For Companies who want to build agile networks, the Digital Team Platform delivers Digital Leadership Capabilities which enables dynamic value creation trough the collective intelligence of cross-boundary interactions and cooperation.
For Companies who want to create Smart Services, the Digital Team Platform provides Digital Leadership which enables dynamic value creation with customers by networking cross-boundary interactions.
For Companies who want to become a Smart Services Leader, TMG provides a Digital Implementation Platform which enables dynamic B2B value creation through layering the platform operating model on top of the existing linear product value chain
Digital Workplace in the Connected Organization - Enterprise 2.0Jane McConnell
Scorecards and maturity by industry of digital workplaces from 314 organizations worldwide. Early Adopters versus the Majority. Leading trends: customer focus, working out loud, humanizing the enterprise, new organizational design, the future workplace.
You’ve seen the future for your organisation and it's unquestionably digital. But then the questions start: Who goes on the journey? How do you lead them along? What direction? How fast? What’s the path? Is the journey the same for everyone throughout the business?
Embarking on a Digital Transformation (DT) strategy can seem daunting enough. But when you apply that strategy to large teams, the numerous complexities and variables can make the whole project appear just too exhausting a proposition to even bother taking the first step, let alone all those steps that must inevitably follow if it is to succeed.
So how do you bring your team on the journey?
Named winner of Digital Workplace of the Year award in 2018 by DWG in partnership with SMG/CMSWire, Liberty Mutual is an example of one of the most well-executed, high-performing digital workplace environments. This workshop will look at the journey to build an Intelligent Workplace platform exploring the productivity burdens employees face, use of digital assistants and chatbots and the importance of enhancing the employee experience.
Unleashed by new digital business models and new work-styles, work has evolved to take on more digital dimensions. However, this has resulted in increasingly complex IT environments. Workers today are frustrated and overwhelmed with multiple apps and technologies they need to get through their day. They want to have access to information more seamlessly and have the ability to work on any device from any location. In this case study, reimagine what it means to harness and simplify technology to drive greater engagement, efficiency and productivity and learn how to manage a truly unified digital workplace that is secure and intelligent.
For Companies who want to create Smart Services, the Digital Team Platform provides Digital Leadership which enables dynamic value creation with customers by networking cross-boundary interactions.
For Companies who want to become a Smart Services Leader, TMG provides a Digital Implementation Platform which enables dynamic B2B value creation through layering the platform operating model on top of the existing linear product value chain
Digital Workplace in the Connected Organization - Enterprise 2.0Jane McConnell
Scorecards and maturity by industry of digital workplaces from 314 organizations worldwide. Early Adopters versus the Majority. Leading trends: customer focus, working out loud, humanizing the enterprise, new organizational design, the future workplace.
You’ve seen the future for your organisation and it's unquestionably digital. But then the questions start: Who goes on the journey? How do you lead them along? What direction? How fast? What’s the path? Is the journey the same for everyone throughout the business?
Embarking on a Digital Transformation (DT) strategy can seem daunting enough. But when you apply that strategy to large teams, the numerous complexities and variables can make the whole project appear just too exhausting a proposition to even bother taking the first step, let alone all those steps that must inevitably follow if it is to succeed.
So how do you bring your team on the journey?
Named winner of Digital Workplace of the Year award in 2018 by DWG in partnership with SMG/CMSWire, Liberty Mutual is an example of one of the most well-executed, high-performing digital workplace environments. This workshop will look at the journey to build an Intelligent Workplace platform exploring the productivity burdens employees face, use of digital assistants and chatbots and the importance of enhancing the employee experience.
Unleashed by new digital business models and new work-styles, work has evolved to take on more digital dimensions. However, this has resulted in increasingly complex IT environments. Workers today are frustrated and overwhelmed with multiple apps and technologies they need to get through their day. They want to have access to information more seamlessly and have the ability to work on any device from any location. In this case study, reimagine what it means to harness and simplify technology to drive greater engagement, efficiency and productivity and learn how to manage a truly unified digital workplace that is secure and intelligent.
Whether you’re at home or on-the-go, intelligent assistants help you tackle your growing to-do list easily and efficiently -- from checking the weather to streaming your favorite songs. But it shouldn’t stop there. What if you could on-board an employee while ordering a latte? Have your new address updated by HR with a single text? Join us for a stimulating conversation on key trends shaping the Future of Work and learn practical advice on using AI to redefine the employee experience to be more exciting, engaging, and intelligent.
During this session we will discuss how the new digital workplace can embrace new technologies from Microsoft Teams through to AI and Extended Reality. During this presentation we will discuss how these new technologies can enhance and support the "new way of working'.
What are the future trends in the Digital Workplace? Are we facing even bigger disruption from social, gamification, and the trends that have been prevalent over the last years or are we coming to a point where things are beginning to mature?
Are we making the most of the emergent trends or are we still using the same thinking and logic we did when the Sharepoint 2007 intranet was launched? It's time to challenge ourselves and our peers!
In this presentation I will take you through:
• The characteristics of the Modern Workplace
• What employees are looking for when using digital tools
• Four trends that is shaping the future of collaboration
• (Hopefully) A few new perspectives on new ways of working
We are social creatures and we crave social interaction. This presentation from SPSNYC is about how we build social solutions to our business problems...today.
Intro presentation from the Enterprise 2.0 Summit 2013 in Paris that served as the basis for a discussion panel around approaches for the technology framework of a Digital Workplace and its challenges
How can we enable a more efficient and streamlined operational environment that enhances our employee experience? What needs to happen in order for us to succeed in our vision to create the best intelligent travel ecosystem? What role does AI, data and emerging technologies play across our organization? Learn how Finnair, a 95 year old airline, has been navigating towards a future proof working environment.
The Digital Workplace Maturity Model – Going Beyond the Intranet
What does it take to move from a traditional intranet to something that supports all aspects of a digital workplace?
* How do the dimensions of community, collaboration, communication, services and structure interrelate?
How should your organization’s strategy dictate the profile of your digital workplace?
What can we learn from similar systems about how intranets can evolve?
Sam Marshall, Director, ClearBox Consulting Ltd.
From IntraTEam Event Copenhagen 2011 #iec11
GE created an enterprise-wide KM Strategy and began implementation in early 2016. In three years, they have designed and launched 160+ global communities for their engineering staff and others across GE businesses (with more than 130K members). Their focus is on tacit knowledge exchanges for GE’s engineering workforce. Within a year, they expect to grow to about 200 communities that engage about 175,000 employees in primary and supporting roles to our 55K+ engineers. In this session, see inside how GE is working within and across businesses to connect employees and drive business value, and experience a live tour of aspects of their digital workplace that showcases their Knowledge Management approach and user experience.
The average workday has become disjointed. While workers enjoy the “freedom” that comes from being able to do their jobs without being chained to their desks, it is not without its obstacles. There is certainly no shortage of mobile apps for employees, yet each app only does one thing well, and it is becoming clear that work information is spread out between too many apps. As employees rely more on mobile access, the elusive single-screen, unified mobile experience could be the answer to enterprise information discovery woes. The presentation discusses ways to overcome the information overload challenge using contextual capabilities now provided by mobile devices, a consolidated user experience, and activity streams.
The workplace in the digital age. How a digital workplace can support business goals and help bring a shared sense of purpose to an organization. Facts and figures from the 2015 digital workplace survey.
Whether you’re at home or on-the-go, intelligent assistants help you tackle your growing to-do list easily and efficiently -- from checking the weather to streaming your favorite songs. But it shouldn’t stop there. What if you could on-board an employee while ordering a latte? Have your new address updated by HR with a single text? Join us for a stimulating conversation on key trends shaping the Future of Work and learn practical advice on using AI to redefine the employee experience to be more exciting, engaging, and intelligent.
During this session we will discuss how the new digital workplace can embrace new technologies from Microsoft Teams through to AI and Extended Reality. During this presentation we will discuss how these new technologies can enhance and support the "new way of working'.
What are the future trends in the Digital Workplace? Are we facing even bigger disruption from social, gamification, and the trends that have been prevalent over the last years or are we coming to a point where things are beginning to mature?
Are we making the most of the emergent trends or are we still using the same thinking and logic we did when the Sharepoint 2007 intranet was launched? It's time to challenge ourselves and our peers!
In this presentation I will take you through:
• The characteristics of the Modern Workplace
• What employees are looking for when using digital tools
• Four trends that is shaping the future of collaboration
• (Hopefully) A few new perspectives on new ways of working
We are social creatures and we crave social interaction. This presentation from SPSNYC is about how we build social solutions to our business problems...today.
Intro presentation from the Enterprise 2.0 Summit 2013 in Paris that served as the basis for a discussion panel around approaches for the technology framework of a Digital Workplace and its challenges
How can we enable a more efficient and streamlined operational environment that enhances our employee experience? What needs to happen in order for us to succeed in our vision to create the best intelligent travel ecosystem? What role does AI, data and emerging technologies play across our organization? Learn how Finnair, a 95 year old airline, has been navigating towards a future proof working environment.
The Digital Workplace Maturity Model – Going Beyond the Intranet
What does it take to move from a traditional intranet to something that supports all aspects of a digital workplace?
* How do the dimensions of community, collaboration, communication, services and structure interrelate?
How should your organization’s strategy dictate the profile of your digital workplace?
What can we learn from similar systems about how intranets can evolve?
Sam Marshall, Director, ClearBox Consulting Ltd.
From IntraTEam Event Copenhagen 2011 #iec11
GE created an enterprise-wide KM Strategy and began implementation in early 2016. In three years, they have designed and launched 160+ global communities for their engineering staff and others across GE businesses (with more than 130K members). Their focus is on tacit knowledge exchanges for GE’s engineering workforce. Within a year, they expect to grow to about 200 communities that engage about 175,000 employees in primary and supporting roles to our 55K+ engineers. In this session, see inside how GE is working within and across businesses to connect employees and drive business value, and experience a live tour of aspects of their digital workplace that showcases their Knowledge Management approach and user experience.
The average workday has become disjointed. While workers enjoy the “freedom” that comes from being able to do their jobs without being chained to their desks, it is not without its obstacles. There is certainly no shortage of mobile apps for employees, yet each app only does one thing well, and it is becoming clear that work information is spread out between too many apps. As employees rely more on mobile access, the elusive single-screen, unified mobile experience could be the answer to enterprise information discovery woes. The presentation discusses ways to overcome the information overload challenge using contextual capabilities now provided by mobile devices, a consolidated user experience, and activity streams.
The workplace in the digital age. How a digital workplace can support business goals and help bring a shared sense of purpose to an organization. Facts and figures from the 2015 digital workplace survey.
Sports Geek Sports Social Media Rankings April 2013Sports Geek
Facebook and Twitter are key social media platforms for sports teams to engage sports fans, here is a tally of Facebook and Twitter numbers for sports leagues around the world
Periódico el Universitario del Chocó, órgano informativo de la Universidad Tecnológica del Chocó, edición No 15, con las noticias mas importantes en educación, investigación y extensión.
Director
Eduardo Antonio García Vega
Rector
Consejo Editorial
ELKIN MOISES CHAVERRA DURAN
Vicerrector Administrativo
GILBERTO PANESSO ARANGO
Vicerrectoría de Docencia Académica
JULIO CESAR HALABY GUERRERO
Vicerrector de Investigaciones
BERTHA CONTO GARCIA
Vicerrectora Extensión y Bienestar Univ.
Coordinación editorial
Gonzalo Díaz Cañadas
Coordinador Oficina de Comunicaciones y Prensa
Paula Ruiz Restrepo
Comunicadora Corporativa
Jhon Arley Mosquera Garrido
Fotografía
Dirección
Cra. 22 No 18B-10 B/ Nicolás Medrano - Ciudadela Universitaria
Quibdó-Chocó-Colombia
Línea gratuita nacional: 01 8000 93 8824
Tel cel. 3104892698 fax 0946 726565 ext. 1090
Página web :http://www.utch.edu.co
Redes sociales
Youtube :http://www.youtube.com/user/centroafro
Facebook: http://www.facebook.com/utch2012
twitter: @PrensaUTCH
Email :prensa@utch.edu.co
“Trabajando en Minga por la Acreditación Institucional”
To understand the impact of Flowing society as a macro force on the emergence of new product categories in India and the subsequent drivers and trends that have resulted in a shift in society.
Moje Bambino: Kreator dobrej przestrzeni edukacyjnejmojebambino
Jak tworzyć bezpieczną przestrzeń przyjazną rozwojowi dziecka? Jaka przestrzeń wspiera aktywność i zaangażowanie najmłodszych? Zapraszamy do zapoznania się z prezentacją Moje Bambino na temat tego, jak zmieniamy polskie realia w placówkach i do jakich standardów wyposażeniowych dążymy.
The Internet is growing beyond imaginations and borders,
but IPv4 limits today's Internet growth. The "old" Internet Protocol originally was built to experimentally support a few dozen sites with a few hundred computers
For Businesses who want become a Smart Services Leader, TMG provides a Digital Improvement Program which drives dynamic value creation through the alignment of business models, organization, talents and infrastructure
Zinnov examines the growing trend of enterprises setting up digital labs to drive the next leg of their digital journey. Geographies with rich product development capabilities and a talent pool with key skills are emerging as hot spots for the establishment of innovative digital labs
A Digital Enterprise is one that leverages customer, contextual and enterprise data and use new-age technologies to drive exponential business impact. To facilitate digital transformation, enterprises are increasingly setting up Digital Labs/Hubs in geographies with rich product capabilities, such as the Bay Area (US) and Bangalore (India).
Realising Digital’s Full Potential in the Value ChainCognizant
When we spoke with executives across Europe who lead digitising efforts, they described a diverse range of deployments, but digital can, and must, deliver far more than it has so far. In this ebook, we explore how businesses can explore digital's full potential across their value chain.
Digital Asset Management (DAM) latest trends, value proposition and ROIMukul Krishna
A quick look into the continued evolution of the Digital Asset Management (DAM) space and its critical capability of enabling content workflows across any vertical
Building a Digital Organization
Digitalization Trends & Opportunities
The Digital Electric Company of the Future
Questions
•
What kinds of cities do we want to live in tomorrow?
•
What if assumptions behind the projections about urbanization are wrong, and the current trend of urbanization is reversed by 2030 or 2050?
•
What if the global south achieved the same level of prosperity, wealth, and standard of living as the global north?
|
Digital Value Creation for Portfolio CompaniesBjoernRoeber
Private Equity Funds can unlock substantial value creation with the digital transformation of their portfolio companies. The briefing, prepared together with my colleague Giovanni Calia, shows how we support digital value creation in three areas:
i) eCommerce - Even laggard industries see (B2B) eCommerce gain traction
ii) Process Automation - There is on average 20-40% attainable efficiency potential
iii) New Products & Services: Especially, value-added digital services represent a major growth driver
Most portfolio companies lack internal capabilities to identify and address this potential. goetzpartners applies sound diagnostics including our digital maturity survey, internal belief audits, and external market sounding to create full transparency on the digital value creation potential of portfolio companies. In an expedite second project phase the north star strategy and a roadmap with prioritized quick wins is developed jointly with the management of the companies. The subsequent implementation of initiatives is supported by applying agile methods, leading technology partners, effective tracking with a P&L link, and a hands-on enabling approach.
goetzpartners is a trusted partner of private equity clients with a strong track record of more than 450 projects. For our digital value creation work, we leverage the experience from various digital transformation and performance improvement programs with hundreds of implemented digitalization initiatives. We bring to the table a unique network of highly regarded digitalization experts and technology partners to assure that every recommendation and planned action is set up for success.
As always, feel free to let me know if you would like to discuss how this applies to your situation.
Workers as Revolutionaries - Reflections on the Digital Agenda and Workforce ...Camden
A short presentation on digital strategy, revolutionary changes happening in the workforce and reflections on how to CIO's and IT organisations can rise to the challenge
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.
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
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.
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
2. Digital Team Platform
2
For Companies who want to build agile networks,
the Digital Team Platform delivers Digital
Leadership Capabilities which enables dynamic
value creation trough the collective intelligence of
cross-boundary interactions and cooperation.
3. Situation:
The Evolution of the Digital Business creates two different Value Segments
3
Smart Products Smart ServicesCustomer
Hardware
Software/
User Interface
Networking/Data/AI
+
The emerging Digital Business Architecture
Key Factor of Success:
Efficiency
Key Factor of Success:
Adaptability
Smart Products Smart Services
4. 4
Challenge:
The “proliferation” of Smart Products reduces profits which shifts the
fundamental constraint for growth to the Smart Service “production”
Source:Kim, Chan et al: Blue Ocean Strategy, Harvard Business School, 2015
Base: 150 global companies in 30 industries
Initiatives
Revenue Impact
The Profit and growth consequences of Smart Service Bottleneck
Profit Impact
Smart Product Initiatives Smart Service Initiatives
86 % 14 %
62 % 38 %
39 % 61 %
Bottleneck
5. 5
Solution:
Companies need an efficient & adaptive Organization to meet the
challenges of Smart Products and Smart Services
3
Build an efficient & adaptive Organization
Fast changing and
inter-connected market environment
Business Sphere of Activity
Smart Products Smart ServicesCustomer1 2
Reshape
the portfolio
Sustain innovation
in R&D
Key Factor of Success:
Efficiency
Key Factor of Success:
Adaptability
6. 6
Digital Leadership Framework
Digital Leadership balances Efficiency with Adaptability
Management-
driven hierarchy
Digital Team Platform
Leadership driven network
Smart Products Smart Services
Mastering the
Slide Control
Digital Leadership
as…
Typical Digital Team areas:
• High degree of creative work
• Global business areas
• Cross-boundary work
• Large basic processes
• Areas with knowledge gaps
Efficiency & Excellence Adaptability & Innovation
7. 7
The Digital Team Activity Sphere
Customer Opportunities and cross-functional Use Cases are
the focus of Digital Team Value-Creation
A) Customers with opportunities B) Cross-functional Use Cases
Project
Management
Innovation
Management
Business
Process
Management
Topic –
specific
Networks
Expert
Networks
Information
Management
Stakeholder
Management
Management
& Reporting
Councils,
Boards,
Committees
Smart
Products
Smart
Services
Customer
Reshape
the portfolio
• sustaining Leadership
• building competitive Position
• exploring strategic Options
Sustain innovation
in R&D
• Strengthen Pipeline
• R&D 2.0 Model
• R&D Collaborations
8. The Digital Team Live Cycle
Building the Digital Team Organization in Waves
8
Customer Opportunities
& Use Cases
Building
& Operating
9. The Leadership Model of Digital Teams
Basis: Haufe Quadrant
Selecting Digital Team Initatives
OrganizationDesignSelf-Organized
Doer:
Duplication
Creator:
Innovation
Role of the employee
Social accountability
High trust Management / Staff
Clear goals and transparency
Joint consciousness
Empowered Execution
Clear routine processes
Efficient execution
Predefined workflows
Employees follow instructions
Top-down organizational structure
Controlled
Self-organization of employees
Clear instructions are missing
Unclear objectives
Exceedances of planning
Employees feel overloaded
High momentum of employees
Employees follow own agenda
Limited transparency
Limited co-decision
Functional teams with rigid project planning
Management-
driven hierarchy
Digital Teams
Leadership driven network
Strained Organization
Shadow Organization
10. 10
The Digital Team Building Blocks
The three Building Blocks for the Digital Team
Periphery
Matchmaking
Tasks
Digital Team
Job-to-be-done Global Talent Pool
Center
Scope of Initiative1
2 3
Work Graph
Talent
11. Deploying the Digital Team Platform
The Value Ecosystem
11
Job
Sub-Jobs
Workstreams
Tasks
Community
Integrator
On-boarding
Launch
Adapt
Optimize
DIGITAL TEAM
PLATFORM
Designing Primary Activities Managing Support Activities
Team of Teams
12. Primary Activities of Digital Team : Agile Networking
12
The Digital Team of Teams Structure
1) Job-to-be-done Sphere
2) Sub-Job
3)WorkStream
4)Task
Digital
Team
Lead Link
Rep Link
DIGITAL DESIGN PLATFORM
Roles
13. Support Activities for Digital Teams: Governance
13
The Digital Team of Teams Governance
Governance:
Weekly
Activation
Sessions
Doing Work
in clear
roles
Sensing
Tension
as Challenges
or opportunities
I) Empowered
Execution
to act on tensions
II) Joint Consciousness
on achieving the goals
Job-to-be-done
DIGITAL DESIGN PLATFORM
Tension drives progress
Community
Integrator
14. Community Integration is empowered by the Cloud
14
Community Integration as a Service
DIGITAL PLATFORM
Online-Learning Phase 1: Tuning-in
PLAYBOOKS
Phase 2: Primary Activities Phase 3: Support Activities
Community: Digital Team of Teams
Repository of repeatable best practices and re-usable components
Community
Integrator
15. 15
Digital Teams take Friction out of Smart Service Co-Creation
The Smart Service Network: The Platform
• High adaptability/agility for Customer Signals
• Joint Consciousness of pet owners need
• Mastering Complexity of dynamic value creation
• Network Effects are key growth driver
• Controlled Platform Access for Firm & Customer
• Knowledge/Benchmark Exchange is enabled
• Unity-of-Effort across boundaries
• Global BI synergies for local but common themes
Digitally
Engage Customers
Value Creation: Periphery Value Creation: CustomerValue Creation: Center
Enabling the
Periphery Teams
Smart Talents: Community Integrator
Phase I Phase II
Transformed Value Creation: The Platform Business Model
Digital Team Platform
VALUE UNIT
Touch Points
Enabling the
Center Team
VALUE UNIT
Services
Company Company
Patient
16. 16
The Digital Team Difference
Freeing Resources for value-creating Activities and Growth
Resources
(costs,emailtime..)
Cooperation
Structured Organization
Digital Teams
The Effect on Business Performance
Digital
Transformation
Time-Reduction
30 -50%
Speed
Fast Responses
Reduction of
non-value added expenses
25 -30%
Efficiency
Work Productivity
Additional Value-Creation
by Cooperation between “Boxes”
20 -25%
Growth
Collective Creativity
Limits of Growth: Knowledge Resources
Growth Effect
Source: Morieux, Yves: Six Simple Rules