Industrie 4.0 by Siemens

2018 ◽  
Vol 20 (2) ◽  
pp. 30-48 ◽  
Author(s):  
Diana Cozmiuc ◽  
Ioan Petrisor
Keyword(s):  
Value Chain ◽  
Business Models ◽  
New Technologies ◽  
Production Equipment ◽  
Industrie 4.0 ◽  
Digital Transformation ◽  
Digital Revolution ◽  
New Business ◽  
Digital Disruption

The digital disruption is to transform all industries, leading to new business models based on the new technologies. In manufacturing, one model for digital disruption is Industrie 4.0. Proposals for Industrie 4.0 involve the virtualization and vertical and horizontal integration of the value chain, digital services, the digital transformation of products, the digital transformation of production equipment, the digital transformation of factories and the digital transformation of supply chains. The former two are already in place today. This article and its follow-up builds an overview of the pillars of Industrie 4.0 as addressed by the proponents of the model, by consultancy companies, by journal research, and by the customer proposition of Siemens. CapGemeni rate General Electric as a key player in the Industrial Internet in the Digital Revolution, and Siemens is its contestant. This article builds a detailed analysis of Siemens' strategy which covers the steps already made and the steps to be made in the future as a follow-up. The digital twin strategy leads the way to the next stage.

Industrie 4.0 by Siemens

2018 ◽  
Vol 20 (1) ◽  
pp. 31-45 ◽  
Author(s):  
Diana Cozmiuc ◽  
Ioan Petrisor
Keyword(s):  
Supply Chain ◽  
Value Chain ◽  
Business Models ◽  
New Technologies ◽  
Production Equipment ◽  
Industrie 4.0 ◽  
Digital Transformation ◽  
The Internet ◽  
Customer Order ◽  
Digital Disruption

This article describes how digital disruption transforms all industries, leading to new business models based on the new technologies. In manufacturing, one model for digital disruption is Industrie 4.0, supported mainly in Germany. Proposals for Industrie 4.0 involve the virtualization and vertical and horizontal integration of the value chain, digital services, the digital transformation of products, the digital transformation of production equipment, the digital transformation of factories and supply chains. Whereas the former two are already in place today, the latter is researched and developed. Products and production equipment will be transformed from physical to cyber-physical. Together, they will negotiate as peers over the Internet of Things and form smart factories. Via the Internet of Services, the entire supply chain will be integrated. The most popular business model is mass customization, according to which the customer order triggers production and logistics in the entire supply chain. Siemens intends to use information technology to migrate customers to tomorrow's digitalization.

Digital Transformation and Change Management at Organizations in the Textile Industry

2020 ◽  
pp. 144-174
Author(s):  
Carmen De-Pablos-Heredero
Keyword(s):  
Change Management ◽  
Information And Communication Technologies ◽  
Textile Industry ◽  
Customer Value ◽  
Business Models ◽  
New Technologies ◽  
Communication Technologies ◽  
Digital Transformation ◽  
New Business ◽  
Information And Communication

Organizational changes are required for the implementation of information and communication technologies (ICT) at firms operating in the textile industry. Technologies for a new way of doing things will not provide good results if applied to an old established process. ICT allows putting into action processes in a different way, which may result in many cases, in more efficient and convenient process from the perspective of customer value generation. Textile firms highly invest in digital transformation to get new business models that constitute a challenge for traditional ways to operate. For that, they must face organisational changes. Change management implies leaving a group of structures, procedures, and behaviours and the adoption of new ones. Organizations must be able to identify potential efficient processes as a consequence of the application of new technologies. An appropriate management of more tangible aspects—equipment, financial resources—and intangible ones—people, users, and perceptions—will have impact on change management results.

scholarly journals Business Models and Internet of Things

2019 ◽  
Vol 13 (1) ◽  
pp. 1192-1203
Author(s):  
Dragos Tohanean ◽  
Anca Vasilescu
Keyword(s):  
Internet Of Things ◽  
Value Chain ◽  
Business Models ◽  
New Technologies ◽  
Value Added ◽  
The Internet ◽  
Real Time Processing ◽  
New Business ◽  
The Internet Of Things ◽  
New Business Models

Abstract Information technology has massively transformed the world of business over the past fifty years - first individual functional areas within companies (“first wave”), later increasingly also cross-divisional value-added processes and trade (“second wave”). Those companies that recognized the tremendous economic potential of these upheavals and consistently adapted, profited enormously - many others, however, fell dramatically. At the same time, innovative startups emerged that successfully created and occupied new markets. With the Internet of Things (IoT), the third digital wave is currently rolling up. Their impact will be enormous - both for our everyday lives and for many industries that have so far been largely spared the disruptive power of digital transformation. Accordingly, the challenges facing most companies today are: understanding more complex competition, acquiring new digital technologies, making existing offerings smart, developing new services, networking production, efficiently analyzing vast amounts of data, and building viable organizations to push all this forward. The IoT is a driver for digitization. By analyzing machine data, the use of sensors and the intelligent real-time processing of huge amounts of data in the cloud, new business models are created. With the information gained, companies are able to improve their value chain. However, one of the most difficult issues in this context for many companies is how they can further develop their existing business model or establish successful new business models that will be based on new technologies and IoT. To investigate resulting impacts, we draw on the existing business models and deduct specifics for the Internet of Things. Building on this, in order to reach the aims of the paper the authors will use a descriptive research method and a case study in order to present how new business models work with the IoT.

Financial Sector Transformation In The Era Of Digitalization

2021 ◽  
Vol 38 (4) ◽  
Author(s):  
Inese Mavlutova ◽  
Tatjana Volkova ◽  
Andris Natrins ◽  
Aivars Spilbergs ◽  
Ilja Arefjevs ◽  
...  
Keyword(s):  
Business Models ◽  
New Technologies ◽  
Financial Sector ◽  
Digital Innovation ◽  
Financial Sector Development ◽  
New Business ◽  
Fast Development ◽  
Functional Equivalent ◽  
Product Delivery ◽  
Digital Disruption

The fast development of new technologies has a significant impact on the financial sector development. Digitalization leads to the development of new business models, transformation of value chains, new product delivery channels, relationships between companies in the financial sector and structural landscape of the financial sector changes to the. Although, there is no common understanding formed among scholars about the drivers of these strategic changes and the future financial sector development trends.The development of financial technologies, characterized by the emergence of alternative services and new industries, can be described as highly innovative. The functional equivalent of the commonly used terms, such as digital disruption and digital transformation is digital innovation, in one case emphasizing strategic orientation, developing new products and business models using digital technologies, infrastructures, supply chain, and ecosystems, and, in the other - transforming traditional models to address to existing loyal customers providing more usable in the digital ecosystems access channels, solutions, and products.

Business Models with the Development of Digital iTV Services

2011 ◽  
pp. 320-338
Author(s):  
Margherita Pagani
Keyword(s):  
Value Chain ◽  
Success Factors ◽  
Business Models ◽  
New Technologies ◽  
Interactive Television ◽  
Critical Success ◽  
Broadcasting Industry ◽  
New Business ◽  
Gate Keeping

The advent of digitalization is providing big opportunities, which are changing the shape of the broadcasting industry. New business models and revenue opportunities based on digital capabilities are emerging. The purpose of this chapter is to outline the different business models adopted in Europe in terms of contents offered and related revenue opportunities. After reviewing the business model literature and analyzing the value curve of interactive television (iTV) services the chapter addresses the following research questions: (1) How to cross the chasm of knowledge? (2) How to explore the opportunities opened by new technologies? (3) Which trends will influence the launch of new ITV services? The chapter describes revenue flows among the value chain elements, critical success factors for achieving competitive position, the role of content, and customer gate keeping in the new competitive environment.

scholarly journals Usage of Big Data Technology in Controlling

2019 ◽  
Vol 10 (4) ◽  
pp. 92
Author(s):  
Karolina Rybicka
Keyword(s):  
Big Data ◽  
Financial Management ◽  
Business Models ◽  
New Technologies ◽  
Digital Revolution ◽  
Business Units ◽  
It Systems ◽  
New Business ◽  
German Speaking ◽  
Big Data Technology

Business units meet many dynamic and unexpected changes occurring in their surrounding. They want to be competitive and that is why they must deal with uncertainty and risk. Digital revolution is present in all societies. Changes caused by usage of new technologies based on ICT technologies and Internet change the business. Nowadays enterprises must adjust to new determinants and to introduce digital technologies into their management processes, controlling systems. Companies now require fast and accurate information.Big Data technology brings to modern companies many technological opportunities. Big Data allows the creation of new business models, proper analysis of customer behavior, facilitates risk and financial management of the company, optimizes processes occurring inside the enterprise and increases the efficiency of IT systems operating in controlling of business unit.The aim of the paper is to present some theoretical issues connected with the use of Big Data technology in businesses, especially within systems of controlling (“Controlling” in the meaning used by German speaking scientists). Digital revolution with usage of social media in business activity or Big Data technology changed the controlling systems, because now controllers must deal with such huge datasets to improve their businesses. With usage of Big Data technology, despite some challenges occurred, modern enterprises can deal with success with such large volume of data (not only financial, but now also non-financial) in order to proper better forecasts and decisions. There are presented some issues connected with usage of Big Data technology in controlling systems of companies.

scholarly journals Digital Transformation and Artificial Intelligence Applied to Business: Legal Regulations, Economic Impact and Perspective

Laws ◽  
2021 ◽  
Vol 10 (3) ◽  
pp. 70
Author(s):  
Ricardo Francisco Reier Forradellas ◽  
Luis Miguel Garay Gallastegui
Keyword(s):  
Artificial Intelligence ◽  
Business Models ◽  
New Technologies ◽  
Relevant Information ◽  
Legal Framework ◽  
Transformation Process ◽  
Digital Transformation ◽  
Analytical Models ◽  
Customer Engagement ◽  
Digital Disruption

Digital transformation can be defined as the integration of new technologies into all areas of a company. This technological integration will ultimately imply a need to transform traditional business models. Similarly, artificial intelligence has been one of the most disruptive technologies of recent decades, with a high potential impact on business and people. Cognitive approaches that simulate both human behavior and thinking are leading to advanced analytical models that help companies to boost sales and customer engagement, improve their operational efficiency, improve their services and, in short, generate new relevant information from data. These decision-making models are based on descriptive, predictive and prescriptive analytics. This necessitates the existence of a legal framework that regulates all digital changes with uniformity between countries and helps a proper digital transformation process under a clear regulation. On the other hand, it is essential that this digital disruption is not slowed down by the regulatory framework. This work will demonstrate that AI and digital transformation will be an intrinsic part of many applications and will therefore be universally deployed. However, this implementation will have to be done under common regulations and in line with the new reality.

scholarly journals Embracing Industry 4.0: Empirical Insights from Malaysia

Informatics ◽  
2021 ◽  
Vol 8 (2) ◽  
pp. 30
Author(s):  
Mansoor Ahmed Soomro ◽  
Mohd Hizam-Hanafiah ◽  
Nor Liza Abdullah ◽  
Mohd Helmi Ali ◽  
Muhammad Shahar Jusoh
Keyword(s):  
Industry 4.0 ◽  
New Technologies ◽  
Descriptive Study ◽  
Digital Transformation ◽  
Quantitative Approach ◽  
Survey Questionnaire ◽  
Digital Revolution ◽  
Leadership Strategy ◽  
The Right ◽  
The Cost

Industry 4.0 revolution, with its cutting-edge technologies, is an enabler for businesses, particularly in reducing the cost and improving the productivity. However, a large number of organizations are still too in their infancy to leverage the true potential of Industry 4.0 and its technologies. This paper takes a quantitative approach to reveal key insights from the companies that have implemented Industry 4.0 technologies. For this purpose, 238 technology companies in Malaysia were studied through a survey questionnaire. As technology companies are usually the first in line to adopt new technologies, they can be studied better as leaders in adopting the latest technologies. The findings of this descriptive study surfaced an array of insights in terms of Industry 4.0 readiness, Industry 4.0 technologies, leadership, strategy, and innovation. This research paper contributes by providing 10 key empirical insights on Industry 4.0 that can be utilized by managers to pace up their efforts towards digital transformation, and can help the policymakers in drafting the right policy to drive the digital revolution.

Digital Transformation of the Service Sector

2021 ◽  
pp. 41-54
Author(s):  
D. Shevchenko ◽  
V. Mihaylov
Keyword(s):  
Business Model ◽  
Service Sector ◽  
New Technologies ◽  
Rapid Development ◽  
Digital Transformation ◽  
Services Sector ◽  
Remote Maintenance ◽  
New Business ◽  
The Difference ◽  
Cloud Technologies

The article is devoted to the problems of digital transformation of companies in the service sector. The article describes the concepts of "digitization", "digitalization", "digital transformation", "automation". The analysis of the main sectors of the public services sector, the processes of transformation into a new business model of their development is carried out. Specific examples show the role of digital technologies implemented by individual companies, the leaders of their industry: "Internet of Things" (IoT); virtual diagnostics of the service; mobile applications and portals; artificial intelligence and machine learning (AI / ML); remote maintenance; UX design; virtual reality; cloud technologies; online services and others. The authors proceed from understanding the difference between automation and digitalization, the strategic goal of which is to create a new digital business model that creates new value. The result of digital transformation is the reconfiguration of processes that change the business logic of the company and the process of creating value. The article concludes that the rapid development of new technologies leads to the fact that companies face not only a dilemma when choosing the most suitable technologies for investment, but also the problem of staffing and finding an adequate organizational structure to create and maintain a new business model of the company.

Suppliers in the privatised UK wastewater market and their possible moves towards integrated solutions

Water Policy ◽  
2006 ◽  
Vol 8 (6) ◽  
pp. 559-572 ◽  
Author(s):  
Charlotta Windahl
Keyword(s):  
Value Chain ◽  
Support Services ◽  
System Integration ◽  
Business Models ◽  
Spare Parts ◽  
New Business ◽  
Water Companies ◽  
The Uk ◽  
New Business Models ◽  
New Strategies

An increasing number of companies in the capital goods industry are turning towards new strategies where the focus is to add value for customers by providing integrated solutions (combining products and services), instead of selling components, spare parts and support services. These new strategies represent moves in the value chain and create a need for new business models as well as new competencies. In this paper, the fairly new concept of integrated solutions is explored in the context of a privatised industry. The findings are based on empirical case studies carried out at two companies supplying products and services to the UK wastewater industry. In the UK, both water companies and their suppliers are influenced by economic and environmental regulations, an increased focus on cost, and outsourcing. On one hand, the two manufacturers have increased their competence with respect to system integration and operational services – competencies for supplying integrated solutions. On the other hand, a fragmented and vertically structured market with a multitude of different actors increases the distance between the water companies and the manufacturers. In addition, the division of the industry into a capital and operational side complicates the coordination between new sales and services.

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