SBI

82%

Business Development which requires managing knowledge and skills

• New customers are not known
• Use of communication channels
• Early adoption

•Employee Knowledge about marketing and business

•Commitment to the use of social media

•Team-oriented culture

•Uncertainty regarding the development of the digital society

•Cultural risk aversion

•Business Stream Matrix can be used for alleviation to help risk-averse managers to transform their business with transparent risk allocation and limitation. The risk limitation is supported by the overview, which allows the allocation of a positive cash flow pro rata with an expected success to the business development teams

1. Flexibility
2. Collaboration
3. Meritocracy

•Flexibility/Agility

•Digitalization of Communication/Coordination

•Standardization

•Risk Reduction

•System Structures

•the exposure to the great influence from the ongoing digital transformation and the newly given conditions of the digital society.

40% - Rossi, 2017

47% - Perry, 2016

•a BCG study (2015) predicts, that the full digital penetration will take place within the next twenty years, but the next five to ten years will determine the winners and losers of this development

•IoT, Clouds, Apps, Platforms

horizontal progression (by copying existing things) (globalization) or vertically (by developing new technololgies) (Peter Thiel, 2014)

A “business stream” can refer to a business model, parts of a business model or even sets of business models.

Implement modern channels and platforms to integrate the customers directly into the value chain

team based operational approaches

Modern analytical methods

Enpathize, Define, Ideate, Prototype, Test

Periodic assessments

Digital maturity

An objective

Resources

Structure

Agility

•transaction cost theory (Coase, 1981)

•a company will emerge when it can produce more efficiently internally by avoiding these transaction costs of using the market.

•We call these value adding activities with lower transaction costs compared to market offerings as a competitive advantage or uniqueness of a company

•This layer must be distinguished from Digital Business Development, as companies in the digital age can decouple themselves from the traditional thinking of company boundaries.

•Sociotechnical Framework factors (previously noted)

•Digital ecosystems are networked value chains in which various participants contribute their uniqueness to the system in order to collectively base themselves on a common understanding of customers and value understanding design, produce, deliver, and support products and services.

•“Sociotechnical” relates to the interrelatedness between the social and technical components of organizations, whereas “system” relates to the under standing at that time of companies as closed organizations.

•we should adapt the term "sociotechnical system" to "sociotechnical framework”

•The term “Framework” applies, as soon as the orchestration of the activities (services) and the alignment of the networks (value chain partners) are defined in an abstract manner, independent of concrete partners. This makes it possible to employ external partners in a similar manner to a job application for employees.

•Only when companies focus on their uniqueness, carve-out other operational functions, and adopt the mindset of explicitly managing the alignment and the orchestration of these functions, will we begin to see sociotechnical systems (companies) change into sociotechnical frameworks

•the flexible combination of services into a meaningful conception (composition) that describes a value creation. Based on alignment and can be business-model-specific or instance-specific.

•Because the orchestration can be instance specific, we also define it as agile.

•Commanding

•Controlling

•coordination and agreement of value contributing partners within a DE. It entails the structural composition of the partners, the management of the conditions for cooperation / co-creation, as well as the setting of a common value and customer understanding

•Planning

•Coordinating

•Organizing / Staffing

•is a logical representation of a repeatable business activity that has a specific outcome

•is self-contained

•is a “black box” to consumers of the service

•may be composed of other services.

(Open Group, 2016)

•customers and suppliers will no longer simply have a relationship of buyer and seller, but of co-creators, creating experiences and services through continuous engagement

•More decentralized

•feature collaboration and cooperation partners, but without any participant holding the majority of power to control the orchestration and alignment of the ecosystem.

•Key enablers: APIs, microservices

•At the most fundamental level a business must decide what parts will be open and collaborative and what will be done within the company privately. To make this decision, a company must firmly understand what the uniqueness is that distinguishes it from the competitors and creates value in its market.

•Reasons for a company that does not want to share information could be e.g. the loss of competitive advantage by revealing trade secrets or sensitive cooperate information, data protection regulations, or companies might want to gain market share in a cross-industry sector themselves. For digital arenas, this is even more important, because they will rely on shared data

change of management ideas

•A transitional construct is temporary in nature and applies during the period between legacy structure and digital ecosystem

•innovation and creativity, collective intelligence, meritocracy and shared team values, and high flexibility

•Mgmt needs to allow and encourage risk-taking, courage, self-responsibility and disruptive thinking of employees, and not disturb the emergence of collaboration and interdisciplinary networks.

•traditional hierarchical structures and plan fulfillment- control need to be reconsidered, if not completely re-engineered

• Customer centricity
• First mover advantage
• Consider the consequences

•The shared services and the shared IT services are exposed to a slower pace of change and are focused on automated production and supporting processes. Because these services and processes support the business development side to function but are slow to change, we can consider them as the “mothership”.

•the business development side can be considered as smaller, more agile “speedboats”

•create conditions of loyalty (to benefit in case of success)

•create dependencies (to benefit in case of success)

•assign the risk of failing to the partner

• Uniqueness
• Partnering
• Management
• Structure (IT)
• Customer Understanding

•The distribution of parts of the value chain can be controlled in favor of the controlling company.

•The position and power can be fortified through data sovereignty within the system.

•The risk structures can be influenced by defining the framework conditions in the alignment.

•Adapting the common customer understanding to the controlling company’s own values.