Disentangling capabilities for industry 4.0 - an information systems capability perspective

Digital technologies revolutionise the manufacturing industry by connecting the physical and digital worlds. The resulting paradigm shift, referred to as Industry 4.0, impacts manufacturing processes and business models. While the ‘why’ and ‘what’ of Industry 4.0 have been extensively researched, the ‘how’ remains poorly understood. Manufacturers struggle with exploiting Industry 4.0’s full potential as a holistic understanding of required Information Systems (IS) capabilities is missing. To foster such understanding, we present a holistic IS capability framework for Industry 4.0, including primary and support capabilities. After developing the framework based on a structured literature review, we refined and evaluated it with ten Industry 4.0 experts from research and practice. We demonstrated its use with a German machinery manufacturer. In sum, we contribute to understanding and analysing IS capabilities for Industry 4.0. Our work serves as a foundation for further theorising on Industry 4.0 and for deriving theory-led design recommendations for manufacturers

Structuring Digital Transformation: A Framework of Action Fields and its Application at ZEISS

Digital products and services are an integral part of everyday life for both individuals and organizations. Further, given that digitalization greatly impacts our society and in particular how customer and organizations interact, organizations need to react to changing business rules and to leverage opportunities associated with digital technologies. Accordingly, the chief information officer (CIO) role is frequently a flexible one in the sense that it encompasses a much broader perspective on organizations than before. Most of the CIOs or newly appointed chief digital officers (CDOs) whom we interviewed in the course of our study recognized the need for change catalyzed by emerging digital technologies, but they typically lacked comprehensive knowledge on how to scope digital transformation initiatives. Against this background, we develop and validate a holistic framework of action fields for digital transformation. Our framework builds on extant literature and a series of exploratory interviews with over 50 organizations, and we have validated it in numerous contexts. In this paper, we present our framework and demonstrate its application at ZEISS, one of the organizations that participated in our study

Mass Bounds on a Very Light Neutralino

Within the Minimal Supersymmetric Standard Model (MSSM) we systematically investigate the bounds on the mass of the lightest neutralino. We allow for non-universal gaugino masses and thus even consider massless neutralinos, while assuming in general that R-parity is conserved. Our main focus are laboratory constraints. We consider collider data, precision observables, and also rare meson decays to very light neutralinos. We then discuss the astrophysical and cosmological implications. We find that a massless neutralino is allowed by all existing experimental data and astrophysical and cosmological observations.Comment: 36 pages, 13 figures, minor modification in astro-physical bounds. EPJC versio

Quantifizierung operationeller Risiken - ein Methodenvergleich

Quantifizierung operationeller Risiken - ein Methodenvergleich / U. Faisst, M. Kovacs. - In: Die Bank. 43. 2003. S.342-34

Balanced scorecard für corporate venture capital

Balanced scorecard für corporate venture capital : e. Performance-Diagnose aus vier Management-Perspektiven / U. Faisst, E. Franzke, M. Hagenmüller. - In: Finanz-Betrieb. 4. 2002. S. 340-34

Performance measurement of corporate venture capital

Performance measurement of corporate venture capital : balanced scorecard in theory and practice / U. Faisst ... - In: International journal of technology management. 33. 2006. S.420-43

Performance measurement im corporate venturing

Performance measurement im corporate venturing / E. Franzke, M. Hagenmüller, U. Faisst. - In: Venture Capital Magazin. 3. 2002. S. 20-2

Balanced scorecard für corporate venture capital

Balanced scorecard für corporate venture capital : e. Performance-Diagnose aus vier Management-Perspektiven / U. Faisst, E. Franzke, M. Hagenmüller. - In: Finanz-Betrieb. 4. 2002. S. 340-34

Balanced scorecard für corporate venture capital

Balanced scorecard für corporate venture capital : e. Performance-Diagnose aus vier Management-Perspektiven / U. Faisst, E. Franzke, M. Hagenmüller. - In: Finanz-Betrieb. 4. 2002. S. 340-34