4. Digital Transformation
• The digital technologies set enormous change in
motion.This implies huge challenges and chances.
• The successful exploitation of such chances
requires many companies to transform.
• This particularly concerns well-established
companies that are not primarily structured
around or operating in the digital economy.
• Such companies do not have native digital
structures, but their future will depend on
successful digital transformation.
Gimpel, H. and Röglinger, M. 2015. Digital Transformation: Changes and Chances – Insights based on an
Empirical Study. Project Group Business and Information Systems Engineering (BISE) of the Fraunhofer Institute
for Applied Information Technology FIT, Augsburg/Bayreuth.
7
The digital and the physical world are
continuously merging
• Cyber-physical systems (CPS) integrate computational and physical capabilities:
• For instance, an intelligent manufacturing line, where work pieces carry
assembly information via RFID-tags and exchanges this autonomously with
the relevant machines.
• The term CPS is often used synonymously with IoT enabling the
connection of physical entities via the Internet.
• Cyber-human systems (CHS) denote the relation between humans and
computing:
• Computing technology – from traditional computers, mobile devices,
wearables, to person-embedded sensors – merge with human lives.
• This development is fostered, for example, by new communication
patterns or modalities such as innovative computer displays, haptic, audio,
and brain-machine interfaces.
Gimpel, H. and Röglinger, M. 2015. Digital Transformation: Changes and Chances – Insights based on an
Empirical Study. Project Group Business and Information Systems Engineering (BISE) of the Fraunhofer Institute
for Applied Information Technology FIT, Augsburg/Bayreuth.
8
5. Cyber and human systems co-evolve and
transform each other
• CHS advance human capabilities –
perceptive and cognitive, physical and virtual,
social and societal.
• Formerly, IT had a supporting role by
facilitating processes without direct human
contact.
• Nowadays, IT and humans move closer
together and collaborate nearly seamlessly.
Gimpel, H. and Röglinger, M. 2015. Digital Transformation: Changes and Chances – Insights based on an
Empirical Study. Project Group Business and Information Systems Engineering (BISE) of the Fraunhofer Institute
for Applied Information Technology FIT, Augsburg/Bayreuth.
9
Figure 3 Cyber-Physical-Cyber-Human Systems
generate the highest possible value and to improve existing
processes. This particularly concerns companies that do not
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Cyber-Physical-Cyber-Human Systems
• Digitalization now shapes a system
with these characteristics:
• volatility (i.e., constant and
massive changes),
• uncertainty (i.e., lack of
predictability),
• complexity (i.e., multitude
of interrelated, powerful
actors building strong forces,
difficult to control), and
• ambiguity (i.e., confounding
cause and effect relationships).
Gimpel, H. and Röglinger, M. 2015. Digital Transformation: Changes and Chances – Insights based on an
Empirical Study. Project Group Business and Information Systems Engineering (BISE) of the Fraunhofer Institute
for Applied Information Technology FIT, Augsburg/Bayreuth.
6. Digitalization Requires Mastering Six Fields
Gimpel, H. and Röglinger, M. 2015. Digital Transformation: Changes and Chances – Insights based on an
Empirical Study. Project Group Business and Information Systems Engineering (BISE) of the Fraunhofer Institute
for Applied Information Technology FIT, Augsburg/Bayreuth.
could be across industries and positions in the value chain. Nevertheless, not all fields are equal-
ly important for each company as the company progress in its digital journey, and industry- and
company-specific characteristics should also be considered.
Based on the fields of action, we provide a self-assessment tool that enables a company to
pinpoint the current status of its digitalization to contrast it with its target status, and to derive
a priority list and roadmap for its digital transformation. A competitive benchmark can be
added as well. The tool presents the six fields of action with subordinated key points, which in
a first step have to be prioritized according to the individual company setting. Second, for each
subordinated key point, the current as well as the target status (measured in maturity levels on
a scale of 1 to 5) have to be assessed. Figure 6 illustrates the results of such a self-assessment
application; a divergence reveals the gap an organization needs to address for successful digital
transformation. Subsequently, concrete activities can be derived. If you are interested in apply-
ing the self-assessment tool and need assistance in successful digital transformation, please do
not hesitate to contact us (see our information at the end of the study).
Figure 5 Digitaliz
mastering six fiel
Systems Engineering Body
of Knowledge (SEBoK)
• Har fokus på design af software-intensive systemer, der
kombinerer hardware og software.
• Design-tilgange:
1. Top-down, hvor behov og arkitektur styrer SW-
designet.
2. Bottom-up, hvor eksisterende SW-komponenter har
stor indflydelse på såvel system-udformning som typer
problemer, man angriber.
3. Middle-out, der kombinerer disse. Middle-out omtales
som den mest almindelige form.
Guide to the Systems Engineering Body of Knowledge (SEBoK) v1.8,
Full Version, BKCASE, March 31, 2017.
12
7. SEBoK om design af cyber-physical systems
• Cyber-physical systems er en kompleks kombination af
beregningsmæssige og fysiske forhold. Cyber- og fysiske
elementer indgår i komplekse kombinationer.
• Den fysiske udformning medfører ofte store begrænsninger på
softwarens arkitektur og design. Dette kan føre til software, der
er ineffektivt og vanskeligt at ændre (path dependency).
• Særlige forhold knyttet til software-delen af SW-intensive
systemer:
• Usynligt.
• Svært at estimere.
• Den del af et software-intensivt system, der hyppigst
ændres.
Guide to the Systems Engineering Body of Knowledge (SEBoK) v1.8,
Full Version, BKCASE, March 31, 2017.
13
Task
Transaction
Entrycriteria
Reflection
eXitcriteria
Reasoning
Validation
Appreciation
Task
Transaction
Entrycriteria
Reflection
eXitcriteria
Reasoning
Validation
Appreciation
Task
Transaction
Entrycriteria
Reflection
eXitcriteria
Reasoning
Validation
Appreciation
Task
Transaction
Entrycriteria
Reflection
eXitcriteria
Reasoning
Validation
Appreciation
Task
Transaction
Entrycriteria
Reflection
eXitcriteria
Reasoning
Validation
Appreciation
Decomposition of Architecture
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Pump
Motor Filter
Operation history Power Supply Sleep Module
Safety
data
control flag
Task
Transaction
Entrycriteria
Reflection
eXitcriteria
Reasoning
Validation
Appreciation
Task
Transaction
Entrycriteria
Reflection
eXitcriteria
Reasoning
Validation
Appreciation
8. Hele forretningsmodellen er i spil
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Alexander Osterwalder (http://www.flickr.com/photos/osterwalder/124735878)