Institut für Wirtschaftsinformatik

Dauerhafte URI für die Sammlunghttps://irf.fhnw.ch/handle/11654/66

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Platform-based strategic consulting for digital transformation
(2022) Gatziu Grivas, Stella; Giovanoli, Claudio; Grasshoff, Gunnar; Imhof, Denis; Hinkelmann, Knut; Gerber, Aurona
The digital age poses manifold challenges and difficult conditions for all sizes of organizations in all industries. Organizations need to adapt to complex challenges and difficult conditions and to plan and execute their digital transformation strategies. More and more organizations need support by strategic business consulting companies which must be offered in an effective and efficient way so that also small and medium sized companies can profit from it to stay competitive. Our research work focusses on the development of online strategic consulting tools offered as self-services on a web-based platform supporting the definition of digital transformation strategy. The so-called Digital Backpack Assessment (DBA) measures the digital maturity and proposes possible cases for changes. The tool follows the following principles: (1) A holistic approach with focus on the customer orientation, the business models, the organizational excellence, and the operational excellence. (2) An open strategy approach where several stakeholders from the company participate
04B - Beitrag Konferenzschrift
The panoramic lens model. Assessment of economic, industrial, and social factors to support enterprises in realizing the urgency of a digital transformation
(IEEE, 2018) Gatziu Grivas, Stella; Peter, Marco; Heeb, Dominik; Lanaia, Antonino; Zimmermann, Philipp; Graf, Manuela
Digitalization represents increasing opportunities and challenges for enterprises. One challenge is to adequately evaluate their environment and its influence towards their strategy. This paper describes the Panoramic Lens, a new model that assesses and rates social, economic, and environmental factors of influencing the digital transformation of an enterprise. The framework thereby fulfills the requirements of being conclusive, traceable, repeatable, measurable, industry ambiguous, and easy to use. The Panoramic Lens Model has been developed by assessing current existing frameworks based on their strengths and weaknesses and their effectiveness in fulfilling these requirements. The model thereby combines the strength of several assessed frameworks and fuses them into one simple to use model, which fulfills all requirements.
04B - Beitrag Konferenzschrift
Towards a leadership model focusing on mistake making culture enhanced by collective intelligence
(2023) Heimann, Sandro; Imhof, Denis; Gatziu Grivas, Stella
This exploratory research paper introduces a novel approach for organizational error management based on a prototype model combining a positive mistakes-making culture with the use of collective intelligence. The model allows to identify mistakes and problems in everyday work in organizations along predefined key performance indicators (KPIs), such as they are represented by the Balanced Score Card (BSC). The model includes four problem-solving elements which are applied in a circular manner to counteract the problem areas and ultimately improve the chosen KPIs sustainably. The introduction of the four problem-solving elements is the main contribution of this paper. The elements have been iteratively developed using a Design Science Research methodology, consisting of multiple semi-structured interviews with seasoned experts with management experience. To enhance the applicability of the model in practice, a detailed questionnaire has been developed to guide decision-makers in using the. Additionally, a hypothetical use case is discussed for a potential application of the model. The model is laid out to be applicable in different organizations as well as on different hierarchical levels, depending on the autonomy of the teams or departments.
04B - Beitrag Konferenzschrift
Holistic digital leadership and 20 factors relevant for its understanding and implementation
(2022) Imhof, Denis; Gatziu Grivas, Stella; Matos, Florinda; Rosa, Álvaro
Organizations today face challenges like changing organizational structures and value chains, participation in digital eco-systems or fast changing customer expectations. Digital Leadership aims to guide the necessary transformation to overcome these challenges. Thereby a holistic viewpoint is needed since the challenges and conditions concern organizations as a whole. They are not limited to single managers, departments or even the organization’s system boundaries. Digital Leadership is a relatively new and well discussed research topic but yet only vaguely defined and understood. This exploratory research contributes to the exploration, understanding and development of Digital Leadership with the elaboration, based on the review of existing literature, of a holistic definition of Digital Leadership, and the proposal, based on semi-structured qualitative expert interviews, of 20 interdependent and mutually influencing Digital Leadership factors within four main areas of Digital Leadership. These 20 factors are relevant for successful and sustainable holistic Digital Leadership and offer a deeper understanding of Digital Leadership. Furthermore, they provide guidance for the implementation and improvement of Digital Leadership for organizations facing the challenges and conditions of the digital age.
04B - Beitrag Konferenzschrift
Artificial intelligence and machine learning for maturity evaluation and model validation
(2022) Hanne, Thomas; Gachnang, Phillip; Gatziu Grivas, Stella; Kirecci, Ilyas; Schmitter, Paul
In this paper, we discuss the possibility of using machine learning (ML) to specify and validate maturity models, in particular maturity models related to the assessment of digital capabilities of an organization. Over the last decade, a rather large number of maturity models have been suggested for different aspects (such as type of technology or considered processes) and in relation to different industries. Usually, these models are based on a number of assumptions such as the data used for the assessment, the mathematical formulation of the model and various parameters such as weights or importance indicators. Empirical evidence for such assumptions is usually lacking. We investigate the potential of using data from assessments over time and for similar institutions for the ML of respective models. Related concepts are worked out in some details and for some types of maturity assessment models, a possible application of the concept is discussed.
04B - Beitrag Konferenzschrift
The technology matrix – A tool-based method for technology scouting
(2019) Peter, Marco; Gatziu Grivas, Stella; Horn, Daniel; Rüegg, Florian; Barba, Renato; Graf, Manuela; Baptista Nunes, Miguel; Isaás, Pedro; Powell, Philip; Ravesteijn, Pascal; Ongena, Guido
The digital transformation of businesses is crucial when initiating business model innovations and using technology as added value. The difficulty today for businesses is to keep track of emerging technology trends that are relevant and could significantly support their digitalization process. Especially for small and medium-sized enterprises, which often do not have the resources for a proper investigation of emerging technologies. This research paper presents the technology matrix, a new tool-based method of scouting technology trends, based on the relevant factors business impact, project size, and feasibility of the incorporation of the technologies. Existing technology scouting tools on the markets where analyzed on their strength and weaknesses and best practices were incorporated into the developed technology matrix. Furthermore, expert interviews have led to important inputs when designing the technology matrix.
04B - Beitrag Konferenzschrift
Skills and competencies for digital transformation initiatives - Development of a model to identify relevant skills and competencies for a company's individual digital transformation roadmap
(2019) Peter, Marco; de Roche, Murielle; Graf, Manuela; Gatziu Grivas, Stella
The goal of this paper is to demonstrate the need for a structured method to identify skills and competencies that are required for a holistic digital transformation for a certain company in its particular environment. A framework called Transformation Compass, which includes all relevant business areas of an enterprise and where technology is seen as an enabler, serves as a starting point for the ascertainment of needed skills and competencies. The model developed as part of this research, named SkiCo (skills and competencies), maps the re-quired skills and competencies based on the categories of the Transformation Compass. On top of that, SkiCo structures skills and competencies in three dif-ferent levels: cluster, category, and sub-category and provides information about their origin.
04B - Beitrag Konferenzschrift
Case model for the RoboInnoCase recommender system for cases of digital business transformation: structuring information for a case of digital change
(SciTePress, 2019) Witschel, Hans Friedrich; Peter, Marco; Seiler, Laura; Parlar, Soyhan; Gatziu Grivas, Stella; Bernardino, Jorge; Salgado, Ana; Filipe, Joaquim
In this work, we develop a case model to structure cases of past digital transformations which act as input data for a recommender system. The purpose of that recommender is to act as an inspiration and support for new cases of digital transformation. To define the case model, case analyses, where 40 cases of past digital transformations are analysed and coded to determine relevant attributes and values, literature research and the particularities of the case for digital change, are used as a basis. The case model is evaluated by means of an experiment where two different scenarios are fed into a prototypical case-based recommender system and then matched, based on an entropically derived weighting system, with the case base that contains cases structured according to the case model. The results not only suggest that the case model’s functionality can be guaranteed, but that a good quality of the given recommendations is achieved by applying a case-based recommender system using the proposed case model. The results not only suggest that the case model’s functionality can be guaranteed, but that a good quality of the given recommendations is achieved by applying a case-based recommender system using the proposed case model.
04B - Beitrag Konferenzschrift
Foster strategic orientation in the digital age. A methodic approach for guiding SME to a digital transformation
(Springer, 2018) Graf, Manuela; Peter, Marco; Gatziu Grivas, Stella; Abramowicz, Witold; Paschke, Adrian
The goal of this paper is to demonstrate the need for a structured framework and instrument to support SME in adjusting their organizational strategy to environmental changes in the digital age. Since SME in particular face many challenges transforming their business, a structured and easy to use approach that takes into account the challenges and opportunities of an SME such as limited resources or high flexibility offer a high potential for success. A framework-based method named Transformation Compass extends previous instruments in including all relevant business aspects of an enterprise such as marketing, processes, change management or innovation and allowing a “thinking outside the box” approach while the impacts of the digital age are seen as digital enabler. Combing the different aspects of an enterprise based on basic principles of business management, the instrument is divided into four main building blocks that are Customer Centricity, Business Models, Operational Excellence and Organizational Excellence. Hence, the Transformation Compass serves as a starting point for strategic discussion and possible reorientation of the company.
04B - Beitrag Konferenzschrift
Maturity analysis assess the capability of an organization to innovate
(IADIS, 2020) Adam, Marc; Peter, Marco; Gatziu Grivas, Stella; Nunes Baptista, Miguel; Isaías, Pedro; Powell, Philip; Bontchev, Boyan
Globalization creates a highly competitive environment for organizations. To be successful in this environment in the long term, organizations need the capability to innovate and produce ongoing innovations. However, many organizations do struggle to do so despite their innovation efforts. Therefore, it is important to determine the factors of a company’s innovation capability. This research paper answers the question of how a method should be designed in order to assess an organization’s capability to innovate. To answer this question, extensive literature research on the topics of innovation, existing innovation models, and organizational behavior, as well as expert interviews with people from different industries, were conducted. Thus, this paper follows a design science strategywith a qualitative approach. The analysis of the literature showed that several factors determine the innovation capability of an organization. However, existing models sometimes focus on a single factor or contain several factors, which are not described sufficiently. Furthermore, the possibility for organizations to assess themselves using the models is largely missing. Based on the data from the literature and the interviews, a maturity assessment, consisting of a model of seven dimensions and 27 indicators, and a corresponding questionnaire to assess these indicators, was developed. The research findings suggest that the developed maturity assessment with its Organizational Innovation Capability model is a suitable and comprehensive method that can be used to support organizations by assessing their current innovation capability in order to define the necessary further measures. This research argues that the additional dimensions and indicators are needed in order to provide a comprehensive overview of the innovation capability maturity of an organization. Further, the experts emphasized the value of creating awareness within an organization and providing a good foundation for further discussions and actions by means of the maturity assessment.
04B - Beitrag Konferenzschrift

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