Digital business development & portfolio. How to develop and manage digital business streams
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Autor:innen
Autor:in (Körperschaft)
Publikationsdatum
2019
Typ der Arbeit
Studiengang
Typ
04A - Beitrag Sammelband
Herausgeber:innen
Herausgeber:in (Körperschaft)
Betreuer:in
Übergeordnetes Werk
Digitalisierung und andere Innovationsformen im Management. Aktuelle Perspektiven auf die digitale Transformation von Unternehmen und Lebenswelten
Themenheft
DOI der Originalpublikation
Link
Reihe / Serie
Innovation und Unternehmertum
Reihennummer
2
Jahrgang / Band
Ausgabe / Nummer
Seiten / Dauer
115-144
Patentnummer
Verlag / Herausgebende Institution
edition gesowip
Verlagsort / Veranstaltungsort
Basel
Auflage
Version
Programmiersprache
Abtretungsempfänger:in
Praxispartner:in/Auftraggeber:in
Zusammenfassung
“The internet is like a wave. You either learn to swim with it or you will sink.” (Bill Gates). With this quote, Gates already pointed to the development of a digital economy, a completely new economic model based on information technology, where we now live. On the one hand, these new opportunities in information and communication technology (ICT) are changing the way companies have to operate. On the other hand, they are also changing customer expectations in a rapid and continuous manner that transforms them into fast moving targets. Therefore, legacy as well as non-legacy businesses have to rethink their business models, predict customer expectations and have to focus on customer centricity as well as on their own uniqueness on the market. In other words, organizations have to be very agile: they have to enable flexibility in their business models and diversify their risks in a well-managed way to remain competitive in such a dynamic environment. For these reasons, business model innovation is a crucial ability to manifest one’s own inimitability. Furthermore, business model innovation enables companies to search for new business logics and groundbreaking ways to create and capture value for its stakeholders. Nevertheless, such an innovative approach is risky, primarily due to its uncertainty of commercialization. Therefore, companies should not replace existing business models, but assess them with regard to the risk of a digital disruption and start with potential new business models next. This also requires changes in the organizational structure and asks for new methods to manage such a complex system of various business model development directions in a well-controlled way. One approach to cope with this challenge could be the digital business portfolio derived at the University of Applied Sciences and Arts Northwestern Switzerland (FHNW).
Schlagwörter
Fachgebiet (DDC)
330 - Wirtschaft
Veranstaltung
Startdatum der Ausstellung
Enddatum der Ausstellung
Startdatum der Konferenz
Enddatum der Konferenz
Datum der letzten Prüfung
ISBN
978-3-906129-97-6
3-906129-97-7
3-906129-97-7
ISSN
Sprache
Englisch
Während FHNW Zugehörigkeit erstellt
Ja
Publikationsstatus
Veröffentlicht
Begutachtung
Fachlektorat/Editorial Review
Open Access-Status
Closed
Lizenz
Zitation
GRÜNER, Peter, Dino SCHWAFERTS, David STUDER und Simon WILD, 2019. Digital business development & portfolio. How to develop and manage digital business streams. In: Arie Hans VERKUIL, Knut HINKELMANN und Marc AESCHBACHER (Hrsg.), Digitalisierung und andere Innovationsformen im Management. Aktuelle Perspektiven auf die digitale Transformation von Unternehmen und Lebenswelten. Basel: edition gesowip. S. 115–144. Innovation und Unternehmertum, 2. ISBN 978-3-906129-97-6. Verfügbar unter: https://irf.fhnw.ch/handle/11654/42591