The First Word: Digital Reinvention Requires a Radical CIO MakeoverCognizant
To lead digital transformation, CIOs need to go beyond technology prowess and develop new work styles, people skills, and political savvy to energize the organization for change.
IBM Retail | The new role of the Chief Information Officer: A studyIBM Retail
The role of the Chief Information Officer (CIO) is being refined in today's organization. IBM initiated a study of over 2,500 CIOs worldwide to understand the differences between responses from organizations with high and low PBT growth. Learn how today's CIO can make the biggest impact in your organization.
The CIO's role in operationalizing IT innovation Manik Aryapadi
Today more than ever, technology-driven innovation is contributing to growth. The leading innovators "Operationalize" their innovation programs to create lasting success
The Trusted Path That Driven Big Data to Successankitbhandari32
The four D.A.T.A. questions formulated by Carsten Lund Pedersen & Thomas Ritter for big data are the following: Data, Autonomy, Technology & Accountability.
The First Word: Digital Reinvention Requires a Radical CIO MakeoverCognizant
To lead digital transformation, CIOs need to go beyond technology prowess and develop new work styles, people skills, and political savvy to energize the organization for change.
IBM Retail | The new role of the Chief Information Officer: A studyIBM Retail
The role of the Chief Information Officer (CIO) is being refined in today's organization. IBM initiated a study of over 2,500 CIOs worldwide to understand the differences between responses from organizations with high and low PBT growth. Learn how today's CIO can make the biggest impact in your organization.
The CIO's role in operationalizing IT innovation Manik Aryapadi
Today more than ever, technology-driven innovation is contributing to growth. The leading innovators "Operationalize" their innovation programs to create lasting success
The Trusted Path That Driven Big Data to Successankitbhandari32
The four D.A.T.A. questions formulated by Carsten Lund Pedersen & Thomas Ritter for big data are the following: Data, Autonomy, Technology & Accountability.
THE STATE OF DIGITAL TRANSFORMATION 2018-2019 editionAmérico Roque
Agora em seu quinto ano, a pesquisa anual sobre o “Estado da transformação digital” continua documentando a constante evolução, à medida que as tecnologias disruptivas e seu impacto nas organizações e mercados continuam progredindo.
A pesquisa visa capturar as mudanças e tendências que estão moldando a transformação digital moderna.
Em 2019, a transformação digital estratégica está se tornando cada vez mais difusa, indo além da TI, para impactar a competitividade em toda a organização. Os investimentos estão subindo.
A experiência dos funcionários e a cultura organizacional também estão aumentando em importância para capacitar e acelerar mudanças, crescimento e inovação.
Estado de la Transformación Digital 2018-2019José Luis Casal
Interesante presentación de Brian Solis & Altimeter sobre el estado de la Transformación Digital y los pasos a seguir para lograr el éxito en este proceso.
Closing the gap between innovation intent and reality (corporate governance)Guy Pearce
As published in Directorship.
Bright and glamourous on the outside, innovation is pretty messy on the inside. In spite of high profile news that makes it seem like most organizations are successful and even disruptive innovators, the reality is that only a fraction of innovation efforts ever reach the market. This article shows how innovation governance increases the rate of successful innovation.
In this year’s survey of over 1,000 business leaders, C-Suite executives worldwide are acknowledging the need for radical reinvention. The question every organization needs to address: How is our organization reinventing itself for the digital age? The most prevalent response related to managing talent!
We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments.
To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Authors - Alex Adamopoulos and Bob Kantor
Aligning Business and Technology for Competitive AdvantageDijitle
Until quite recently, I.T. has functioned primarily as a technology implementer for the business. it has focused on providing a robust infrastructure, along with the implementation and integration of package software to automate the main business processes. But now we have entered the age of digital business, where many businesses exist solely because of technologies – in many cases technology is now driving the business rather than being subservient to it.
Read about the findings of the 2009 Chief Information Offier (CIO) Study, which revealed how role of the CIO in the petrochemical industry is changing. They are becoming more involved in business strategy development rather than just information technology.
Technology is not the Answer: Why "digital" is not the most important aspect ...Megan Hurst
Shortly after its establishment in 1970, researchers at Xerox Parc invented the personal computer, complete with graphical user interface, windows, icons and a mouse. Yet, Xerox completely failed to successfully market and sell the personal computer and is still today known for making photocopiers and mainframes. In 1975, an employee at Kodak built the first digital camera. In 2012, Kodak filed for bankruptcy, having had its photographic film business disrupted by competitors invested heavily in promoting the "new" technology of digital photography. So why do large organizations (including academic institutions) fail to evolve with the times? And what is your strategy for supporting evolution and innovation in your organization? How do you adapt to and benefit from change and new ideas? In 2018, Athenaeum21 was commissioned to conduct an environmental scan of how and why digital strategies in a range of organizations succeed, and also why they "fail." We define "digital strategy" as "a plan of action for the adoption of institutional processes and practices to support and/or transform the organization and culture to effectively and competitively function in an increasingly digital world." Our research included a literature review, web review, and interviews with thought leaders and practitioners in digital transformation and digital skills-building in higher education, non-profits, and corporations. The report we produced provides examples of successful practices undertaken by organizations actively managing digital transformation and benefiting from their investments in innovation in Canada, the United States and Europe, as well as examples of so-called "failed" digital strategies. The answers as to why digital strategies succeed or fail are complex, but all hinge on six key elements that we identified during the research: 1. People, 2. Culture, 3. Leadership, 4. Organizational Alignment, followed by 5. Data, and 6. Technology. We will present our findings and model, with examples of how and why people, culture, leadership, and organizational alignment are more important for digital transformation than data and technology. We would like to have a robust discussion of how this model fits with your own local context.
Infochimps Survey: What IT Teams Want CIOs to Know About Big Data - Learn the top items that IT team members would like their CIOs to understand concerning their Big Data projects.
The report - CIOs & Big Data: What Your IT Team Wants You to Know - is based on a survey of more than 300 IT department employees, 58% of whom are currently engaged in Big Data projects, and aims to identify pitfalls that implementation teams encounter, and could avoid, if top management had a more complete view.
Business Pulse - Dual perspectives on the top 10 risks and opportunities 2013...EY
Business Pulse explores the top 10 risks and opportunities faced by global organizations over the next few years.
Ernst & Young’s Business Pulse report is based on a large sample survey of companies in 21 countries and across various industry sectors.
The report takes the pulse of:
• Current thinking on risks and opportunities and emerging challenges
• Dual perspective on the themes arising from the top 10 lists
• Expectations from industry executives and Ernst & Young specialists
Read this presentation to conduct a self-assessment for your business and download the report at: http://goo.gl/CSKGQ
Leading Digital Transformation, extract from bookJoakim Jansson
Now in English! A #1 bestselling management book in Sweden, a digital epicenter, home of Spotify, Skype and Candy Crush! The book includes:
1. Foreword by Brian Solis and interview with Dr. John Kotter
2. Step-by-step methodology, Digital Maturity Matrix
3. Digital tools and more content at www.digitaltransformation.net
4. Book and methodology in cooperation with researchers and businesses
5. Eight case studies from different industries.
Since 1999, The Conference Board CEO Challenge® survey has asked CEOs across the globe to identify the most critical issues they face and their strategies to meet them. Since 2017, the C-Suite Challenge has expanded the survey pool beyond CEOs to the entire C-suite. This year’s survey, conducted between September and October 2019, asked 1,520 C-suite executives, including 740 CEOs across the globe, for their views on the external and internal stress points they face, the need and will to collaborate with nontraditional partners to drive future growth, and the impact that cyber risk and more sophisticated attitudes toward data privacy will have on their organizations in a digitally transformed business environment. This first report focuses on the hot-button issues, external and internal to firms, as seen by CEO and other C-suite executives.
Bridging the Gap: Implementing CIO Leadership in Project ManagementAggregage
You may have a visionary CIO and very capable project managers. You may have the best tech, the latest software, and stellar talent. But if you can’t establish a dynamic, collaborative team with a clear mission, then your project will slip through the cracks. It’s time for CIOs to unlock their "people potential" and learn the leadership skills that will lead to satisfied project managers and more than satisfactory project results. Join Clint Padgett, CEO and President of Project Success Inc., and bridge the gap between CIOs and Project Managers to create a passionate and successful team.
Are you a Digital Transformation leader? Can you create a high-performance strategy in the digital age? Have you got what it takes to avoid the tumbling barrels of distracting digital tactics, over hyped technology or the belief that your market is immune to disruption? Have you allocated the right resources to deliver a focused plan of transformation?
Driving digital transformation new skills for leaders, new role for the cioPeerasak C.
EXECUTIVE SUMMARY
Digital acumen is essential for business leaders in today’s hyper-competitive, technologyenabled
world. But most companies lack the knowledge and skills needed to succeed in the digital
aspects of their business, according to a new survey of 436 business leaders by Harvard Business
Review Analytic Services.
The global survey found that while CEOs generally understand the strategic opportunities and
threats of digital business, many have yet to build and communicate a vision for their companies
or to develop a strategy to make that vision a reality. And most organizations’ functional leaders
lack the skills and knowledge they need to execute a digital strategy, even if there’s one in place.
THE STATE OF DIGITAL TRANSFORMATION 2018-2019 editionAmérico Roque
Agora em seu quinto ano, a pesquisa anual sobre o “Estado da transformação digital” continua documentando a constante evolução, à medida que as tecnologias disruptivas e seu impacto nas organizações e mercados continuam progredindo.
A pesquisa visa capturar as mudanças e tendências que estão moldando a transformação digital moderna.
Em 2019, a transformação digital estratégica está se tornando cada vez mais difusa, indo além da TI, para impactar a competitividade em toda a organização. Os investimentos estão subindo.
A experiência dos funcionários e a cultura organizacional também estão aumentando em importância para capacitar e acelerar mudanças, crescimento e inovação.
Estado de la Transformación Digital 2018-2019José Luis Casal
Interesante presentación de Brian Solis & Altimeter sobre el estado de la Transformación Digital y los pasos a seguir para lograr el éxito en este proceso.
Closing the gap between innovation intent and reality (corporate governance)Guy Pearce
As published in Directorship.
Bright and glamourous on the outside, innovation is pretty messy on the inside. In spite of high profile news that makes it seem like most organizations are successful and even disruptive innovators, the reality is that only a fraction of innovation efforts ever reach the market. This article shows how innovation governance increases the rate of successful innovation.
In this year’s survey of over 1,000 business leaders, C-Suite executives worldwide are acknowledging the need for radical reinvention. The question every organization needs to address: How is our organization reinventing itself for the digital age? The most prevalent response related to managing talent!
We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments.
To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Authors - Alex Adamopoulos and Bob Kantor
Aligning Business and Technology for Competitive AdvantageDijitle
Until quite recently, I.T. has functioned primarily as a technology implementer for the business. it has focused on providing a robust infrastructure, along with the implementation and integration of package software to automate the main business processes. But now we have entered the age of digital business, where many businesses exist solely because of technologies – in many cases technology is now driving the business rather than being subservient to it.
Read about the findings of the 2009 Chief Information Offier (CIO) Study, which revealed how role of the CIO in the petrochemical industry is changing. They are becoming more involved in business strategy development rather than just information technology.
Technology is not the Answer: Why "digital" is not the most important aspect ...Megan Hurst
Shortly after its establishment in 1970, researchers at Xerox Parc invented the personal computer, complete with graphical user interface, windows, icons and a mouse. Yet, Xerox completely failed to successfully market and sell the personal computer and is still today known for making photocopiers and mainframes. In 1975, an employee at Kodak built the first digital camera. In 2012, Kodak filed for bankruptcy, having had its photographic film business disrupted by competitors invested heavily in promoting the "new" technology of digital photography. So why do large organizations (including academic institutions) fail to evolve with the times? And what is your strategy for supporting evolution and innovation in your organization? How do you adapt to and benefit from change and new ideas? In 2018, Athenaeum21 was commissioned to conduct an environmental scan of how and why digital strategies in a range of organizations succeed, and also why they "fail." We define "digital strategy" as "a plan of action for the adoption of institutional processes and practices to support and/or transform the organization and culture to effectively and competitively function in an increasingly digital world." Our research included a literature review, web review, and interviews with thought leaders and practitioners in digital transformation and digital skills-building in higher education, non-profits, and corporations. The report we produced provides examples of successful practices undertaken by organizations actively managing digital transformation and benefiting from their investments in innovation in Canada, the United States and Europe, as well as examples of so-called "failed" digital strategies. The answers as to why digital strategies succeed or fail are complex, but all hinge on six key elements that we identified during the research: 1. People, 2. Culture, 3. Leadership, 4. Organizational Alignment, followed by 5. Data, and 6. Technology. We will present our findings and model, with examples of how and why people, culture, leadership, and organizational alignment are more important for digital transformation than data and technology. We would like to have a robust discussion of how this model fits with your own local context.
Infochimps Survey: What IT Teams Want CIOs to Know About Big Data - Learn the top items that IT team members would like their CIOs to understand concerning their Big Data projects.
The report - CIOs & Big Data: What Your IT Team Wants You to Know - is based on a survey of more than 300 IT department employees, 58% of whom are currently engaged in Big Data projects, and aims to identify pitfalls that implementation teams encounter, and could avoid, if top management had a more complete view.
Business Pulse - Dual perspectives on the top 10 risks and opportunities 2013...EY
Business Pulse explores the top 10 risks and opportunities faced by global organizations over the next few years.
Ernst & Young’s Business Pulse report is based on a large sample survey of companies in 21 countries and across various industry sectors.
The report takes the pulse of:
• Current thinking on risks and opportunities and emerging challenges
• Dual perspective on the themes arising from the top 10 lists
• Expectations from industry executives and Ernst & Young specialists
Read this presentation to conduct a self-assessment for your business and download the report at: http://goo.gl/CSKGQ
Leading Digital Transformation, extract from bookJoakim Jansson
Now in English! A #1 bestselling management book in Sweden, a digital epicenter, home of Spotify, Skype and Candy Crush! The book includes:
1. Foreword by Brian Solis and interview with Dr. John Kotter
2. Step-by-step methodology, Digital Maturity Matrix
3. Digital tools and more content at www.digitaltransformation.net
4. Book and methodology in cooperation with researchers and businesses
5. Eight case studies from different industries.
Since 1999, The Conference Board CEO Challenge® survey has asked CEOs across the globe to identify the most critical issues they face and their strategies to meet them. Since 2017, the C-Suite Challenge has expanded the survey pool beyond CEOs to the entire C-suite. This year’s survey, conducted between September and October 2019, asked 1,520 C-suite executives, including 740 CEOs across the globe, for their views on the external and internal stress points they face, the need and will to collaborate with nontraditional partners to drive future growth, and the impact that cyber risk and more sophisticated attitudes toward data privacy will have on their organizations in a digitally transformed business environment. This first report focuses on the hot-button issues, external and internal to firms, as seen by CEO and other C-suite executives.
Bridging the Gap: Implementing CIO Leadership in Project ManagementAggregage
You may have a visionary CIO and very capable project managers. You may have the best tech, the latest software, and stellar talent. But if you can’t establish a dynamic, collaborative team with a clear mission, then your project will slip through the cracks. It’s time for CIOs to unlock their "people potential" and learn the leadership skills that will lead to satisfied project managers and more than satisfactory project results. Join Clint Padgett, CEO and President of Project Success Inc., and bridge the gap between CIOs and Project Managers to create a passionate and successful team.
Are you a Digital Transformation leader? Can you create a high-performance strategy in the digital age? Have you got what it takes to avoid the tumbling barrels of distracting digital tactics, over hyped technology or the belief that your market is immune to disruption? Have you allocated the right resources to deliver a focused plan of transformation?
Driving digital transformation new skills for leaders, new role for the cioPeerasak C.
EXECUTIVE SUMMARY
Digital acumen is essential for business leaders in today’s hyper-competitive, technologyenabled
world. But most companies lack the knowledge and skills needed to succeed in the digital
aspects of their business, according to a new survey of 436 business leaders by Harvard Business
Review Analytic Services.
The global survey found that while CEOs generally understand the strategic opportunities and
threats of digital business, many have yet to build and communicate a vision for their companies
or to develop a strategy to make that vision a reality. And most organizations’ functional leaders
lack the skills and knowledge they need to execute a digital strategy, even if there’s one in place.
Governance: The key to effecting successful Digital TransformationGuy Pearce
A deck I presented at McMaster University (DeGroote School of Business) on the multi-disciplinary complexity of achieving successful digital transformation
As organizations seek their footing in a turbulent business environment, they require strong leaders at the helm. The rapid changes associated with digital disruption can be disorienting, so many of us assume the leadership handbook must be completely rewritten for the digital age.
Is it possible the leadership challenges of the digital world are more the same than different but we are overly focused on what’s different because we are so alarmed by the threats to the status quo?
The gap in skills needed to compete in an increasingly digital world is a major issue for most organisations. Recognising this gap is one thing, doing something about it is a much bigger challenge.
This White Paper contains a structured approach that has been learned across different businesses over 17 years.
The gap in skills needed to compete in an increasingly digital world is a major issue for most organisations. Recognising this gap is one thing, doing something about it is a much bigger challenge.
This White Paper contains a structured approach
that has been learned across different businesses
over 17 years.
Successful Digital Transformation starts with a well defined StrategyGlen Alleman
Leading successful Digital Transformation projects cannot be successful without a Strategy for their success.
This briefing shows how to develop and apply a Strategy for Program Success through clear and concise descriptions of the strategic outcomes, Measures of Effectiveness and Performances, and identification of Value needed to meet business goals in a timely manner for the needed budget.
Monique GilliamWednesday27 Nov at 2102Manage discussion entry.docxroushhsiu
Monique Gilliam
Wednesday27 Nov at 21:02
Manage discussion entry
Week 2 Discussion Forum
Discuss the elements of strategic management and explain why it is crucial to an organization's survival. Excluding the examples from the textbook, give an example of a company that failed as a result of poor strategic management. Explain the difference between a strategy and a business model. Please discuss this in 200-250 words.
Strategic management is a strategy that provides direction for a company. Strategic management is a plan that includes situation analysis, strategy formulation, strategy implementation, and strategy evaluation. Situation analysis is how managers learn and understand what the company is capable of, along with the customers and the business environment. Strategy formulation is the process that is used to achieve the goals of the company. Strategy implementation puts the plan in motion, and strategy evaluation tests the effectiveness of an idea.
For a business to survive, the management team must be willing to grow the company to obtain new opportunities; without growth, a business will not be able to maintain longevity with a large amount of competition. The extension allows a business the ability to obtain assets, funds, and investments that will enable a push toward performance and profits.
Sears is a company that I believe that failed because of poor strategic management. Sears has been a household name for many years until new competition such as Walmart and Amazon, to name a few came on the scene. I don't believe Sears had a plan, strategy, or a goal of how-to compete because of their household name in the past. A business should always be assessing its strategy for success; if not, the industry could be left behind. Sears, in my hometown, never had any significant updates to the store or the merchandise to keep up with the competition. It seems to me that their strategy was just lower prices on already low-quality merchandise, excluding exercise equipment, appliances, and outdoor equipment.
All businesses, large and small, should have a strategy and a business model. A strategy is a plan of action that explains what the company will and will not do, how they plan to compete with the competition, and how they will execute the plan. The business model is how the company plans to make a profit; also, the business model identifies what the products and services are and who their target market is and any expenses. These two plans will aid in keeping a business moving in the right direction.
James Miller
Thursday28 Nov at 6:30
Manage discussion entry
Strategic Planning
BUS402 Week 2
Discussion 1
Discuss the elements of strategic management and explain why it is crucial to an organization’s survival.
The process of strategic management is made up of four elements: situation analysis, strategy formulation, strategy implementation, and strategy evaluation. Situational analysis is the stepping off point of strategic mana ...
Right at the top of the sceptical heap is the Board of Directors. You may have collated the necessary stats, analysed the opportunities and threats and identified the technologies that could transform how you do business. But all of this is for naught if you cannot convince the Board, for whom most of your arguments may be far outside their scope of experience.This is a communications challenge, not merely a strategic one.
So how do you persuade the board?
The Deloitte Center for the Edge conducts original research and develops substantive points of view for new corporate growth. The center, anchored in the Silicon Valley with teams in Europe and Australia, helps senior executives make sense of and profit from emerging opportunities on the edge of business and technology. Center leaders believe that what is created on the edge of the competitive landscape — in terms of technology, geography, demographics, markets — inevitably strikes at the very heart of a business.The Center for the Edge's mission is to identify and explore emerging opportunities related to big shifts that are not yet on the senior management agenda, but ought to be. While Center leaders are focused on long-term trends and opportunities, they are equally focused on implications for near-term action, the day-to-day environment of executives.
Learn more - http://www.deloitte.com/centerforedge
Smart recipes and the future of personalized nutrition
- Personalized nutrition depends on recipes and guidance, both intelligently adjusted to the individual needs of the consumers
- NLP, AI, Chatbots are already capable today to adjust recipes fully automated to the specific needs of consumers (Needs, such as vegan diet, 4-person household, allergic requirements or microbiome demands)
- Recipes are the essential success factor for fulfilling the demands of personalized nutrition profiles. They are providing a substantially stronger lever in improving nutritional demands than other testing and tracking applications. Interactive chatbot dialogues are guiding consumers through the process while generating relevant datapoints
- Understanding personalized nutrition will provide essential insights into uncovering unfulfilled needs in the market place. Addressing those drives a new perspective on product and service innovation
Die digitale Revolution - Neue Geschäftsmodelle statt (nur) neue KommunikationBloom Partners GmbH
Die Digitalisierung von Geschäftsprozessen entwickelt sich zu der zentralen unternehmerischen Herausforderung. Der vorliegende Artikel zeigt anhand einer empirischen Studie mit führenden Markenunternehmen, dass die Digitalisierung von Kommunikations- und Vertriebswegen erst dann zum effizienten Erfolgstreiber wird wenn das Top-Management die Initiativen strategisch unterstützt und die Agilität des Unternehmens im Umgang mit den Kunden gesteigert werden kann.
Building strong brands has always been a major task in the creation of lasting company value. However, this has become a difficult task that is often driven by the consumer more than by the company itself. The proliferation of social media tools, the mobile web and the growing information power of target customers pose many new challenges. Dr. Markus Pfeiffer will present four fundamental strategies to help your brand grow in a digital-only environment.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
2. 2The Digital Agility Study 2017 CONTENTS
Elvis Presley
A little less conversation, a little more action please,
All this aggravation ain't satisfactioning me
A little more bite and a little less bark.
3. 3
03
04
06
08
09
10
13
15
19
22
CONTENTS
WHY AGILIT Y?
THE STUDY
THE DIMINISHING ROLE OF STRATEGY
KEY DRIVERS FOR SUCCESS IN DIGITAL TRANSFORMATION
#01 AGILE EXECUTION
High responsiveness to consumer needs and openness to fail
#02 AGILE LEADERSHIP
Accelerate speed of digital strategy execution
#03 AGILE ORGANIZATIONAL STRUCTURE
Effective internal and external innovation hubs
#04 RECRUITING AND DEVELOPMENT
To set free higher team performance
THE AUTHORS
4. 4The Digital Agility Study 2017 WHY AGILITY?
Digital Transformation and Agility
- just buzzwords?
With the growing need for digital transformation across many different organizations
and industries, the idea of Organizational Agility has become a major buzzword and
is often seen as the secret sauce for winning in digital. Many top leaders see Agility as
a key enabler for flexibility, increased speed to market and finally as a weapon to beat
aggressive startups.
In our 2012 Digital Readiness Study we had already identified Agility as core driver
for business success, explaining 47% of the success in digital transformation (see
exhibit 1 – confirmed in our new study 2017). While the direct impact of having a
good strategy is not too valuable (17% of success), Digital Agility really makes the
difference.
Digital Agility drives
almost 50% of firm
performance.
5. EXHIBIT 1
Digital Agility as a key driver for firm
performance
Digital Agility as a key driver for firm performance
We understand Agility as “an organization’s ability to sense and respond quickly to
consumers' and market’s needs”. This capability is related to many different aspects
of a company’s organization, leadership and more (see exhibit 2).
5
EXHIBIT 2
Relevant dimensions of
Organizational Agility
Relevant Dimensions of Organizational Agility
Some, even large organizations, seem to be doing this better than others. Tesla for
example, in a recent effort was able to incorporate consumer feedback directly into
the car’s production line, within a timeframe of seven days.
Typically, Organizational Agility is one of the capabilities that startups bring to the
table based on their organizational setup, the fragile environment they live and work
in (lack of resources, threat of failure, etc.). But more and more incumbents and large
organizations try to copy agile work methods and tools. However, many leaders and
companies lack a full picture on the implications of building an agile company for
strategy, structure, culture, leadership and even recruiting and the work environment.
What does success look like in terms of “Agility”?
To answer this question, we have extended our 2012 study and built on the
dimensions of Organizational Agility outlined below.
Strategy
Leadership & failing culture
Recruiting & HR
Organizational structures
Market intelligence
Working methods
IT infrastructure & data
Organizational Agility
Digital
Transformation
Strategy
Digital
Agility
Firm
Performance
22% 47%
17%
6. The objective of our 2017 study on Digital Agility was to understand in more
depth what really drives business performance and success in digital and develop
recommendations for transforming businesses. We used the dimensions of
organisational agility as a starting point to derive key success factors and an
understanding of tools and methods that really work.
Only 8% of German
companies see their Digital
Transformation as a success.
6The Digital Agility Study 2017 THE STUDY
The objective of our 2017 study on Digital Agility was to understand in more
depth what really drives business performance and success in digital and develop
recommendations for transforming businesses. We used the dimensions of
Organizational Agility as a starting point to derive key success factors and an
understanding of tools and methods that really work.
While 72% of German
companies have a digital
strategy, almost 80% fail in
their Digital Transformation
because of a lack of agility.
Execution wins over strategy.
7. 7
Digital Laggards (34% of the total sample)
Level 1
They act like prisoners and run their business more or less with a survival strategy, rather
passive, suffering from everyday inertia and having no success whatsoever in Digital
Transformation. Only 1% of the companies in this cluster would consider their Digital
Transformation as a success.
Digital Followers (43% of the total sample)
Level 2
They act like passengers and walk on pre-qualified paths only. They run the business
behind a certain “fear to loose” and make first steps in Digital Transformation by observing
in the Digital Transformation. They focus rather on explaining the past and are still scared
of making mistakes. Still, only 6% of the companies in this cluster consider their Digital
Transformation journey a success.
Digital Leaders (23% of the total sample)
Level 3
They behave like true players and show a high passion to win and learn. They are willing to
experiment, look for opportunities, accept errors and failure if they can conclude the right
learnings and are in general future-oriented. An astounding 66% of the companies in this
sample see their Digital Transformation already as a success.
Side note on study design: Sample includes around 500 (n=483) companies represented through middle and top managers with decision power in digital. Panel data
was conducted in Q4/2016 through an online questionnaire. Study design in collaboration with a graduate student team from the LMU University of Munich.
Based on the individual performance along the key indicators speed of innovation,
growth and profitability of the 500 companies interviewed, we split our sample in
three clusters.
8. 72% of all organizations
in our sample have a
digital strategy.
8The Digital Agility Study 2017 THE DIMINISHING ROLE OF STRATEGY
But Digital Leaders not only have a strategy: they adapt it continuously, having an
agile “interpretation” of their strategy. We see a big difference between Digital Leaders
and Laggards: 81% of the companies in the leading cluster continuously
adapt their strategies to market developments, trends and other impact factors
(see chart below). This interpretation of strategy as a guiding principle, especially the
role of a strong vision, the ability and willingness to continuously adapt strategies, is
an important capacity of winning digital leaders.
Furthermore, the top management of Digital Leaders has substantial knowledge
around the relevant digital topics: In 82% of these organizations, top
management has the relevant knowledge (vs. only 25% in the group of the
Digital Prisoners).
Although we see strong differences in how Digital Leaders understand and practice
strategy vs. laggards, our data has shown no significant impact of strategy
on the success factors speed of innovation, growth and profitability. Success
in Digital Transformation is not driven by strategy – strategy needs to create the
burning platform, not more not less.
EXHIBIT 3
Digitalization's impact on
corporate strategy
Digital Laggards
Digital Followers
Digital Leaders
Our top management supports
and promotes corporate
digital strategy
Corporate digital strategy is
continuously adapted to new trends
and influences
Our management team has extensive
know-how on digital topics
0
50
100
67% 72%
87%
54%
66%
81%
25%
46%
82%
9. In contrast, other executional
factors have a more
important role for success.
9The Digital Agility Study 2017 KEY DRIVERS FOR SUCCESS IN DIGITAL TRANSFORMATION
AGILE EXECUTION
High responsiveness to consumer needs and openness to fail
EXHIBIT 4
Key drivers for a successful
Digital Transformation 39%
AGILE LEADERSHIP
Accelerate speed of Digital Strategy Execution22%
AGILE ORGANIZATIONAL STRUCTURE
Effective internal and external innovation hubs20%
RECRUITING AND DEVELOPMENT
To set free highest team performance19%
10. High responsiveness to
consumer needs and
openness to fail.
10The Digital Agility Study 2017 #01 AGILE EXECUTION
Strategy is important but execution wins digital transformation. After a period
of heavy investments in conceptualizing new digital products and business models,
we are now entering a time where fast execution embedded in a strong cultural
change, i.e. the openness to fail are becoming key drivers of success. Too many
companies have spent millions on strategic work, setting up heavy and complex
accelerator models, and investing in risky startups without creating sustainable
success. With many managers asking “why are we doing this”?
The Digital Leaders in our sample act differently. They have a very strong bias on
execution and on embracing a culture that supports the openness to fail and
actively reduces learning and failure anxieties (see exhibit 5).
EXHIBIT 5
Learning and survival anxieties as key
barriers in digital transformation
LEARNING ANXIETY
· Fear of losing power / position
· Fear of temporary incompetence
· Fear of subsequent punishment
· Fear of loss of personal identity and fear
of loss of group membership
SURVIVAL ANXIETY
· Fear of losing the job
· Fear of adapting too slowly
· Fear of not understanding the task
· Fear of consequence if no action
TASK TO LOWER LEARNING ANXIETY
Create psychological safety net to lower
learning anxiety by:
· communicating a compelling vision
· involving the learner beyond informal
training
· role modeling across all management levels
TASK TO GROW SURVIVAL ANXIETY
Drive willingness to act by:
· identifying the burning platform
· showing benefits of learning Agility and
impact on speed to market
· role modeling across all management levels
11. 0
20
40
60
80
100
11
Embracing Agility requires to actively emphasize, nurture, grow, supercharge.
Charge means to bill (or attack but here we want this fear to get bigger than Learning
anxiety) “Survival Anxieties” and lower “Learning Anxiety”: Within the group of
Digital Leaders, 74% openly accept mistakes as an opportunity to learn
and improve. That is only the case for 24% Digital Laggards (see exhibit
6 below). Promoting a risk taking behavior, allowing mistakes, and sharing failure
experience during special meetings/events (such as Failure Fridays) is essential to
establish the right culture.
EXHIBIT 6
Accepting failure as an opportunity
In our company mistakes are seen as an opportunity
for change
In our company mistakes are accepted
Digital Laggards
Digital Followers
Digital Leaders
Also, Digital Leaders claim a significantly higher team spirit, empowerment and
responsibility. More than two thirds of them have established agile working methods,
stand-up meetings and open office spaces. Such changes seem to have a significant
impact, although they are just an expression of a more open working culture.
EXHIBIT 7
Agile work methods, meeting routines and
open office spaces as a success factor
Digital Laggards
Digital Followers
Digital Leaders
Our company offers employee training
on agile working methods
We try to keep our meetings short Our company provides flexible office
space to enable an agile work style
24%
54%
74%
33%
51%
77%
0
20
40
60
80
100
28%
48%
76%
27%
48%
66%
12%
31%
74%
12. 12The Digital Agility Study 2017 #01 AGILE EXECUTION
Although agile working methods seem to become the latest trend in large companies,
not many of them really understand the fundamental ideas and how and when to
apply them. The unreflected establishment of pure scrum methodologies lead to
instability and misinterpretations. Agile is not the holy grail for large organizations!
However, Digital Leaders test prototypes (Minimum Viable Products) with customers,
worrying less about the imperfections and focusing more on the insights they may
gain (fail fast and fail cheap). Co-creation with customers, early testing with lead
users and consumers in general and MVP testing have become key differentiators
(see exhibit 8 below).
EXHIBIT 8
MVP testing and customer co-creation as a
key success factor for agile execution
Digital Laggards
Digital Followers
Digital Leaders
We collaborate closely with lead users
to identify customers’ needs at an
early stage
We develop new products or services
in close collaboration with our
customers and partners
Our company implements early
prototype testing in the market
IMPLICATIONS: • Communicate a clear strategic burning platform - align and share an inspirational
vision as north-star to provide orientation
• Make sure top managers act as role models for desired behavior and empowerment
• Create a culture genuinely open to mistakes (lower learning anxiety)
• Inspire passion to learn, lower anxiety of temporary incompetence
• Drive speed and achieve quick wins using MVP testing with customers and other
agile testing methodologies (accepting failure to learn, optimize on the run)
• Provide the right set of tools and trainings to run efficient meeting and project
– Interpret “Scrum” so it applies to the specificities of your organization (there
is no agile standard)
0
20
40
60
80
100
20%
42%
77%
22%
39%
78%
18%
34%
63%
13. Accelerate speed of
Digital Strategy Execution.
13The Digital Agility Study 2017 #02 AGILE LEADERSHIP
To support the agility of an organization, leadership style has to transform
dramatically. 60% of Digital Leaders agree that their leadership style has changed
during the Digital Transformation process, while this is only the case for 18% of Digital
Laggards. The keys to success in agile leadership are predominantly independence,
direct responsibilities and self-motivation of employees, i.e. of those team members
working on digital projects. (see exhibit 9 below).
EXHIBIT 9
Agile leadership to support self-motivation
and independence of teams
Digital Laggards
Digital Followers
Digital Leaders
Consequently, leaders need to adopt the so called “Host Leadership Style” in contrast
to the “old”, incumbent “Hero Leadership Style”. Host Leaders have to follow the
below principles:
EXHIBIT 10
Agile leadership principles
01
02
03
04
05
Create space for people
Support Response-ability in the team
Live the principle of co-participation
Open gates where needed
Spend time frontstage and backstage
0
50
100
32%
66%
83%
14. Leaders also need to make a significant change with respect to another behavior:
prioritizing the operational daily business at the expense of long-term company
goals (incl. resource allocation) is slowing down execution and putting agility at risk.
Yet, for most of the organizations in our sample, not only budgets but also human
resources are seen as a major hurdle to speed up the Digital Transformation process
(see exhibit below).
EXHIBIT 11
Key barriers to Digital Transformation
Budget, financial limitations
IMPLICATIONS: • Specifically outline business models of future digital scenarios and allocate resources
accordingly
• Empower top leadership to become host leaders who:
• Foster and reward accountability, entrepreneurship and self-motivation
• Provide support and remove roadblocks in all kinds of projects
• Celebrate quick wins and milestones
14
Human resources Operational day-to-day
business
Lack of knowledge
Agile leaders need to set the right priorities and guide teams towards fast execution.
The necessary budgets and resources to sustain digital transformation must be
protected.
• Leaders’ involvement has to be perceived as engagement and alignment yet not
as control
• Foster and reward accountability by providing freedom within a framework
• Clear definition and follow-through of financial incentives, and career paths
(i.e. within acceleration teams, new corps, etc.)
• Leaders should impersonate business models that require investments and are
critical for long term success but with limited- and mid-term returns (preemptive
and grab-land strategy)
0
20
40
60
80
100
44% 43%
38%
26%
15. Effective internal and
external innovation hubs.
15The Digital Agility Study 2017 #03 AGILE ORGANIZATIONAL STRUCTURE
Triple Transformation
Our data shows that companies running a combination of internal innovation labs
and external accelerators are more successful in their transformation. 42% of Digital
Leaders run a combination of internal and external digital units. While this is only the
case for 21% of Digital Lagards.
Based on our experience of over a hundred projects related to digital transformation,
what we call the triple transformation approach best supports digital transformation
by combining managerial pull (usually provided by the CEO and/or the board) with
business unit push (e.g. accelerators). Triple transformation covers 1) the internal
core organization, 2) partially integrated units and 3) external units. Accelerators and
other organizational structures that work outside the core, i.e. on disruptive projects,
are fundamental to the success in transformation:
Creating an agile
organizational structure that
ensures flexibility and speed
in key strategic projects
is the third fundamental
driver for a successful digital
transformation, explaining
20% of the success.
16. Our data shows that overperforming Digital Leaders (10% of Digital Leaders) actually
run a combination of all three transformations simultaneously. Partially integrated
innovation lab for the more modest digital innovations and external unit for the
disruptive.
However, there is also a difference in the role of external units. Our learnings from
the numerous organizational projects we have done are now being verified by
data: Digital Leaders are using external accelerators not only as a playing field for
connecting with startups or spotting investment opportunities: Digital Leaders take
action and build substantial new products and services. They use the external unit
to develop faster, test with customers and launch new businesses in a protected and
agile environment (see exhibit 12 below for details).
16
EXHIBIT 12
Activities of external units
Digital Laggards
Digital Followers
Digital Leaders
Construction of
partnerships with
start-ups, partners
and software
developers
0
20
40
60
80
100
7%
48%
44%
16%
48%
36%
23%
27%
50%
16%
32%
52%
21%
36%
43%
Identification of
attractive investments
to speed up the entry
into digital growth
markets
Market launch of new
products and services
and measurement
of success
Customer/Market
testing of new digital
products and
services
Development and
design of new digital
products and
services
17. 17The Digital Agility Study 2017 #03 AGILE ORGANIZATIONAL STRUCTURE
Agile external IT resources as a key enabler
Another key challenge related to internal and external innovation units is related
to IT resources and innovation. Even if key digital projects are handled in separate
units, many companies struggle to align IT architecture with their digital strategy. As
digital strategies are often driven by the board's office or strategy departments, their
lack of IT know-how leads to gaps in the architecture, scoping and budgets: Only 57%
of companies consider that their digital strategy and vision can be implemented and
executed by the existing IT architecture. Typically, a lack of CRM systems, marketing
automation, data analytics and big data know-how are the key barriers.
This is why most of the companies today need to rely heavily on expensive yet more
agile external IT resources (see following exhibit 13).
EXHIBIT 13
Need for agile, external IT resources
Digital Laggards
Digital Followers
Digital Leaders
We use external IT resources to obtain required
expertise for our projects
Our department mainly implements agile
development methods
Winning with startup cooperations
Finally, our data shows that companies having the openness to learn and collaborate
with technology startups are benefitting the most. 44% of Digital Leaders are actively
engaged startups, while only 11% of the organizations in the Digital Laggards cluster
have such initiatives. It is important to see that in this context, the number of startups
involved in the collaboration scheme seem to have an important effect on success.
Within the group of Digital Leaders, working with at least 5 different startups (see
exhibit 14) has become the norm. This requires the corresponding resources.
0
20
40
60
80
100
26%
36%
63%
16%
36%
67%
18. 18
However, working with startups (regardless of equity and approach) requires the
buildup of effective firewalls to protect their independence, especially during scale up
stage where the culture of the start-up is undergoing mutation.
EXHIBIT 14
Cooperation with startups
Digital Laggards
Digital Followers
Digital Leaders
• Success in transformation depends largely on having a broad and structured setup of
internalandexternaldigitalinnovationhubswithclearresponsibilitiesandgovernance
• Leaders have to act as human firewalls to protect freedom of innovation hubs
(internal ones as much as external accelerators) and on the other hand foster
cooperation with external partners
• Using external IT talents with agile development competences is a substantial driver
– the lack of experience with agile know-how among followers and laggards is
decisive
• Regarding startup cooperation, leaders need to ensure clear alignment of the
organization concerning the independence of the start-up and their deviating
objectives (growth vs. efficiencies/profitability targets)
• Embracing career moves by offering assignments at innovation hubs, but also
showing clear career paths back into the core organization once the venture fails
IMPLICATIONS:
0
20
40
60
80
100
11%
20%
44%
19. Unleashing team
performance.
19The Digital Agility Study 2017 #04 RECRUITING AND DEVELOPMENT
Cascading relevant training through the organization was identified as another key
to drive organizations towards agility. Our data reveals the importance of running
senior and especially middle management through digital training classes at a very
early stage to minimize their learning anxiety.
Digital Leaders spend significantly more time on training top and middle management
on agile procedures, new project management tools and other digital topics than
other clusters (see exhibit 15 below). These trainings for middle management are
crucial to loosen the “bed of clay” that often blocks digital innovation and potentially
paralyzes entire organizations (see following exhibit for more details):
EXHIBIT 15
Role of trainings for digital on top and
middle leadership level
Digital Laggards
Digital Followers
Digital Leaders
0
20
40
60
80
100
16%
34%
68%
13%
36%
69%
Top Management Middle Management
20. 0
20
40
60
80
100
20
To win in digital transformation, building up competencies in the management teams
is not enough. It is also important to develop employees at all levels, i.e. particularly
the ones playing key roles in digital projects and new business building. Therefore,
it is crucial to identify of digital experts or digital natives and to support them to
become digital ambassadors. We see a significant difference between Digital Leaders,
where 64% of the organization have specific processes to identify digital talents and
entrepreneurs digital experts and intrapreneurs, compared to only 8% of Digital
Laggards (see also exhibit 16).
EXHIBIT 16
Formats for identification of digital
experts and natives
Digital Laggards
Digital Followers
Digital Leaders
Recruiting digital natives to accelerate change is another fuel to Agility. Hence,
having recruiting formats specified to digital natives is a major differentiator between
Digital Leaders and Digital Laggards (63% of the Leaders vs. 11% of the Laggards).
The benefits of recruiting digital natives lie in the diversity they infuse into the
organizational culture. Especially for the role of product owners for new digital
businesses (i.e. in innovation hubs) it becomes crucial to recruit from the outside (see
exhibit 17) - too many organizations have tried to fill those positons from the inside
without success. The right combination of internal know-how and agility of external
product owners seems to be the best recipe for success.
8%
29%
64%
EXHIBIT 17
Recruiting digital experts from extern
Digital Laggards
Digital Followers
Digital Leaders 0
20
40
60
80
100
Digital Natives are considered potential
Employees targeted and recruited
Product management in the external innovation unit for
Digital are mostly recruited from the extern
11%
30%
63%
25%
59%
71%
21. • Provide trainings on agile and host leadership for top and middle management – use
formats that allow for new and challenging learnings (like hackathons etc.) but also
for anonymous learning (e.g. reverse mentoring)
• Promote constant learning to ensure progress across all levels - recruit trainers and
coaches from within (and experts from outside) to maximize learning impact
• Clear briefing and tracking of HR, referring recruitment of diverse teams
• Integration of digital natives into existing organizations as meaningful completion of
existing talent pool, i.e. for product owner positions
• Run capability assessment to monitor progress – leaders to champion “involvement
& agility” matrix and focus on learning by leading.
IMPLICATIONS:
21The Digital Agility Study 2017 #04 RECRUITING AND DEVELOPMENT
22. 22The Digital Agility Study 2017 THE AUTHORS
DR. MARKUS PFEIFFER
Dr. Markus Pfeiffer is the founder and CEO
of Bloom Partners GmbH. Through his
start-up and consulting experience, he has
contributed significantly to the success of digital
transformation in various large enterprises.
MAXIMILIAN HINZ
At Bloom Partners GmbH, Maximilian Hinz is
responsible for Digital Transformation for various
clients in the consumer goods sector.
SARAH MAHR
Sarah Mahr is a research associate and PhD
student at the Institute for Market-based
Management at the Ludwig-Maximilians-
Universität in Munich. She is responsible for the
study from a scientific perspective.
FABIAN SCHREMPF
Fabian Schrempf is a research associate and
PhD student at the Institute for Market-based
Management at the Ludwig-Maximilians-
Universität in Munich. He is responsible for the
study from a scientific perspective.