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Business Transformation Essentials: Case Studies and Articles [Kõva köide]

3.00/5 (4 hinnangut Goodreads-ist)
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  • Formaat: Hardback, 280 pages, kõrgus x laius: 246x174 mm, kaal: 640 g
  • Ilmumisaeg: 13-Sep-2013
  • Kirjastus: Routledge
  • ISBN-10: 1472426983
  • ISBN-13: 9781472426987
Teised raamatud teemal:
Business Transformation Essentials: Case Studies and ArticlesSuurem pilt
  • Formaat: Hardback, 280 pages, kõrgus x laius: 246x174 mm, kaal: 640 g
  • Ilmumisaeg: 13-Sep-2013
  • Kirjastus: Routledge
  • ISBN-10: 1472426983
  • ISBN-13: 9781472426987
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9781472426987.html
Märksõnad:

Transformation programs are an common feature of global companies carrying out major strategic change projects. These programs combine business and technical expertise to bring together management and information systems. Managers rate firms' transformation competencies relatively poorly, and the success rate of such endeavours is correspondingly low.

Using a variety of case studies including: Allianz SE, Shell, SAP, Vodafone, and Mercedes-Benz, this book provides unprecedented insights into characteristics of current transformation programs and the potential that can be leveraged by applying a holistic transformation management approach.

Arvustused

There is a very broad range of transformation programs described in this book - covering more than eight different industries and various functions within organizations. The remarkable amount of expertise gathered here makes this work a must read for every transformation practitioner.

Amadou Diallo, Chief Executive Officer, DHL Freight

'This case book indeed provides illustrative studies of many different facets of real-life transformation programs. The industry-specific aspects are especially enlightening and enable strategic decision makers as well as managers to gain knowledge from well-documented initiatives.

Hans-Peter Wolf, Allianz

The sound analysis of transformation initiatives, as well as descriptions of methodological perspectives presented in this book illustrate very well the breakthroughs and the pitfalls in the metamorphosis of organizations. Through a set of key learnings and recommendations, the authors offer valuable lessons for everyone involved in such complex undertakings.

Jörg Staff, Fiducia

'Many organizations nowadays struggle with the challenge of transforming organizations within global initiatives. This book provides comprehensive experience and practical guidance for successful completion of such endeavors. It is helpful for large as well as medium-sized companies.

Dr. Helmut Meitner, Director Corporate IT, Ströer Group

List of Figures
ix
List of Tables and Boxes
xi
About the Editors xiii
List of Contributors
xv
1 Introduction Axel Uhl (SAP) and Lars Alexander Gollenia (SAP)
1(4)
2 Transformation Management Survey: Current State of Development and Potential of Transformation Management in Practice
Gerrit Lahrmann (BMW Group), Robert Winter (University of St. Gallen), Axel Uhl (SAP)
5(12)
3 Chief Innovation Officer: A New and Exciting Field of Activity for CIOs
Axel Uhl (SAP), Kim MacGillavry (DHL Freight), Lars Gollenia (SAP)
17(10)
4 The Transformational CIO
Axel Uhl (SAP), Lars Gollenia (SAP), Uli Muench (IBM)
27(12)
5 Digital Renewal of 130 Years of World Class Music
Axel Uhl (SAP), Alexander Schmid (SAP), Robert Zimmermann (Berlin Phil Media)
39(11)
Berliner Philharmoniker: A Comment by Axel Uhl
50(1)
6 The Downturn of a Battleship: How the Proud British Automotive Industry Failed to Transform
Till Schauen, Axel Uhl (SAP)
51(10)
7 Lean Transformation at Mercedes-Benz
Joachim Follmann (Mercedes-Benz), Sebastian Laack (Mercedes-Benz), Helmut Schutt (Mercedes-Benz), Axel Uhl (SAP)
61(12)
It's All About Culture! A Comment on the Mercedes-Benz Case by Andreas Schonherr (Zurich Insurance Company Ltd)
73(2)
Simply the Best: A Comment on the Mercedes-Benz Case by Axel Uhl (SAP)
75(2)
8 Smart Mobility: An Up-and-Down Ride on the Transformation Roller Coaster
John Ward (Cranfield University), Paul Stratil (SAS Automotive Systems), Axel Uhl (SAP), Alexander Schmid (SAP)
77(16)
Smart's Backward Loop Into the Future: A Comment on the Smart Case by Axel Uhl (SAP)
93(2)
9 Pro3 at Allianz: A New Dimension of Customer Centricity
Axel Uhl (SAP) and Oliver Hanslik (Former SAP)
95(16)
A Promise is a Promise: A Comment on the Allianz Case by Axel Uhl (SAP)
111(2)
10 Who's the Leader? Financial IT Integration at a Global Insurance Company
Gabriel Giordano (Ohio University), Annabelle (Lamy) Giordano (Ohio University), Tomasz Janasz (SAP)
113(12)
Sometimes You Don't Have to Be a Prophesier: A Comment on the Lukas Financial Services Case by Axel Uhl (SAP)
125(2)
11 Vodafone Answers Call to Transformation
Michaela Kresak† (SAP), Lilian Corvington (Vodafone), Frits Wiegel (Vodafone), Guido Wokurka (SAP), Stephanie Teufel (University of Fribourg), Peter Williamson (University of Cambridge)
127(18)
Think Global, Adapt Local: A Comment on the Vodafone Case by Werner Schultheis (Randstad Deutschland)
145(2)
12 Shell Human Resources Transformation
Dominic Houlder (London Business School), Guido Wokurka (SAP), Robert Gunther (SAP)
147(9)
Right Moment, Right Governance: A Comment on the Shell Case by Paola Bielli (Bocconi University)
156(3)
13 A Global HR Transformation: How a Leading Company Leveraged the Innovative Power of IT
Theresa Schmiedel (University of Liechtenstein), Jan vom Brocke (University of Liechtenstein), Axel Uhl (SAP), Stefanie Zeitz (SAP)
159(14)
HR Is Just a Different Animal: A Comment on the Global HR Transformation Case by Axel Uhl (SAP)
173(2)
14 Titoni Ltd.: An Independent Swiss Watch Brand in China
Matthias Messmer (Titoni)
175(13)
Everything Remains Different: A Comment on the Titoni Case by Axel Uhl (SAP)
188(1)
15 The Evolution of SAP Services
Oliver Muller (University of Liechtenstein), Jan vom Brocke (University of Liechtenstein), Thomas von Alm (SAP), Axel Uhl (SAP)
189(12)
"Walking the Talk": Difficult but Essential: A Comment on the SAP Services Case by Robert Winter (University of St. Gallen)
201(2)
16 How Hilti Masters Transformation
Jan vom Brocke (University of Liechtenstein), Martin Petry (Hilti), Theresa Schmiedel (University of Liechtenstein)
203(11)
IT Innovation is a Social Process: A Comment on the Hilti Case by Beate Bruggemann and Rainer Riehle (Institute for International Social Research (INFIS))
214(2)
Slowing Down Speeds Up Growing Success: A Comment on the Hilti Case by Paul Stratil (SAS Automotive Systems)
216(3)
17 Enterprise Architecture and Transformation: The Differences and the Synergy Potential of Enterprise Architecture and Business Transformation Management
Robert Winter (University of St. Gallen), Simon Townson (SAP), Axel Uhl (SAP), Nils Labusch (University of St. Gallen), Joerg Noack (SAP)
219(14)
18 BTM2 and ASAP: SAP's Perfect Match
Axel Uhl (SAP), Jan Musil (SAP), Tammy Johnson (SAP), Lisa Kouch (SAP)
233(12)
Index 245
Axel Uhl is Head of the Business Transformation Academy and a member of the Business Transformation Services Leadership Team within the Services Division of SAP. Dr Uhl is a professor at the University of Applied Sciences and Arts Northwestern Switzerland. Prior to joining SAP, he held senior management positions at Novartis, KPMG, DaimlerChrysler and Allianz. He has a PhD in Economics, and Master degrees in Business Administration, Educational Sciences and Information Technology. Lars Gollenia is Head of the global Business Transformation Services at SAP and a member of the SAP Services Delivery Executive team. Lars is the co-founder and sponsor of the Business Transformation Academy, a leadership network comprising leading academics and selected executives. He has held positions in the management consulting space. Gollenia is a Graduate in Business Administration from the Friedrich-Schiller University of Jena, Germany and studied economics and international management at Harvard.