Key success factors realizing the european offshore wind success story

2011 ◽  
Author(s):  
B. Thoma ◽  
V. Vlassopoulos
Keyword(s):  
Success Factors ◽  
Offshore Wind ◽  
Success Story ◽  
Key Success Factors

SLSP and swisscovery – a Swiss success story on how to create a multilingual, national library network

ABI-Technik ◽  
2021 ◽  
Vol 41 (2) ◽  
pp. 64-70
Author(s):  
Thomas Marty ◽  
Jürgen Küssow
Keyword(s):  
Success Factors ◽  
Data Sets ◽  
Library Service ◽  
National Library ◽  
Success Story ◽  
Local Data ◽  
National Network ◽  
Key Success Factors ◽  
Library Network ◽  
Business And Management

Abstract With the ’go live’ of swisscovery, Swiss libraries have taken a big step into the future. Combining the migration of six local data sets with the creation of a national network and the independent library service provider SLSP (Swiss Library Service Platform) within a single project was a bold goal that was reached on 7 December 2020. Looking back on the three years of implementation (2018–2020), which followed the conception phase of 2015–2017, we identify and discuss the key success factors, hurdles that were faced, and challenges still to be met. While some of these elements are found on the technical level, others refer to business and management aspects. Indeed, such projects are always a combination of technological, economical, and human factors.

scholarly journals How purchasing and supply management practices affect key success factors: the case of the offshore-wind supply chain

2017 ◽  
Vol 32 (2) ◽  
pp. 218-226 ◽  
Author(s):  
Federico D’Amico ◽  
Riccardo Mogre ◽  
Steve Clarke ◽  
Adam Lindgreen ◽  
Martin Hingley
Keyword(s):  
Supply Chain ◽  
Wind Farm ◽  
Success Factors ◽  
Management Practices ◽  
Supply Management ◽  
Offshore Wind ◽  
Offshore Wind Farm ◽  
Content Type ◽  
Key Success Factors ◽  
Level Performance

Purpose In reference to the offshore-wind industry, this study aims to show that innovative purchasing and supply management practices can increase both firm- and industry-level performance. This paper also includes a description of the offshore-wind supply chain, which remains understudied in academic literature, despite increasing global development of offshore-wind farms. Design/methodology/approach Offshore-wind farm projects use more and larger turbines, which greatly increase the complexity of the supply chain. Innovative purchasing and supply management practices, designed to tackle this growing complexity, could help companies achieve the key success factors that define this industry. The evidence comes from real-world, offshore-wind farm projects, with the London Array farm as a principal example. Findings Innovative purchasing and supply management practices include decisions to make or buy, contract forms and local-to-global sourcing. These practices affect the key success factors of the industry by increasing competition, capabilities and control. Originality/value Purchasing and supply management practices could affect industry-level performance. This paper is among the first ones to provide an analysis of the offshore-wind supply chain and its evolution.

Key Success Factors of Organizational Success: A Study of MULA Car International

2020 ◽  
Vol 3 (2) ◽  
pp. 46-56
Author(s):  
Muhammad Ashraff ◽  
Daisy Mui Hung Kee ◽  
Roshini A/P Subramaniam ◽  
Nur Hazimah ◽  
Nur Aina Syafiqah
Keyword(s):  
Success Factors ◽  
Organizational Success ◽  
Key Success Factors

Critical success factors of Lean Six Sigma deployment: a current review

2015 ◽  
Vol 6 (4) ◽  
pp. 339-348 ◽  
Author(s):  
Fairul Anwar Abu Bakar ◽  
Khairanum Subari ◽  
Mohd Amran Mohd Daril
Keyword(s):  
Six Sigma ◽  
Critical Success Factors ◽  
Success Factors ◽  
Lean Six Sigma ◽  
Success Story ◽  
Content Type ◽  
Critical Success ◽  
Improvement Methodologies ◽  
Practical Implications ◽  
A Current

Purpose – The purpose of this paper is to review and gather the latest critical success factors (CSF) of Lean Six Sigma (LSS) deployment and implementation into a comprehensive list of factors. Design/methodology/approach – The approach taken by authors in this study was to analyze the latest literature review starting 2010 onwards and focus on CSFs of LSS (not dedicated as Lean or Six Sigma) by excluding other improvement methodologies or initiatives, e.g. Lean, Six Sigma, TQM, TRIZ etc. Findings – Five significant CSFs were identified (initially 97 CSFs listed from 13 papers) out of nine groups/headers listed in clustering analysis using Affinity Diagram tool and new headers mapping. Practical implications – Most of the organisations were aware of the success story on LSS, but did not scrutinize or consider its CSFs. By knowing the outcome of this paper, it can help open eyes regarding readiness before implementing LSS. Originality/value – At the end of this paper, the authors tried to cluster the CSFs similarities that could intentionally provide the guidelines and references to industries/companies for successful deployment and implementation of LSS in future endeavours.

MANAGING DIGITAL TRANSFORMATION IN DIGITAL BUSINESS ECOSYSTEMS

2021 ◽  
Author(s):  
TIINA TAWASTSTJERNA ◽  
HEIDI OLANDER
Keyword(s):  
Success Factors ◽  
Collaborative Governance ◽  
Digital Transformation ◽  
Key Success Factors ◽  
Multiple Partners ◽  
Business Ecosystems

Previous research has increased our understanding of digital transformation (DT) and digital business ecosystems as independent topics. Less is known about how DT unfolds in digital business ecosystems. Such collaborative creation of digital innovations is affected by individual actors and by ecosystem as a whole. Based on an empirical case study of an ecosystem facilitator company and its digital business ecosystems as embedded cases, this paper contributes to the understanding of key success factors in new digital business ecosystems. The findings support collaborative governance as an important tool in leading the DT among multiple partners. Moreover, the findings present the concept of a common rulebook, including the practices, principles, guidelines, tools, handshakes, and boundaries, as an enabler for ways of working in an ecosystem. Managers can use this paper to increase their understanding on the governance of digital business ecosystems and to clarify their organisational expectations when participating in joint endeavours involving DT.

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