2019, Laurenzi, Emanuele, Hinkelmann, Knut, Jüngling, Stephan, Montecchiari, Devid, Pande, Charuta, Martin, Andreas, Martin, Andreas, Hinkelmann, Knut, Gerber, Aurona, Lenat, Doug, van Harmelen, Frank, Clark, Peter

The practice of business process modeling not only requires modeling expertise but also significant domain expertise. Bringing the latter into an early stage of modeling contributes to design models that appropriately capture an underlying reality. For this, modeling experts and domain experts need to intensively cooperate, especially when the former are not experienced within the domain they are modeling. This results in a time-consuming and demanding engineering effort. To address this challenge, we propose a process modeling approach that assists domain experts in the creation and adaptation of process models. To get an appropriate assistance, the approach is driven by semantic patterns and learning. Semantic patterns are domain-specific and consist of process model fragments (or end-to-end process models), which are continuously learned from feedback from domain as well as process modeling experts. This enables to incorporate good practices of process modeling into the semantic patterns. To this end, both machine-learning and knowledge engineering techniques are employed, which allow the semantic patterns to adapt over time and thus to keep up with the evolution of process modeling in the different business domains.

2019, Grieder, Hermann, Schwaferts, Dino, Verkuil, Arie Hans, Hinkelmann, Knut, Aeschbacher, Marc

Companies today are still highly influenced by the management theories of the indus-trial age. To be successful in the future companies need to become part of digital eco-systems where partners and customers will be co-creators. Customers and employees’ expectations are changing, and managers need to re-evaluate traditional management methods to enable companies to successfully transition into the digital era. During the transition, we will see a change from sociotechnical systems to transitional constructs that enable co-creation and collaboration. Digital Arenas will allow companies to create value outside of their industry by collaborating with other companies through APIs; this will give rise to new business models everywhere.

2019, Eisenbart, Barbara, Hinz, Andreas, Verkuil, Arie Hans, Hinkelmann, Knut, Aeschbacher, Marc

Dieser Artikel baut auf zwei Forschungsschwerpunkten auf, die in der Entrepreneurship-Literatur von hoher Bedeutung und Popularität sind - Effectuation und die Lean Startup Methode. Beide Ansätze können sowohl bei der Entwicklungunternehmerischer Chancen wie auch als Methoden unternehmerischen Handelnseingesetzt werden. Die übergeordnete Forschungsfrage lautet deshalb: Wie können Effectuation und der Lean Startup Ansatz konzeptionell kombiniert werden, um unternehmerisches Venturing sowohl für Startups wie auch in etablierten Unternehmen zu unterstützen? Die Auswertung unserer Interviews deuten eindeutig darauf hin, dass Effectuation mit dem Lean Startup Ansatz in Verbindung gesetzt werden kann. Die drei diskutierten Konzeptpaare können unternehmerisches Venturing methodisch unterstützen.

2019, Baldini, Ioana, Barrett, Clark, Chella, Antonio, Cinelli, Carlos, Gamez, David, Gilpin, Leilani H., Hinkelmann, Knut, Holmes, Dylan, Kido, Takashi, Kocaoglu, Murat, Lawless, William F., Lomuscio, Alessio, Macbeth, Jamie C., Martin, Andreas, Mittu, Ranjeev, Patterson, Evan, Sofge, Donald, Tadepalli, Prasad, Takadama, Keiki, Wilson, Shomir

The AAAI 2019 Spring Series was held Monday through Wednesday, March 25–27, 2019 on the campus of Stanford University, adjacent to Palo Alto, California. The titles of the nine symposia were Artificial Intelligence, Autonomous Machines, and Human Awareness: User Interventions, Intuition and Mutually Constructed Context; Beyond Curve Fitting — Causation, Counterfactuals and Imagination-Based AI; Combining Machine Learning with Knowledge Engineering; Interpretable AI for Well-Being: Understanding Cognitive Bias and Social Embeddedness; Privacy- Enhancing Artificial Intelligence and Language Technologies; Story-Enabled Intelligence; Towards Artificial Intelligence for Collaborative Open Science; Towards Conscious AI Systems; and Verification of Neural Networks.

2019, Kabous, Laila, Loosli, Christina, Philippi, Stefan, Verkuil, Arie Hans, Hinkelmann, Knut, Aeschbacher, Marc

Innovative Geschäftsmodelle rückten in den letzten Jahren verstärkt in den Fokus der betriebswirtschaftlichen Aufmerksamkeit und Forschung. Doch wie sieht der Umgang mit Geschäftsmodellinnovationen in der Praxis aus und welche Rolle spielt die Digitalisierung in diesem Zusammenhang? Im Rahmen der Swiss Innovation Challenge wurden Geschäftsmodellinnovationen ausgewertet und verglichen.

2019, Jüngling, Stephan, Hofer, Angelin, Martin, Andreas, Hinkelmann, Knut, Gerber, Aurona, Lenat, Doug, Clark, Peter

Based on the example of automated meeting minutes taking, the paper highlights the potential of optimizing the allocation of tasks between humans and machines to take the particular strengths and weaknesses of both into account. In order to combine the functionality of supervised and unsupervised machine learning with rule-based AI or traditionally programmed software components, the capabilities of AI-based system actors need to be incorporated into the system design process as early as possible.

2019, Fluri, Jasmin, Schwaferts, Dino, Verkuil, Arie Hans, Hinkelmann, Knut, Aeschbacher, Marc

For companies to be sustainably successful in the digital age, there are certain preconditions they must fulfill to be able to react to customer expectations and offer appropriate products or services competitively. This ability to proactively provide proper products or services within an adequate period is called Digital Maturity. To reach Dig-ital Maturity, companies must establish four preconditions: Customer Knowledge, Strategic Management, Technical Capability, and Cultural Agility. Those preconditions are called pillars of Digital Maturity. This chapter explains, why Digital Maturity concerns the whole company and requires different prerequisites on the leadership- as well as on the technical-, organizational, and cultural side of a company. The Digital Maturity assessment of the University of Applied Sciences and Arts Northwestern Switzerland is introduced and explains how to set up and incrementally perform a Digital Maturity assessment inside a company to continuously improve the companies’ Digital Maturity.

2019, Verkuil, Arie Hans, Hinkelmann, Knut, Aeschbacher, Marc

2019, von Kutzschenbach, Michael, Milow, Uta, Verkuil, Arie Hans, Hinkelmann, Knut, Aeschbacher, Marc

Konzeptioneller Beitrag zu Geschäftsmodellen der Kreislaufwirtschaft und dem besonderen Beitrag, den die Digitalisierung zu diesen Geschäftsmodellen leisten kann. Ergänzt mit Praxisbeispielen aus den Swiss Innovation Challenges der letzten Jahre. Ergebnis der Case-Analyse: von den verschiedenen Möglichkeiten, mit denen Digitalisierung Geschäftsmodelle unterstützten kann, wird in den Cases nur das digitale Geschäftsmodell Sharing Platform eingesetzt.

2019, Martin, Andreas, Hinkelmann, Knut, Gerber, Aurona, Lenat, Doug, Harmelen, Frank van, Clark, Peter