2023, Gatziu Grivas, Stella, Imhof, Denis, Gachnang, Phillip, Soffer, Pnina, Ruiz, Marcela

Digital technologies enable new forms of value creation, value proposition, and value capturing for all kinds of organizations in all kinds of industries. Often, companies strive to digital transform and obtain consultancy services due to missing expert knowledge on how to approach the transformation. Interestingly, research shows that the consulting industry itself shows a high potential for a digital transformation, but platform-based consulting models and self-service consulting models are still underdeveloped. With this position paper, the authors propose an own approach on how to integrate human expert knowledge and machine learning in a novel hybrid artificial intelligence and platform-based consulting model, which not only offers the potential to transform the consultancy industry but also supports organizations in their transformation efforts. The authors take the area of digital leadership consulting to illustrate this.

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

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.

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.