Phantom Ex Machina: Digital Disruption’s Role in Business Model Transformation PDF
Preview Phantom Ex Machina: Digital Disruption’s Role in Business Model Transformation
Anshuman Khare · Brian Stewart Rod Schatz Editors Phantom Ex Machina Digital Disruption’s Role in Business Model Transformation Phantom Ex Machina Anshuman Khare • Brian Stewart • Rod Schatz Editors Phantom Ex Machina Digital Disruption’s Role in Business Model Transformation Editors Anshuman Khare Brian Stewart Athabasca University School of Computing Edmonton , AB , Canada University of Eastern Finland Joensuu , Finland Rod Schatz Alidade Strategies Inc. St. Albert, AB , Canada ISBN 978-3-319-44467-3 ISBN 978-3-319-44468-0 (eBook) DOI 10.1007/978-3-319-44468-0 Library of Congress Control Number: 2016953465 © Springer International Publishing Switzerland 2017 T his work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifi cally the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfi lms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specifi c statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made. Printed on acid-free paper This Springer imprint is published by Springer Nature The registered company is Springer International Publishing AG The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland Pref ace T oday’s business ecosystem is bringing furious and frenetic change to existing busi- ness structures, operations and models. And just like the Greek Furies that drove their victims mad, the dislocating effects of technological change are disrupting the accepted norms of business. This book explores the pivotal role that technology plays in creating new dynamics to business operations and forcing business model changes. In particular, the operating environment in which businesses function today has, and will, changed to a greater degree and at a faster pace than any period in the past. The dynamic that enabled the television to gain critical mass over fi ve decades has accelerated to allow Internet-based companies to reach the same critical mass within months. Market convergence is reducing business barriers to entry, destabilising long established businesses and their underlying business models. The dynamic forces of unleashed technological advancements that new technically advanced businesses are using are rapidly and signifi cantly disrupting long-established sustainable prod- ucts, companies, industries and sectors. The creative adoption of technology is cre- ating a strategic imbalance comprised of fi rms who understand how to use technology effectively and fi rms that have not yet realised that they are playing in an unstable ecosystem. The intent of this book is to explore the factors that make digital disruption possible, the effects this has on existing business models, the industries that are most susceptible to disruption and what executives can do to take advantage of disruption to reinvent their business model. Adoption of digital technology has caused process disruptions in some industries (e.g. automotive and services) and led to new business models (e.g. Über, AirBnb) and new products (e.g. robots, 3D printing, etc.). While most of these examples are in front of us and we read and hear about them in media, this book targets not-so- obvious disruptions (e.g. in the education sector, in services and changing business models) along with some obvious ones (e.g. 3D printing and in addressing mobility issues). I n short, the digital disruptions are around us. If one has not experienced it, one can sense it. How we produce goods and services and how we deliver them are all under the digital disruption microscope. The goal of the book is to get a discussion started by gathering the perspectives from around the world. v vi Preface The contributors to this book are consultants, academics, senior executives and business operators from North America and Europe. They present their views on technology disruptions they are facing and how they are reacting to it. T his book is targeted at business practitioners, entrepreneurs, senior leadership, managerial and administration teams and anyone interested in understanding how to guide corporate strategy and operate competitive businesses. Edmonton, AB, Canada Anshuman Khare Joensuu, Finland Brian Stewart St. Albert, AB, Canada Rod Schatz Editor Bios Anshuman Khare is professor in operations management at Athabasca University, Canada. He joined Athabasca University in January 2000. He is an Alexander von Humboldt fellow and has completed two postdoctoral terms at Johannes Gutenberg University of Mainz, Germany. He is also a former Monbusho scholar, having com- pleted a postdoctoral assignment at Ryukoku University in Kyoto, Japan. He has published a number of books and research papers on a wide range of topics. His research focuses on environmental regulation impacts on industry, just-in-time manufacturing, supply chain management, sustainability, cities and climate change, etc. As his commitment to the community, Anshuman also serves on the Board of Directors of Northern Alberta Business Incubator (NABI) and is the vice chair of Smart City Masterplan Steering Committee for the City of St. Albert. He is on the Steering Committee of Alexander von Humboldt Cities and Climate Change Network of research scientists and on the executive of Humboldt Association of Canada. Anshuman serves as associate editor of the International Journal of Sustainability in Higher Education published by Emerald. Brian Stewart is the deputy CIO at the University of Alberta. His role is to provide strategic leadership, vision and direction for Information Services and Technology and to direct project, change and benefi t management and lead a lean initiative for continuous operational improvement. Brian’s background is in strategic operational and technology management in the printing industry and higher education, and he has written and spoken widely on these topics. Brian has an MA in Economics from University College Cork and an MBA from Athabasca University. Rod Schatz is a senior executive with an information systems focus where he deliv- ers business value to organisations through the use of systems in unique and cre- ative ways. Rod holds a Master of Science degree in geospatial technologies from the University of Alberta. During his graduate studies, he focused on the application of location-allocation studies with geospatial technologies (GIS). Rod has presented vii viii Editor Bios over 20 conference presentations dealing with the applied use of geospatial tech- nologies to municipalities for infrastructure asset management, sustainable devel- opment and land management. More recently, Rod has specialised in implementing cloud technologies, dealing with large data management problems, service-oriented architecture (SOA) and business process management (BPM) solutions to organisa- tions to assist them with their journey into truly digital businesses. Editorial Board1 Andreas Krämer* is a marketing and strategy consultant, living in Bonn, Germany, and professor of Customer Value Management and Pricing at BiTS Business and Information Technology School, Iserlohn. He studied Agricultural Economics and earned his PhD at the University of Bonn. After working for two strategy consultan- cies, he founded his own consulting fi rm in 2000: exeo Strategic Consulting AG is focused on data-driven decision support in marketing—especially pricing and cus- tomer value management. He is author of several books and numerous publications and speaker at international conferences and meetings. Dwight R. Thomas* is professor emeritus with the Athabasca University Faculty of Business and has been engaged in design of innovative technology and its applica- tions to online and distance education since the late 1970s. Professor Thomas was one of the “innovators” who launched the Athabasca University online executive MBA programme in 1993 and has most recently served as a course developer and facilitator for a new MBA advanced elective course in the management of technol- ogy and innovation. He has also been commissioned to serve as an external reviewer for a variety of academic texts and scholarly articles in marketing and management. Iain Reid* is a senior lecturer at the University of Huddersfi eld Business School. Iain has numerous publications in the areas of engineer-to-order, supply chain inte- gration, agility, and mass customisation. Iain’s PhD from Sheffi eld Hallam University, UK, centred on knowledge transfer engineer-to-order. Iain has over 15 years of expe- rience working in the manufacturing sector, specialising in make to order and engi- neer-to-order (MTO/ETO) manufacture. Prior to embarking upon an academic career, Iain worked as a project manager on an European Regional Development Fund (ERDF) project supporting over 80 manufacturing small-to-m edium enter- prises (SMEs) on manufacturing operations and other process improvement initia- tives, a number of which became knowledge transfer partnerships (KTPs). 1 Editorial Board members who also authored a chapter are identifi ed with a *. ix x Editorial Board After joining IBM’s Strategy Consulting practice in 1996, J ean-François Barsoum began developing technology business plans and strategies for businesses and diverse organisations, such as fi nancial institutions, higher education i nstitutions, professional associations, pharmaceutical companies and telecommunications com- panies. His specifi c focus has been on developing business plans of new and disrup- tive technologies, for which he developed IBM’s method. He subsequently trained several hundred IBM consultants in the use of that method. He has been a keynote speaker on the topics of smart cities, innovation, corporate responsibility and cli- mate change in Canada, the United States, South America, Europe and Asia. In 2008, selected by Al Gore’s Climate Project, he was one of the few Canadians to receive training from the Nobel Peace Prize laureate. Since then, he has presented the science of climate change dozens of times to diverse audiences, from high schools, universities and public sector organisations to banks and telecommunica- tions fi rms. In 2011, he joined the board of directors of Al Gore’s foundation, since renamed “the Climate Reality Project Canada”, and acts as a mentor to the other presenters in the business community and in the province of Quebec. He is a mem- ber of the steering committee of the David Suzuki Foundation (Québec), a director at the Canadian Water Network (a federally funded research granting organisation) and the leader of IBMs Green Community, founded in 1999 and has over 1000 members worldwide. Kam Jugdev is a professor in Project Management and Strategy at Athabasca University, Canada. She joined the University in April 2003. Kam holds under- graduate degrees from the University of Calgary, a Masters in Health Services Administration from the University of Alberta, a Masters in Engineering from the University of Calgary and a PhD in Engineering (Project Management) from the University of Calgary. Kam’s research programme spans project management les- sons learned and communities of practice, project management tools and tech- niques, project success/failure, project management as a source of competitive advantage using the resource-based view of the fi rm, burnout in project managers and the free rider problem on project teams. Kam enjoys being able to relate theory to practice with students and through her research. Oliver Mack* is a researcher, entrepreneur, coach and consultant located in Salzburg and Vienna, Austria. He studied Business Administration and Law at the University of Mannheim and got his PhD in Political Science at Johannes Gutenberg University of Mainz, Germany. He is author of several publications and speaker at international conferences and meetings, and he is an academic teacher in interna- tional organisations. Mack is founder of Mack Consulting, a consulting company helping companies and organisations in the “3rd mode of consulting”, combination of traditional top management consulting and systemic change consulting in the main areas of project orientation, new organizational design, change and complex- ity. Oliver Mack is network partner of Osb International, Vienna, a leading systemic consulting company in Europe. He is also founder of the xm:institute, an organisa- tion doing applied research and application of Ideas for Management and Leadership in the Next Society . He is also active in various associations.
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