Artikler

Her kan du finde artikler og white papers som inspiration.

LEVERAGING SMART DATA FOR IOT DIGITAL TRANSFORMATION IN INDUSTRIAL COMPANIES: THE VESTAS EXPERIENCE

Kræmmergaard, P., El Sawy, O., Bonde, T.  & Pedersen, A.H. (2016) SIM paper competition submission 

ABSTRACT: How should an industrial company get ready for the business transformation that accompanies the Internet of Things (IoT) around connected critical assets and the intensively data-driven operations and service offerings that it brings with it? What does a digital transformation for the IoT entail and what critical issues need to be addressed? How does an industrial company organize itself and manage its digital platforms to harness smart data successfully? How does the role of the corporate IT function change? We draw on the context of Vestas Wind Systems the Danish global wind energy company and their smart data IoT digital transformation to examine these issues and how they were dealt with. We first examine the maturity evolution of IoT smart data operations at Vestas from efficiency engine to value driver to new business model generator. We then use a digital leadership framework to exposit how Vestas organized to leverage smart data and we examine what we believe are IoT-specific critical issues: scaling up smart data capabilities for competitive advantage, redesigning business models for managing relationships with customers and partners around IoT.

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VÆRDISKABELSE VED BRUG AF BUSINESS ANALYTICS I VIRKSOMHEDENS FORRETNINGSMODEL 

Pernille Kræmmergaard, P., Carlsen, J. K. og Andersen, M. T. (2016) Digitaliseringsinstituttet vol. 01, no. 03, pp. 1-37

ABSTRACT: I takt med den markante forøgelse i mængden af data samt den teknologiske udvikling indenfor sofistikeret dataanalyse, er interessen for business analytics (BA) stærkt stigende. På trods af dette savner litteraturen et holistisk overblik over de værdiskabende muligheder, BA kan bibringe en virksomhed. Således bestræbes det i denne artikel at kaste et nyt lys over BA, ved at indtænke det i en kontekst af forretningsmodeller, i relation til det mest anerkendte, teoretiske rammeværk for forretningsmodeller – Business Model Canvas (BMC). Nærmere bestemt undersøges det, hvordan BA kan skabe værdi i hver enkelt byggesten, der tilsammen udgør BMC.

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BUILDING THE FOUNDATIONS AND ENTERPRISE CAPABILITIES FOR DIGITAL LEADERSHIP:  THE LEGO EXPERIENCE

El Sawy, Kræmmergaard, Amsinck & Vinter (2016), MIS Quarterly Executive, June 2016 (15:2)

Paperet har vundet førsteprisen ved 2015 SIM Paper-konkurrencen i USA.

Every enterprise in every industry sooner or later finds itself in the midst of a digitally-intensive business ecosystem with emerging digital platforms, a growing demand for increasingly digital products and services, and constantly connected customers, partners, and employees. For legacy brick-and-mortar companies to be competitively successful in this new dynamic environment, a major organizational transformation for digitalization is needed and critical. While such transformations are not unusual, it is less clear how an enterprise can effectively build the foundations and nurture the path to enterprise digital leadership as they undergo large organizational transformations and position themselves for the future. We define digital leadership for the enterprise as doing the right things for the strategic success of digitalization for the enterprise and its business ecosystem.

How does an enterprise develop the internal capabilities for digital leadership in organizational transformation? What are the requisite digitalization moves around products, in marketing, with partners, within the enterprise business areas, and within the IT organization? How do these digitalization moves help enterprises learn new ways of thinking about digital leadership? How does such a vision emanate through the top management team and within all ranks? What are the changes needed in the corporate IT function’s structure and its role as an orchestrator of digital innovation? How does the role of the CIO change? What insights can we provide to CIOs and CXOs in all industries about how to build the foundations for augmenting the enterprise capabilities for digital leadership?

This paper seeks to provide such insights for next practices for digital leadership in organizational transformation while drawing on the decade-long digitalization journey and experience of the LEGO Group in Denmark. LEGO made wooden toys when it was started in 1932 – in 2014 it was the No. 2 toy company in the world based on annual sales and No. 1 based on growth and valuation, and it counts
leveraging digitalization as one of its core strategic pillars.
 

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BUSINESS-CASE METODE FOR KOMMUNALE IT-INVESTERINGER, VERSION 2.O

Nielsen, Peter Axel og Persson, John Stouby

Forord: En IT-business-case er et værktøj, der kan bruges til at sikre velovervejede og gennemarbejdede grundlag for IT-investeringsbeslutninger. IT-business-cases har i forskellige former vundet indpas i kommunal, statslig og privat regi i både ind- og udland. I DISIMIT forskningsprojektet[1] har vi udviklet en metode til udarbejdelse af business-cases for IT-investeringer i danske kommuner. Metoden er dels udviklet på baggrund af diskussioner i temaet “IT fra omkostning til værdiskabelse”, hvor vi har gennemgået business-cases fra Aalborg Kommune, Favrskov Kommune og Gentofte Kommune samt gennemgået de forskellige tilgange herunder også hvordan KMD A/S og Rambøll Management Consulting A/S anvender business-cases. Metoden er dels udviklet på baggrund af praktisk viden og dels forskning fra ind- og udland. Den er udviklet til små og mellemstore kommunale IT-investeringer.
I denne metode ser vi primært en business-case som et centralt dokument i realisering af gevinster. Vi ser derfor en IT-investering som noget, der tages beslutning om i starten af et projekt, men en business-case er i lige så høj grad en aftale, der løbende skal laves opfølgning på, og som ofte skal ændres undervejs, når nogle af forudsætningerne ændrer sig. Business-casen er dermed en dokumenteret, men også en dynamisk, aftale mellem lederne af de kommunale virkeområder berørt af IT-investeringen og IT-implementeringens ledelse.

Modellen af Professor Peter Axel Nielsen og lektor John Stouby Persson.

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