Peter, Marc K.

Profilbild
E-Mail-Adresse
Geburtsdatum
Projekt
Organisationseinheiten
Berufsbeschreibung
Nachname
Peter
Vorname
Marc K.
Name
Peter, Marc K.

Filter

2018 - 20196
Filter zurücksetzen

Einstellungen

Enddatum: 2019 × Anfangsdatum: 2011 × Dateien dazu vorhanden?: Nein × Typ: 04A - Beitrag Sammelband ×

Suchergebnisse

Gerade angezeigt 1 - 6 von 6
  • Vorschaubild nicht verfügbar
    Publikation
    Wie umsetzen? Der Workshop-Canvas für Ihre Arbeitswelt 4.0
    (Hochschule für Wirtschaft FHNW, 2019) Peter, Marc K.; Peter, Marc K. [in: Arbeitswelt 4.0. Als KMU die Arbeitswelt der Zukunft erfolgreich gestalten. Forschungsresultate und Praxisleitfaden.]
    04A - Beitrag Sammelband
  • Vorschaubild nicht verfügbar
    Publikation
    Forschungsresultate zum Stand der Arbeitswelt 4.0
    (Hochschule für Wirtschaft FHNW, 2019) Peter, Marc K.; Ruf, Alessia; Zahn, Carmen; Peter, Marc K. [in: Arbeitswelt 4.0. Als KMU die Arbeitswelt der Zukunft erfolgreich gestalten. Forschungsresultate und Praxisleitfaden.]
    04A - Beitrag Sammelband
  • Vorschaubild nicht verfügbar
    Publikation
    Action fields of digital transformation - a review and comparative analysis of digital transformation maturity models and frameworks
    (edition gesowip, 2019) Bumann, Jimmy; Peter, Marc K.; Verkuil, Arie Hans; Hinkelmann, Knut; Aeschbacher, Marc [in: Digitalisierung und andere Innovationsformen im Management]
    04A - Beitrag Sammelband
  • Vorschaubild nicht verfügbar
    Publikation
    The evolving approach to strategic corporate foresight at Swiss bank PostFinance in the age of digital transformation
    (Palgrave Macmillan, 2019) Peter, Marc K.; Schreiber, Deborah A.; Berge, Zane L. [in: Futures thinking and organizational policy. Case studies for managing rapid change in technology, globalization and workforce diversity]
    There are numerous advantages to adopting a foresight-centric approach to strategy management. In addition to formal output from the process, PF has shown that there is a strong link between foresight and innovation as a foresight-centric planning process, which reflects more open debate and reveals more divergent scenarios for consideration. Through the open conversations (i.e., community-of-practice), employees are more willing to present and debate ideas across all levels of the organization, in turn re-energizing strategic debate and supporting innovation. Quantifiable output from foresight in 2005/2006 includes the development of two scenario-based future “worlds”. The executive team acknowledged that these are the two scenarios which are used as a basis to test the bank’s strategic plans and organization’s readiness for change. After long debates and many workshops, management defined a list of actions required under each scenario, but decided to implement the changes required to prepare for the “convenience” world.
    04A - Beitrag Sammelband
  • Vorschaubild nicht verfügbar
    Publikation
    Marketing automation. A project framework in support of digital transformation
    (Springer, 2018) Dalla Vecchia, Martina; Peter, Marc K.; Dornberger, Rolf [in: Business information systems and technology 4.0. New trends in the age of digital change]
    While the benefits of marketing technologies in organizations were already being discussed in the 1960s, the contemporary approach to Marketing Automation has only been in existence for a few years. This chapter addresses the digital opportunities in marketing as an important component of an organization’s digital transformation initiative. Driven by various business challenges centered around the organization’s customers and market channels, the goal of this literature review is to provide an overview of the potential applications of Marketing Automation and the growing market of available software solutions. A particular focus is set on a pragmatic best practice framework for Marketing Automation that includes all major components, ranging from strategic considerations, customer journey analysis to use cases along with data management, content marketing and channel management. While there are some simple implementation opportunities, a best practice framework will support an organization to achieve its ambitious goals. However, the opportunities for Marketing Automation are still evolving as new tools and channels come on to the market.
    04A - Beitrag Sammelband
  • Vorschaubild nicht verfügbar
    Publikation
    Forschungshintergrund und -methode
    (Hochschule für Wirtschaft FHNW, 2018) Kraft, Corin; Peter, Marc K. [in: KMU-Transformation: Als KMU die Digitale Transformation erfolgreich umsetzen. Forschungsresultate und Praxisleitfaden]
    In diesem Kapitel wird das Vorgehen, das Ziel und der Zweck für die Studie zur KMU-Transformation erläutert. Ziel der Studie war es, die Forschungslücke zwischen Ist-Aufnahmen des Digitalisierungs-Standes von Schweizer Unternehmen und notwendigen Praxisempfehlungen zu schliessen
    04A - Beitrag Sammelband