE NOTE: "Translation from German language edition: Digital Business Leadership, by Ralf T. Kreutzer, Tim Neugebauer, Annette Pattloch. Springer Gabler © Springer Fachmedien Wiesbaden 2017." -- Title page verso.
CATALOGUING: copy + original descriptive cataloguing + additions/corrections + summary + contents, 2019-04-12.
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|Digital business leadership : by Kreutzer, Ralf T.|