Aufrufe
vor 2 Jahren

Digital Transformation | EN

  • Text
  • Digital
  • Transformation
  • Architecture
  • Cycle
  • Enterprise
  • Discipline
  • Mobile
  • Technologies
  • Processes
  • Objects
Operationalization in Practice

The one who does not

The one who does not want to change will lose what he wants to preserve, too. Gustav Heinemann Digital Transformation Whereas the generation of “digital skeptics” still takes a hesitant view of new technologies and channels of communication and collaboration, the generation of “digital natives” has grown up with it. Use Facebook to stay permanently informed about what friends are up to, LinkedIn to maintain contact to acquaintances and business partners, Twitter to publicly voice opinions and feelings, Instagram to share selfies, eBay to buy or sell on a whim, Skype to communicate worldwide at no cost and Google Mail for your central communication headquarters: for young people, these are all part of everyday life now and are even considered by some to be essential. Although the fading private sphere, loss of protective anonymity and ability to withdraw from social life, as well as the demand for constant availability and a blurring of the lines between professional and personal time affiliated with these technologies do face some critical discussion and scrutiny in our society, the majority of people tend to see these side effects as an acceptable part of the transition our era is undergoing. Individuals can make their own choices about when and to what extent they wish to adapt. Companies, on the other hand, are feeling the pressure to convert: half of their customers are now digital natives and they expect integrated online communication, customized offers, online payment options and much more. In today’s business world, companies are not merely looking at ensuring proper and efficient use of EDP; instead, they must now embrace the end-to-end digitalization of their own business, while ensuring a strong focus on the changing needs and wishes of the modern customer. The majority of companies must undergo a so-called “digital transformation” if they hope to remain successful in this new kind of market. Regardless of how the social influences of the fourth industrial revolution are viewed, companies and even individuals still have to come to terms with the social changes it has generated. 10 | Companies in Transition

Disruptive Market Players Opportunities through Proactive Action As Uber, the online broker for driver services, became more and more popular in 2014, especially in the USA, fearful taxi drivers across Europe protested against the “disruptive” competitor. Another example is AirBnB, a community market place for private booking and rental of lodging, which has seen unmitigated success and created massive turmoil in the entire traditional tourism industry. The reasons are similar to numerous other “disruptive” market players: these types of companies ignore the traditional business model and even some of their rules, steam-rolling industries even as newcomers with their extreme digital business approach, even ousting established players. Yet, it is not just start-ups who are forcing their way into existing markets, but companies with financial strength are also becoming a risk in foreign markets. In the past, Google and Apple did not offer insurances, Allianz did not sell cars and BMW was not in the IT product market. However, that was primarily due to their business interests and not on the commercial options available to them. That these situations can change in the blink of an eye is exhibited by the latest examples: both Google and Apple are actively working on a vehicle. The digital transformation that has become necessary for companies from all industries does not have to be a mere reaction. Quite the contrary: many companies are turning the situation to their advantage. They are rising to the new challenges the market is posing in order to retain their existing customers and to enhance customer loyalty. At the same time, they are also expanding their business model by offering new products and services that were not even possible before due to a lack of technical feasibility. This has even allowed some companies to become “disruptive” players themselves by taking advantage of new opportunities and even penetrating secondary markets - similar to how Amazon has been doing business for years. Corporate consultants agree: companies that fail to address the challenge of digitally transforming their business will, in the mid to long term, be pushed out of the market by newcomers and digital competitors. Companies in Transition | 11

msg

01 | 2018 public
02 | 2017 public
01 | 2017 public
02 | 2016 public
01 | 2016 public
02 | 2015 public
01 | 2015 public
01 | 2014 public
01 | 2014 msg systems study
01 | 2015 msg systems Studienband
Future Utility 2030
Lünendonk® Trendstudie
Digitale Transformation | DE
Digital Transformation | EN
DE | inscom 2014 Report
EN | inscom 2014 Report

msgGillardon

02 | 2018 NEWS
03 | 2016 NEWS
02 | 2016 NEWS
01 | 2016 NEWS
03 | 2015 NEWS
02 | 2015 NEWS
01 | 2015 NEWS
02 | 2014 NEWS
01 | 2014 NEWS
02 | 2013 NEWS
01 | 2012 NEWS
02 | 2011 NEWS
01 | 2010 NEWS
MaRisk
01 | 2017 banking insight
01 | 2015 banking insight
01 | 2014 banking insight
01 | 2013 banking insight
01 | 2012 banking insight
02 | 2011 banking insight
01 | 2011 banking insight
01 | 2010 banking insight
2018 | Seminarkatalog | Finanzen

Über msg



msg ist eine unabhängige, international agierende Unternehmensgruppe mit weltweit mehr als 6.000 Mitarbeitern. Sie bietet ein ganzheitliches Leistungsspektrum aus einfallsreicher strategischer Beratung und intelligenten, nachhaltig wertschöpfenden IT-Lösungen für die Branchen Automotive, Banking, Food, Insurance, Life Science & Healthcare, Public Sector, Telecommunications, Travel & Logistics sowie Utilities und hat in über 35 Jahren einen ausgezeichneten Ruf als Branchenspezialist erworben.

Die Bandbreite unterschiedlicher Branchen- und Themenschwerpunkte decken im Unternehmensverbund eigenständige Gesellschaften ab: Dabei bildet die msg systems ag den zentralen Kern der Unternehmensgruppe und arbeitet mit den Gesellschaften fachlich und organisatorisch eng zusammen. So werden die Kompetenzen, Erfahrungen und das Know-how aller Mitglieder zu einem ganzheitlichen Lösungsportfolio mit messbarem Mehrwert für die Kunden gebündelt. msg nimmt im Ranking der IT-Beratungs- und Systemintegrationsunternehmen in Deutschland Platz 7 ein.


© 2018 by msg systems ag - powered by yumpu Datenschutz | Impressum