So You Want To Go Digital? How To Avoid The Next Legacy Platform Debacle

IT platforms as the foundation of digitized processes and products are vital in a digital economy. However, many companies’ platforms are liabilities, not strategic assets because of their complexity. \ \ Consequently, companies initiate IT complexity reduction programs. But these technology-centric programs at best provide temporary relief. Soon after, companies’ platforms become just as complex as before. \ \ Based on four case studies, we identify three non-technical drivers of platform complexity: (1) Lacking awareness of consequences business decisions have on platform complexity, (2) Lacking motivation to avoid platform complexity, (3) Lacking authority to protect platforms from complexity. We propose measures to address these drivers that can help achieve more sustainable impact on platform complexity: (1) Removing information asymmetries between those creating complexity and those dealing with complexity, (2) Redefining incentives to include long-term effects on platform complexity, (3) Redressing power imbalances between those who create complexity and those who have to manage it

Designing and executing digital strategies : completed research paper

The digital economy poses existential threats to — and game-changing opportunities for — companies that were successful in the pre-digital economy. What will distinguish those companies that successfully transform from those that become historical footnotes? This is the question a group of six researchers and consultants from Boston Consulting Group set out to examine. The team conducted in-depth interviews with senior executives at twenty-seven companies in different industries to explore the strategies and organizational initiatives they relied on to seize the opportunities associated with new, readily accessible digital technologies. This paper summarizes findings from this research and offers recommendations to business leaders responsible for digital business success

Designing and Executing Digital Strategies

The digital economy poses existential threats to—and game-changing opportunities for—companies that were successful in the pre-digital economy. What will distinguish those companies that successfully transform from those that become historical footnotes? This is the question a group of six researchers and consultants from Boston Consulting Group set out to examine. The team conducted in-depth interviews with senior executives at twenty-seven companies in different industries to explore the strategies and organizational initiatives they relied on to seize the opportunities associated with new, readily accessible digital technologies. This paper summarizes findings from this research and offers recommendations to business leaders responsible for digital business success

Reengineering the coporation--a study at a semiconductor company

Thesis (M.S.)--Massachusetts Institute of Technology, Dept. of Electrical Engineering and Computer Science, 1994.Includes bibliographical references (leaves 164-176).by Mark Ming-Hsun Lee.M.S

Classification of erythrocytes by the spectral estimates of their surfaces’ AFM-images

В статье проведен анализ, представлена тематика и раскрыт опыт проведения международных научно-практических конференций BIG DATA. Проведен анализ 27 конференций в России, Беларуси, США, Великобритании, Канаде, Литве, Финляндии, Испании, Швеции. The article analyzes, presents the subject and reveals the experience of international scientific and practical conferences BIG DATA. The analysis of 27 conferences in Russia, Belarus, USA, Great Britain, Canada, Lithuania, Finland, Spain, Sweden

The evolution of business analytics : based on case study research

While business analytics is becoming more significant and widely used by companies from increasing industries, for many the concept remains a complex illusion. The field of business analytics is considerably generic and fragmented, leaving managers confused and ultimately inhibited to make valuable decisions. This paper presents an evolutionary depiction of business analytics, using real-world case studies to illustrate a distinct overview that describes where the phenomenon was derived from, where it currently stands, and where it is heading towards. This paper provides eight case studies, representing three different eras: yesterday (1950s to 1990s), today (2000s to 2020s), and tomorrow (2030s to 2050s). Through cross-case analysis we have identified concluding patterns that lay as foundation for the discussion on future development within business analytics. We argue based on our findings that automatization of business processes will most likely continue to increase. AI is expanding in numerous areas, each specializing in a complex task, previously reserved by professionals. However, patterns show that new occupations linked to artificial intelligence will most probably be created. For the training of intelligent systems, data will most likely be requested more than ever. The increasing data will likely cause complications in current data infrastructures, causing the need for stronger networks and systems. The systems will need to process, store, and manage the great amount of various data types in real-time, while maintaining high security. Furthermore, data privacy concerns have become more significant in recent years, although, the case study research indicates that it has not limited corporations access to data. On the contrary, corporations, people, and devices will most likely become even more connected than ever before.nhhma

Proceedings of the 18th International Conference on Engineering Design (ICED11):Book of Abstracts

The ICED series of conferences is the Design Society's "flagship" event. ICED11 took place on August 15-18, 2011, at the campus of the Danish Technical University in Lyngby/Copenhagen, Denmark. The Proceedings of the conference are published in 10 individual volumes, arranged according to topics. All volumes of the Proceedings may be purchased individually through Amazon and other on-line booksellers. For members of the Design Society, all papers are available on this website. The Programme and Abstract Book is publically available for download

Combining SOA and BPM Technologies for Cross-System Process Automation

This paper summarizes the results of an industry case study that introduced a cross-system business process automation solution based on a combination of SOA and BPM standard technologies (i.e., BPMN, BPEL, WSDL). Besides discussing major weaknesses of the existing, custom-built, solution and comparing them against experiences with the developed prototype, the paper presents a course of action for transforming the current solution into the proposed solution. This includes a general approach, consisting of four distinct steps, as well as specific action items that are to be performed for every step. The discussion also covers language and tool support and challenges arising from the transformation

Multidisciplinary design problem solving on product development teams

Thesis (Ph. D.)--Massachusetts Institute of Technology, Sloan School of Management, Technology, Management, and Policy Program, February 2001.Includes bibliographical references (p. 197-216).This investigation, conducted under the auspices of the Lean Aerospace Initiative (LAI), studied how engineers from different specialties interpret and communicate about technical design problems while working on product development teams. Data was collected on 98 cases via interviews with engineers at LAI member companies. For approximately one-third of the cases, two engineers with different backgrounds were interviewed, allowing comparisons to be made between their descriptions of the problems under study. For the remaining cases, one interview was conducted per case. The most important finding of this study was that engineers from different specialties do interpret the same problem differently. Specifically, two engineers were likely to evaluate the benefits or drawbacks of a potential solution using different sets of criteria. Thus, some design disputes were the result not of mutually exclusive needs but of a failure to recognize the different ways in which engineers were evaluating solutions to the problem. Furthermore, data collected during this study illustrated that in some cases these differences were the result of engineers addressing related, but unique problems. Therefore, a solution to one engineer's problem often created a new problem for another engineer on the team.(cont.) A second conclusion of this study was that how design tools were used had a greater impact on a team's problem solving abilities than what tool was used. In this context, design tools included objects such as real or "virtual" prototypes as well as processes like simulations and tests. The results of this investigation suggested that such tools offered their greatest benefits when they were used in a participatory fashion in which a large fraction of a team shared in their use. Additionally, the more elements of a problem's context that were captured in a design tool, the greater its utility. Under such conditions, team members were able to create a shared evaluation system to judge potential solutions to the problem they were confronting, thereby facilitating problem resolution. Based on these results, the traditional model of engineering communication derived from the information processing framework requires modification. The information processing model assumes that individuals have a shared understanding of meaning when they communicate. This study, however, suggests that such shared understandings do not exist in advance, but are instead ...by Joshua I. Bernstein.Ph.D