Toolbox Digital Business: Leadership, Business Models, Technologies and Change PDF
Preview Toolbox Digital Business: Leadership, Business Models, Technologies and Change
Management for Professionals Ralf T. Kreutzer Toolbox Digital Business Leadership, Business Models, Technologies and Change Management for Professionals The Springer series Management for Professionals comprises high-level business and management books for executives. The authors are experienced business professionals and renowned professors who combine scientific background, best practice,andentrepreneurialvisiontoprovidepowerfulinsightsintohowtoachieve businessexcellence. Ralf T. Kreutzer Toolbox Digital Business Leadership, Business Models, Technologies and Change RalfT.Kreutzer BerlinSchoolofEconomicsandLaw Berlin,Germany ISSN2192-8096 ISSN2192-810X (electronic) ManagementforProfessionals ISBN978-3-658-37016-9 ISBN978-3-658-37017-6 (eBook) https://doi.org/10.1007/978-3-658-37017-6 Translation from the German language edition: “Toolbox für Digital Business” by Ralf T. Kreutzer, #SpringerFachmedienWiesbadenGmbH2021.PublishedbySpringerFachmedienWiesbaden.All RightsReserved. #SpringerFachmedienWiesbadenGmbH,partofSpringerNature2022 Thisworkissubjecttocopyright.AllrightsarereservedbythePublisher,whetherthewholeorpartofthe materialisconcerned,specificallytherightsoftranslation,reprinting,reuseofillustrations,recitation, broadcasting,reproductiononmicrofilmsorinanyotherphysicalway,andtransmissionorinformation storageandretrieval,electronicadaptation,computersoftware,orbysimilarordissimilarmethodology nowknownorhereafterdeveloped. Theuseofgeneraldescriptivenames,registerednames,trademarks,servicemarks,etc.inthispublication doesnotimply,evenintheabsenceofaspecificstatement,thatsuchnamesareexemptfromtherelevant protectivelawsandregulationsandthereforefreeforgeneraluse. The publisher, the authors and the editors are safe to assume that the advice and information in this bookarebelievedtobetrueandaccurateatthedateofpublication.Neitherthepublishernortheauthorsor theeditorsgiveawarranty,expressedorimplied,withrespecttothematerialcontainedhereinorforany errorsoromissionsthatmayhavebeenmade.Thepublisherremainsneutralwithregardtojurisdictional claimsinpublishedmapsandinstitutionalaffiliations. ThisSpringerimprintispublishedbytheregisteredcompanySpringerFachmedienWiesbadenGmbH partofSpringerNature. Theregisteredcompanyaddressis:Abraham-Lincoln-Str.46,65189Wiesbaden,Germany In my remarks I was guided by the following recommendation of the author Jean Paul: “Indeed, the reader cannot be kept soft enough, and we must, as soon as the thing does not forfeit, carry him on our hands with our writing fingers.” Whether I have succeeded with this is up to you! Just do it! Just do it! Central Idea for Digital Transformation Youcan’teatanelephantwithaknifeandafork! vii Preface Dearreader, The idea for this work comes from the intense discussion on how we as a company, as a nation, but also as Europe can survive successfully, sustainably, and enjoyably in a highly dynamic world. I have discussed the challenges and possiblesolutionsintensivelywithmystudentsandcolleaguesattheBerlinSchool of Economics and Law. I have also struggled with students and professors to find convincing solutions in many MBA courses—be it at the Berlin Professional School,atDonau-UniversityKrems,orattheUniversityofBern. These dialogues were flanked and substantiated by extensive research and studies conducted by me, which I initiated around the topics of digitalization, dematerialization, disruption, digital business models, and digital transformation. At the same time, my consulting and coaching activities in a large number of companieshavenotonlyallowedmetogaindeepinsightsbuthavealsoofferedmea varietyofopportunitiestosubjecttheconceptsandsolutions,whicharedeveloped andpresentedhere,toacomprehensivepracticaltest.Atselectedpoints,Iletthese experiencesflowintomyexplanationsusingthekeyword“storytelling”. At this point, I would first like to thank all my valued dialogue partners: my students and professor-colleagues, the board members and managing directors, as well as the executives and employees of the diverse functional areas. For me, it is alwaysexcitingtonotonlybeactiveintheboardroom,butalsotogladlyworkin theengineroomwiththekeyplayerslocatedthere.Thissharpenstheviewforthe challengesandforwhatispossibleimmensely!Afterall,thebestideasandthemost convincingstrategieswillfailiftheirimplementationisnotsuccessful. Ihaveincorporatedthisholisticviewintothiswork.Itisintendedtobethought- provoking,inspiring,stimulating,pace-giving,toolbox,andguideinequalmeasure, so that digital transformation and the achievement of digital excellence can succeed. BecauseMichaelRoth,MinisterofStateforEuropeattheFederalForeignOffice, formulatedinaveryappropriatewaythat(2020): “Astrong,valueoriented,confidentandinnovativeEuropeisourlifeinsur- anceforthedigitalage.” Atthesametime,weshouldavoidtoday’sEuropegoingdowninhistoryasthe “SiliconValleyofregulation”(Berninger2020,p.19).Finally,companiesandthe ix x Preface keyplayersactivethereneedsufficientcreativespaceandscopeofactionsothat innovativeideasandconceptsarenotstifledbyregulation. My student assistant, Maja Möller, supported me in a dedicated way with the preparationofillustrations.Manythanksforthis! Reference Berninger, M. (2020). Biotech darf nicht die nächste MP3-Geschichte werden. FrankfurterAllgemeineZeitung,15.12.2020,p.19. Berlin,Germany RalfT.Kreutzer May2021 Contents 1 TheWorldinTransition. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 1.1 VUCAWorldandDigitalDarwinism. . . . . . . . . . . . . . . . . . . . . 1 1.2 UsingaPESTELAnalysistoIdentifyKeyChallenges intheDigitalAge. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 1.2.1 ChallengesArisingThroughthePoliticalCircumstances. . 9 1.2.2 ChallengesThroughtheEconomicFramework. . . . . . . . 12 1.2.2.1 ChallengeChina. . . . . . . . . . . . . . . . . . . . . . . 12 1.2.2.2 Globalization:De-globalization—Glocalization. . 16 1.2.3 ChallengesPosedbytheSocialFramework. . . . . . . . . . . 18 1.2.3.1 ShiftsintheSocialFabric. . . . . . . . . . . . . . . . 18 1.2.3.2 ComprehensiveKnowledgeBuilding:Fiction orTruth?. . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 1.2.3.3 InflationofExpectationsinSocietyandAmong Customers. . . . . . . . . . . . . . . . . . . . . . . . . . . 28 1.2.3.4 FutureDistributionofWorkandIncome inSociety. . . . . . . . . . . . . . . . . . . . . . . . . . . 31 1.2.4 ChallengesPosedbytheTechnologicalFramework Conditions. . . . . .. . . . . . . . .. . . . . . . . .. . . . . . . . .. . 33 1.2.4.1 DevelopmentofIndustry4.0and Economy4.0. . . . . . . . . . . . . . . . . . . . . . . . . 33 1.2.4.2 DriversofIndustry4.0andEconomy4.0. . . . . 35 1.2.4.3 DematerializationofProductsandServices aswellasProcesses. . . . . . . . . . . . . . . . . . . . 43 1.2.4.4 FromTime-to-MarkettoTime-to-Value. . . . . . 45 1.2.5 ChallengesPosedbytheEcologicalFramework Conditions. . . . . .. . . . . . . . .. . . . . . . . .. . . . . . . . .. . 50 1.2.5.1 EcologicalChallenges. . . . . . .. . . . . . . . . .. . 50 1.2.5.2 EcologicalOptionsandConstraints forAction. . . . . . . . . . . . . . . . . . . . . . . . . . . 51 1.2.6 ChallengesPosedbytheLegalFramework. . . . . . . . . . . 55 Literature. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59 xxii
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