scholarly journals Living Lab as an Ecosystem for Development, Demonstration and Assessment of Autonomous Mobility Solutions

2019 ◽  
Vol 11 (15) ◽  
pp. 4095 ◽  
Author(s):  
Andreja Pucihar ◽  
Iztok Zajc ◽  
Radovan Sernec ◽  
Gregor Lenart
Keyword(s):  
Autonomous Vehicles ◽  
Large Scale ◽  
Business Models ◽  
Real Life ◽  
Road Accidents ◽  
Innovation Ecosystem ◽  
Living Lab ◽  
Industry Environment ◽  
New Business ◽  
Autonomous Mobility

Autonomous vehicles (AV) have the potential to disrupt the entire transport industry. AV may bring many opportunities as for example reduction of road accidents, less congestion on the roads, and a lower number of vehicles that are better utilized. Full AV also brings new social element as they enable mobility for all. In addition, the use of digital technologies in combination with AV introduces new business models in transportation, where the lines between car ownership, rental, and lease modes are more and more blurred. To explore the potential of AV in a smart city context, the AV Living Lab was created on the premises of BTC City in Ljubljana, Slovenia, in 2017. The AV Living lab was created to test and to learn about real-life solutions for implementation of AV. The underlying concept is BTC City as a Living lab innovation ecosystem, where the latest advanced technologies, business models, and services are tested with real users, real cars, on real roads over the real interactions in a cross-industry environment. In this paper, we describe the AV Living Lab concept and provide details of a specific use case—a large-scale pilot demonstration of AV and future mobility solutions. During the event, users participated in a survey and expressed their attitudes towards autonomous mobility. The results offer the first insights into the readiness of citizens for AV implementation and directs future actions needed for faster adoption of AV and future mobility solutions.

Neue Geschäftsmodelle in der Life Science Industrie durch einen ganzheitlichen Innovationsprozess

2021 ◽  
Vol 62 (1) ◽  
pp. 17-29
Author(s):  
Ouelid Ouyeder ◽  
Julia Hitzbleck ◽  
Henning Trill
Keyword(s):  
Business Models ◽  
Design Thinking ◽  
Life Science ◽  
Real Life ◽  
Idea Generation ◽  
Innovation Process ◽  
Innovation Activities ◽  
New Business ◽  
End To End ◽  
Lean Startup

Abstract The aim of this paper is to introduce an end-to-end development process for non-biomedical innovation and new business models of a Life Science company that integrates different methods such as Design Thinking, Lean Startup, Agility and others within one framework. Since 2016 this innovation process is an essential part of the internal Employee Innovation program and proves its applicability in a real-life setting. Projects teams develop and implement their new digital business models successfully by taking the introduced innovation process as guideline. This process enables the Life Science organization to run two global entrepreneurship programs (Catalyst Fund and Catalyst Box) that foster customer focus with fast and evidence-based experimentation. The article encompasses a real-life case study out of the Catalyst Fund program about the Farm Advisory Team from India. By using this example each phase of the innovation process is described schematically. Idea generation is easy-to-apply, but the implementation of ideas is one of the biggest challenges in larger corporations. The proposed end-to-end innovation process connects the dots of different innovation methods and provides guidance to company decision makers and project teams in order to structure their business model innovation activities/strategy and discussions. Zusammenfassung Das Ziel dieses Beitrags ist es, einen durchgängigen Innovationsprozess für nicht-biomedizinische Lösungen und Geschäftsmodelle eines Life-Science-Unternehmens vorzustellen, der verschiedene Methoden wie Design Thinking, Lean Startup, Agilität und andere innerhalb eines Gestaltungsrahmens integriert. Seit 2016 ist der Innovationsprozess ist ein wesentlicher Bestandteil des internen Employee Innovation Programms und beweist seine Anwendbarkeit in einem realen Umfeld. Projektteams entwickeln und implementieren ihre neuen digitalen Geschäftsmodelle erfolgreich, indem sie den vorgestellten Innovationsprozess als Leitfaden nutzen. Dieser Prozess ermöglicht es dem Life-Science-Unternehmen, zwei globale Entrepreneurship-Programme (Catalyst Fund und Catalyst Box) durchzuführen, die den Kundenfokus mit schnellen und evidenzbasierten Experimenten fördern. Der Artikel umfasst eine reale Fallstudie aus dem Catalyst Fund Programm über das Farm Advisory Team aus Indien. Anhand dieses Beispiels wird jede Phase des Innovationsprozesses schematisch beschrieben. Die Ideengenerierung ist leicht anwendbar, aber die Umsetzung von Ideen ist eine der größten Herausforderungen in größeren Unternehmen. Der vorgeschlagene End-to-End-Innovationsprozess integriert die verschiedenen Innovationsmethoden und bietet Entscheidungsträgern und Projektteams in Unternehmen eine Anleitung, um ihre Aktivitäten bzw. Strategie und Diskussionen zur Geschäftsmodellinnovation zu strukturieren.

The future of the Internet of Things: toward heterarchical ecosystems and service business models

2018 ◽  
Vol 33 (6) ◽  
pp. 749-767 ◽  
Author(s):  
Seppo Leminen ◽  
Mervi Rajahonka ◽  
Mika Westerlund ◽  
Robert Wendelin
Keyword(s):  
Internet Of Things ◽  
Business Model ◽  
Value Chain ◽  
Large Scale ◽  
Business Models ◽  
The Internet ◽  
Content Type ◽  
Industry Collaboration ◽  
New Business ◽  
The Internet Of Things

Purpose This study aims to understand their emergence and types of business models in the Internet of Things (IoT) ecosystems. Design/methodology/approach The paper builds upon a systematic literature review of IoT ecosystems and business models to construct a conceptual framework on IoT business models, and uses qualitative research methods to analyze seven industry cases. Findings The study identifies four types of IoT business models: value chain efficiency, industry collaboration, horizontal market and platform. Moreover, it discusses three evolutionary paths of new business model emergence: opening up the ecosystem for industry collaboration, replicating the solution in multiple services and return to closed ecosystem as technology matures. Research limitations/implications Identifying business models in rapidly evolving fields such as the IoT based on a small number of case studies may result in biased findings compared to large-scale surveys and globally distributed samples. However, it provides more thorough interpretations. Practical implications The study provides a framework for analyzing the types and emergence of IoT business models, and forwards the concept of “value design” as an ecosystem business model. Originality/value This paper identifies four archetypical IoT business models based on a novel framework that is independent of any specific industry, and argues that IoT business models follow an evolutionary path from closed to open, and reversely to closed ecosystems, and the value created in the networks of organizations and things will be shareable value rather than exchange value.

Using Deficit Function to Determine the Minimum Fleet Size of an Autonomous Modular Public Transit System

2020 ◽  
Vol 2674 (11) ◽  
pp. 532-541 ◽  
Author(s):  
Tao Liu ◽  
Avishai (Avi) Ceder ◽  
Andreas Rau
Keyword(s):  
Autonomous Vehicles ◽  
Large Scale ◽  
Public Transit ◽  
Programming Model ◽  
Real Life ◽  
Single Line ◽  
Continuum Approximation ◽  
Transit System ◽  
Fleet Size ◽  
Minimum Number

Emerging technologies, such as connected and autonomous vehicles, electric vehicles, and information and communication, are surrounding us at an ever-increasing pace, which, together with the concept of shared mobility, have great potential to transform existing public transit (PT) systems into far more user-oriented, system-optimal, smart, and sustainable new PT systems with increased service connectivity, synchronization, and better, more satisfactory user experiences. This work analyses such a new PT system comprised of autonomous modular PT (AMPT) vehicles. In this analysis, one of the most challenging tasks is to accurately estimate the minimum number of vehicle modules, that is, its minimum fleet size (MFS), required to perform a set of scheduled services. The solution of the MFS problem of a single-line AMPT system is based on a graphical method, adapted from the deficit function (DF) theory. The traditional DF model has been extended to accommodate the definitions of an AMPT system. Some numerical examples are provided to illustrate the mathematical formulations. The limitations of traditional continuum approximation models and the equivalence between the extended DF model and an integer programming model are also provided. The extended DF model was applied, as a case study, to a single line of an AMPT system, the dynamic autonomous road transit (DART) system in Singapore. The results show that the extended DF model is effective in solving the MFS problem and has the potential to be applied to solving real-life MFS problems of large-scale, multi-line and multi-terminal AMPT systems.

Modeling with System Archetypes

2011 ◽  
pp. 249-262
Author(s):  
Mahendran Maliapen
Keyword(s):  
Strategic Behavior ◽  
Business Models ◽  
Real Life ◽  
Simulation Models ◽  
Software Applications ◽  
New Business ◽  
Patterns Of Behavior ◽  
System Archetypes ◽  
Insight Into ◽  
Gaining Insight

This chapter examines the application of system archetypes as a systems development methodology to create simulation models. Rapid organizational change and need to adapt to new business models limits the lifespan of both the databases and software applications. With the information representation permitted by archetypes, diagnostic analysis and can help to evolve generic classes and models for representing the real world. Archetypes do not describe any one problem specifically. They describe families of problems generically. Their value comes from the insights they offer into the dynamic interaction of complex systems. The case of a healthcare system is discussed here. As part of a suite of tools, they are extremely valuable in developing broad understandings about the hospital and its environment, and contribute more effectively to understanding problems. They are highly effective tools for gaining insight into patterns of strategic behavior, themselves reflective of the underlying structure of the system being studied. Diagnostically, archetypes help hospital managers recognize patterns of behavior that are already present in their organizations. They serve as the means for gaining insight into the underlying systems structures from which the archetypal behavior emerges. In the casemix model of the hospital, the investigation team discovered that some of the phenomena as described by these generic archetypes could be represented. The application of system archetypes to the strategic business analysis of the hospital case reveals that it is possible to identify loop holes in management’s strategic thinking processes and it is possible to defy these fallacies during policy implementation as illustrated by the results of the archetype simulation model. In this research study, hospital executives found that policy modification with slight variable changes helps to avoid such pitfalls in systems thinking and avoid potentially cost prohibitive learning had these policies been implemented in real life.

scholarly journals Digital Creativity: Upgrading Creativity in Digital Business

2020 ◽  
pp. 165-182
Author(s):  
Edin Smailhodžić ◽  
Denis Berberović
Keyword(s):  
Work Environment ◽  
Creative Process ◽  
Business Models ◽  
Real Life ◽  
Digital Transformation ◽  
Existing Problems ◽  
Business Environments ◽  
Business Operations ◽  
Creative Solutions ◽  
New Business

AbstractCreativity has become one of the most important driving factors of today’s digital business environments. Businesses are increasingly looking for creative employees who can offer new and out-of-the-box solutions to existing problems. Companies go through the process of digital transformation by increasingly changing the ways in which they employ digital technologies and develop new digital business models that help to create and to capture value. Combined with a creative approach, companies have experienced a surge in creative digital solutions. However, the creative process is not a self-perpetuating mechanism. It must be initiated and supported by organizations. This is done by understanding the creative process itself and by making small but fruitful adjustments to the work environment and the overall management of the workforce. As three chosen real-life examples will illustrate, such approach results in unleashing powerful creative energy that offers new services to the market, new approaches to solving existing problems, or as seen in the case of Uber—bringing in a completely new business model based on creative solutions and innovative approaches to different aspects of business operations.

Servitization in the creative and cultural industries

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jon Sundbo ◽  
Luis Rubalcaba ◽  
Faïz Gallouj
Keyword(s):  
Conceptual Model ◽  
Service Sector ◽  
Business Models ◽  
Cultural Industries ◽  
Innovation Ecosystem ◽  
Content Type ◽  
Leading Role ◽  
New Business ◽  
Five Elements ◽  
The Right

Purpose This paper aims to develop a conceptual framework for understanding the role of servitization in the creative and cultural industries (CCI). Design/methodology/approach A conceptual model is proposed based on five elements: servitization drivers (digitalization in particular), agents, modes (based on the standardization/customization dynamics), servitization mechanisms (the authors provide a new classification) and service experiences. Findings CCI is not considered a natural part of the service sector. They drive economic and social development and are part of the innovation ecosystem. They are confronting a set of emerging dynamics in which servitization plays a leading role. Servitization is a way to move toward value co-creation by transforming existing business models. Servitization – with digitalization facilitates the co-creation of CCI-based experiences for customers, users and other stakeholders. Research limitations/implications In terms of further research implications, these theoretical and managerial considerations call for empirical research of the servitization of CCI to investigate how and how much it develops. Practical implications CCI companies need new business models that combine servitization, digitalization and value co-creation in the right mix. “One size fits all” does not work. Business models have to consider the right mix. Originality/value The proposed conceptual model provides a novel understanding of servitization and CCI and changes the focus from the “production” or push side (e.g. artistic creativity and messages) that has characterized much CCI theory toward the demand or pull side and buyers’ (users) increased power.

Business model of rural tourism in the formation of tourism cluster

2016 ◽  
Vol 10 (3) ◽  
pp. 260-275 ◽  
Author(s):  
Александр Трухачев ◽  
Aleksandr Trukhachev
Keyword(s):  
Business Model ◽  
Rural Areas ◽  
Large Scale ◽  
Business Models ◽  
Consumer Preferences ◽  
Cluster Formation ◽  
Creative Industries ◽  
Rural Tourism ◽  
Cluster Approach ◽  
New Business

The cluster approach is currently being implemented not only in relation to large-scale investment tourism projects of federal significance, but also is currently being applieв at the regional and local levels. Demand for cluster approach in tourism has increased significantly with the introduction of the Federal Target Program "Development of domestic and inbound tourism in the Russian Federation 2011-2018". Scientific research allowed to determine the nature and to assess the prospects for such kinds of local tourism clusters as border (cross-border), creative industries, etc. Rural tourism refers to activities that tend to cluster formation. The geographical concentration of tourism actors around the subject of rural tourism promotes cross-sectoral integration processes. Development of rural tourism, particularly dynamic in recent decades, is accompanied by the diversification of the organizational forms of economic activity. The development of tourist service technologies, the emergence of innovation in equipment, changes in consumer preferences and motivation - all this contributes to the looking for ways to optimize existing and development of new business models of rural tourism. The article shows that three business models have been traditionally used in rural tourism: concentrated, integrated and distributed business models. Their formation was determined primarily by trends in socio-economic development of rural areas and employment in them. But today, possibility of rural recreation cannot be fully realized in their framework. Moreover, a growing rural tourism clustering causes formation of other business models. The author offers two new business model of rural tourism, taking into account current trends of demand and the development of innovative technologies of tourism services (network and resource models) that are important in the formation of a cluster of rural tourism.

Story-making as a method for business modelling

2019 ◽  
Vol 26 (1) ◽  
pp. 59-79
Author(s):  
Meyer Haggège ◽  
Anne-Lorène Vernay
Keyword(s):  
Business Models ◽  
Business Processes ◽  
Design Thinking ◽  
Real Life ◽  
Innovation Process ◽  
System Thinking ◽  
Content Type ◽  
Business Modelling ◽  
New Business ◽  
Shed Light

Purpose Imagining a new business model is a creative process that requires entrepreneurs to define how a firm can create and capture value with a new activity. The literature emphasises various tools and approaches for prototyping business models. The purpose of this paper is to investigate the suitability of story-making as a means of designing new business models and to shed light on its potential for stimulating creative entrepreneurial thinking. Design/methodology/approach This paper tests the use of story-making for business modelling in a real-life case to show its usefulness and shed light on its potential for stimulating creative entrepreneurial thinking. Findings The authors argue that story-making should be recognised as an approach to business modelling that can foster creativity and empathy. Building on insights from design thinking literature, the paper shows that planning for a long exploratory phase is necessary to allow system thinking. It also shows that anchors can act as intermediary stopping rule and help manage complexity. Originality/value The paper introduces an original method for crafting business models during early stages of the innovation process and argues that this method could also be used to design business processes, especially when they are not already formalised.

scholarly journals Preparing Students for a Disruptive Construction Future

10.29007/gsbx ◽  
2018 ◽  
Author(s):  
Mary Hardie
Keyword(s):  
Large Scale ◽  
Business Models ◽  
Regulatory System ◽  
Social Enterprises ◽  
Construction Companies ◽  
New Business ◽  
Disruptive Change ◽  
Traditional Construction ◽  
The Impact ◽  
Market Strategies

Many industries have felt the impact of disruptive change on their profitability and established practices. Examples of disruption have been documented in industries as diverse as transportation, photography, newspapers, retailing, recorded music and computer graphics. The construction industry has mostly avoided large-scale disruption because, in spite of the globalisation evident in mega projects, most construction is locally-based and delivered within a specific national context and regulatory system. This may be about to change. The forces of digitisation, industrialisation and globalisation are combining to generate the potential for disruptive enterprises which will grab market share and shake up existing business models. As academics striving to prepare students to be employment-ready, we need to open their eyes to the potential of the new economy to support new business models that are quite different from traditional construction companies. Students will need to be entrepreneurial in seeking out opportunities and identifying market niches. In two new and developing units/subjects at an Australian university these issues are being raised. Students are challenged to identify markets and market strategies enabled by social enterprises, collaborative systems, the ‘Internet of Things’ and even ‘Brutal Innovation’. Using student feedback and reflective practice, the lessons from the first two offerings of the new units are identified and teased out. In general, students respond well to the challenge of strategic thinking which relates to their future careers. While predicting the future is always fraught with difficulty, not attempting to do so could leave us vulnerable to disruptive change.

scholarly journals PACKAGE PLANNING OF AUTONOMOUS VEHICLE CONCEPTS

2021 ◽  
Vol 1 ◽  
pp. 2369-2378
Author(s):  
Adrian König ◽  
Daniel Telschow ◽  
Lorenzo Nicoletti ◽  
Markus Lienkamp
Keyword(s):  
Autonomous Vehicles ◽  
Business Models ◽  
New Technologies ◽  
Autonomous Vehicle ◽  
Autonomous Driving ◽  
Vehicle Concept ◽  
Passenger Cars ◽  
New Business ◽  
New Business Models ◽  
A Current

AbstractAutonomous driving will not just change vehicles themselves, but also the entire concept of mobility. New business models and the expansion of individual mobility to new groups of society are merely examples of possible impact. In order to create optimal vehicles for new technologies right from the start, vehicle concept optimization helps to find suitable solutions from numerous possible variations. The package as part of a vehicle concept is currently focused on passenger cars with steering wheels and pedals. Therefore, a new method is needed to plan the package of driverless and autonomous vehicles. In this paper, we present a possible method that separates the vehicle into the interior and the front and rear wagon. This way, different seating layouts can be considered and evaluated in terms of package efficiency. In the results, we check the plausibility by rebuilding a current battery electric vehicle (BEV) and, by way of example, show the variation of the gear angle and different seating layouts, and the resulting package efficiency.

Sign in / Sign up

Export Citation Format

Share Document