Shaping the Digital Enterprise

1. Front Matter

   Pages i-xiv

   PDF

2. Cross-industry Trends

   1. Front Matter

      Pages 1-1

      PDF

   2. Digitalize or Drown

      • Edward Schreckling, Christoph Steiger

      Pages 3-27

   3. The Business Consequences of a Digitally Transformed Economy

      • Marek Kowalkiewicz, Niz Safrudin, Bert Schulze

      Pages 29-67

   4. It’s Not Just About Technology: The People Side of Digitization

      • Oliver Kohnke

      Pages 69-91

   5. Antithetic Leadership: Designers Are Different, Business People Too

      • Michael von Kutzschenbach, Peter Mittemeyer, Werner Wagner

      Pages 93-107

   6. Digital Culture: Why Strategy and Culture Should Eat Breakfast Together

      • Guido Wokurka, Yvonne Banschbach, Dominic Houlder, Richard Jolly

      Pages 109-120

   7. Designing Business Models for the Digital Economy

      • Michael Blaschke, Marco Cigaina, Uwe V. Riss, Itzhak Shoshan

      Pages 121-136

3. Industry-Specific Trends

   1. Front Matter

      Pages 137-137

      PDF

   2. The Unbanked Don’t Need More Brick and Mortar Banks

      • Henning Kehr, Graham Tonkin, Reiner Bihler

      Pages 139-156

   3. Digital Supply Chain Management Agenda for the Automotive Supplier Industry

      • Poorya Farahani, Christoph Meier, Jörg Wilke

      Pages 157-172

   4. Value of Lifecycle Information to Transform the Manufacturing Industry

      • Gerhard Gudergan, Achim Buschmeyer, Boris Alexander Feige, Denis Krechting, Stefan Bradenbrink, Ralph Mutschler

      Pages 173-194

4. Use Cases

   1. Front Matter

      Pages 195-195

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   2. Creating a Market Analytics Tool that Marketers LOVE to Use: A Case of Digital Transformation at Beiersdorf

      • Jan vom Brocke, Maria Fay, Martin Böhm, Volker Haltenhof

      Pages 197-217

   3. Taking Digital Innovation into the Field of Infectious Diseases: The Case of SORMAS®

      • David Moyer, Daniel Tom-Aba, Shuchi Sharma, Gérard Krause

      Pages 219-236

   4. A Journey of Digital Innovation and Transformation: The Case of Hilti

      • Jan vom Brocke, Maria Fay, Theresa Schmiedel, Martin Petry, Felix Krause, Tim Teinzer

      Pages 237-251

   5. The Future of Automobility

      • Tomasz Janasz, Uwe Schneidewind

      Pages 253-285

   6. What Co-Innovation Can Mean for Digital Business Transformation: Sharing and Managing Risk to Achieve IT Business Innovation

      • Cosmin Condea, David Cruickshank, Pascal Hagedorn

      Pages 287-307

   7. Virtual Reality Goes Mobile in the Digital Age

      • Erik Poppe, Désirée Gilgen, Niz Safrudin

      Pages 309-330

5. Back Matter

   Pages 331-335

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This book sheds light on cross-industry and industry-specific trends in today’s digital economy. Prepared by a group of international researchers, experts and practitioners under the auspices of SAP’s Digital Thought Leadership & Enablement team within SAP’s Business Transformation Services (BTS) unit, the book furthermore presents relevant use cases in digital transformation and innovation.

The book argues that breakthrough technologies have matured and hit scale together, enabling five defining trends: hyper-connectivity, supercomputing, cloud computing, a smarter world, and cyber security. It presents in detail how companies are now reimagining their products and services, business models and processes, showcasing how every business today is a digital business.

Digitalization, defined as the process of moving to a digital business, is no longer a choice but an imperative for all businesses across all industries and regions. Taking a step toward becoming a digitalenterprise is demanding and challenging. The dimensions of customer centricity, leadership and strategy, business models, including offerings (products and services), processes, structure and governance, people and skills, culture, and technology foundation can serve as orientation for digitalization. The articles in this book touch on all dimensions of this digital innovation and transformation framework and offer possible answers to some of the pressing questions that arise when practitioners seek to digitalize their business.

• digitalization
• digitization
• digital economy
• digital enterprise
• digital transformation
• supercomputing
• hyper-connectivity
• cloud computing
• smart world
• cyber security
• disruptive business models
• digital business processes
• digital strategy

“Shaping the digital enterprise is an edited collection of 15 chapters compiled by a SAP business transformation services (BTS) team. … Most chapters have tables or diagrams that highlight important concepts. … ‘Key learnings’ and references are at the end of each chapter. … The editors and authors are accomplished international researchers, consultants, and practitioners. … read this book and help shape the digital future to create positive business and social change.” (Ernest Hughes, Computing Reviews, February, 2017)

• SAP SE , Walldorf, Germany

  Gerhard Oswald, Michael Kleinemeier

Gerhard Oswald heads the Product Quality & Enablement Board area and is a member of the Executive Board of SAP SE. Oswald joined SAP in 1981. He was instrumental in developing the sales support network for the SAP R/2 software, responsible in particular for quality control. He then assumed responsibility for quality control in the development of the SAP R/3 software. From 1987 to 1993, Oswald was a member of the project management team responsible for conceiving, developing, and delivering SAP R/3. Following the completion of this project in 1993, Oswald was appointed to the SAP Extended Management Board. In 1994, he assumed responsibility for the SAP R/3 Services division, and was appointed as a member of the SAP Executive Board in 1996. SAP Active Global Support was founded under Oswald's leadership, heralding an era of continuous improvement of innovative support offerings which have demonstrated SAP's thought leadership in the industry. Oswald began his IT career at Siemens AG, where he was an applications consultant for SAP R/2 business processes from 1977 to1980. He holds a degree in business administration from the University of Applied Sciences, Mainz, Germany.

Michael Kleinemeier is a member of the SAP Executive Board of SAP SE. He leads the Digital Business Services organization. He was appointed to the Executive Board on November 1, 2015. Kleinemeier has held various leadership positions at SAP. In 2013, he was appointed President of the region Middle and Eastern Europe (MEE), where he was responsible for all market activities and the entire SAP product portfolio in this region. From 2010 to 2012, he was Head of Global End-to-End Services. In this capacity, Kleinemeier was responsible for driving sales and market adoption of SAP’s latest solutions. In parallel he served as Head of the DACH region (Germany, Austria, and Switzerland). In 2007, Kleinemeier was appointed Head of Industry Solutions and Corporate Officer of SAP. From 2001 to 2007, he was Managing Director of SAP Deutschland. During that time, he was also President of the former EMEA Central (DACH and the Benelux countries) sales region. From 1989 to 1999, he held key positions in sales, consulting, and training at SAP. From 1999 to 2001, Kleinemeier was Board member of itelligence AG, an SAP partner company. Kleinemeier holds a degree in commercial management from the University of Paderborn.

 

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