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.

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.

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.

2020, Peter, Marco, Montecchiari, Devid, Hinkelmann, Knut, Gatziu Grivas, Stella, Grabis, Jānis, Bork, Dominik

The goal of this paper is to demonstrate the feasibility of combining visualization and reasoning for business model design by combining the machine-interpretability of ontologies with a further development of the widely accepted business modeling tool, the Business Model Canvas (BMC). Since ontologies are a machine-interpretable representation of enterprise knowledge and thus, not very adequate for human interpretation, we present a tool that combines the graphical and human interpretable representation of BMC with a business model ontology. The tool connects a business model with reusable data and interoperability to other intelligent business information systems so that additional functionalities are made possible, such as a comparison between business models. This research follows the design science strategy with a qualitative approach by applying literature research, expert interviews, and desk research. The developed AOAME4BMC tool consists of the frontend, a graphical web-based representation of an enhanced BMC, a web service for the data exchange with the backend, and a speci c ontology for the machine-interpretable representation of a business model. The results suggest that the developed tool AOAME4BMC supports the suitability of an ontology-based representation for business model design.

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.

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.

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.