Bounfour Digital Futures, Digital Transformation

From Lean Production to Acceluction
1. Auflage 2016
ISBN: 978-3-319-23279-9
Verlag: Springer Nature Switzerland
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 159 Seiten

Reihe: Progress in IS

This book provides an integrated overview of key trends in digital transformation, taking into consideration five interrelated dimensions: strategy and business models, society, organization, technology and regulation. As such, it provides a framework for the analysis of digital business transformation and its emerging factors, analyzing twenty-five key trends in terms of their future impact. On that basis, the book then delineates a new approach centered on the mutually accelerating links between multiple value creation spaces. It proposes a new mode of production - accelerated production of links (acceluction) - and analyzes it with respect to the still-dominant concept of lean production. Based on the results of the international CIGREF research program ISD, the book presents a valuable perspective of the expected impact of the abundance of networks and data as critical resources for enterprises beyond 2020.

Ahmed Bounfour is holder of the European chair on intellectual capital at the University of Paris-Sud, France. He is the scientific leader of the ISD international research program for CIGREF Foundation and editor of the book series SpringerBriefs in Digital Spaces.

Autoren/Hrsg.

Bounfour, Ahmed

Inhaltsverzeichnis

1;Foreword;6
1.1;The ISD Program: An Example of Collective Intelligence in the Digital World;6
2;Acknowledgments;8
3;Contents;10
4;1 Introduction;15
4.1;1.1 ISD as an International Research Program;16
4.2;1.2 Business Models and Digitality;19
4.3;1.3 ISD and Organisational Design;20
4.3.1;1.3.1 Organizational Design: An Issue for Renewal;21
4.3.2;1.3.2 The Future of Organizing---Beyond Web 2.0 Organizations;22
4.3.3;1.3.3 Organizational Architecture;22
4.3.4;1.3.4 Open Innovation;22
4.3.5;1.3.5 Digital Space and Data;23
4.4;1.4 Organizational Design: Questions and Dimensions;24
5;2 From IT to Digital Transformation: A Long Term Perspective;25
5.1;2.1 Historical Perspective;25
5.1.1;2.1.1 The Harvard MIS History Project;25
5.1.2;2.1.2 The Work of Chandler and Cortada;27
5.1.3;2.1.3 The Japanese Initiatives;29
5.1.4;2.1.4 Research in France and the ISD Research Program;29
5.1.5;2.1.5 The ISD Program;30
5.2;2.2 The Long-Term Perspective;33
5.3;2.3 Digital Transformation;34
5.3.1;2.3.1 The Transformational Nature of Digitality;35
5.3.2;2.3.2 Digital Transformation: Its Scope, Scale and Sources;36
5.4;2.4 Some Insights from Recent Foresight Programs;37
5.4.1;2.4.1 Macro and Innovation Foresights;38
5.4.1.1;2.4.1.1 Global Trends 2030, Alternative Worlds;38
5.4.1.2;2.4.1.2 OECD (2015): Securing Livelihoods for All;38
5.4.1.3;2.4.1.3 The European Patent Office Foresight of the Future Patenting System by 2025;39
5.4.1.4;2.4.1.4 ESPAS--Global Trends to 2030: Can the EU Meet the Challenges Ahead?;40
5.4.1.5;2.4.1.5 Innovation Futures in Europe;41
5.4.2;2.4.2 Digital Foresights;41
5.4.2.1;2.4.2.1 The Digital World by 2030;41
5.4.2.2;2.4.2.2 Internet Foresight by 2030;42
5.4.2.3;2.4.2.3 The Future of the Internet in 2025?;42
5.4.3;2.4.3 Digital Enterprises Foresights;42
5.4.3.1;2.4.3.1 Inventing the Organizations of the 21st Century;42
5.4.3.2;2.4.3.2 The Future Internet Enterprise Systems (FInES);43
5.4.4;2.4.4 A Synthesis;43
6;3 Key Topics, Emergencies;44
6.1;3.1 The Key Themes of the ISD Program;44
6.1.1;3.1.1 Thematic Positioning of Each Project;44
6.1.2;3.1.2 Thematic Clustering;47
6.1.2.1;3.1.2.1 Business Models and Innovation Ecosystems;47
6.1.2.2;3.1.2.2 Mobility;48
6.1.2.3;3.1.2.3 Work, Coordination and the Generation Question;48
6.1.2.4;3.1.2.4 Emergent Uses and Individual Adaptation;49
6.1.2.5;3.1.2.5 Internal Innovation;49
6.1.2.6;3.1.2.6 Open Innovation and Knowledge Flows;50
6.1.2.7;3.1.2.7 The Ethics of Digital Uses and Privacy;51
6.1.2.8;3.1.2.8 Norms, Standards, and the Law;52
6.1.2.9;3.1.2.9 Economic Performance;52
6.1.2.10;3.1.2.10 Data;52
6.1.2.11;3.1.2.11 The Design of the 2020 Enterprise;52
6.2;3.2 Digital Emergencies;53
6.2.1;3.2.1 Innovation and Business Modelling Ecosystems;53
6.2.2;3.2.2 Entrepreneurship;54
6.2.3;3.2.3 Abundant Data;54
6.2.4;3.2.4 Work in Digital Worlds;54
6.2.5;3.2.5 Regional Specificities;54
7;4 25 Major Trends;55
7.1;4.1 Transformation Factors: ISD's 25 Propositions;55
7.1.1;4.1.1 Emerging Business Models;56
7.1.2;4.1.2 Work, Coordination and Digital Uses;57
7.1.3;4.1.3 Internal Innovation Practices;58
7.1.4;4.1.4 Open (External) Innovation Practices;59
7.1.5;4.1.5 Enterprise Space and Knowledge Flows;60
7.1.6;4.1.6 The Social and Ethical Dimensions of Use;61
7.1.7;4.1.7 Data, Intellectual Property, and the Specificity of Digital;62
8;5 The Emerging Production System;65
8.1;5.1 Thematic Analysis of the Propositions;65
8.2;5.2 An Expansion of Value Production Spaces;66
8.3;5.3 The Space-Time Dimension;72
8.3.1;5.3.1 Time and Space in Digital Worlds;73
8.3.2;5.3.2 The Acceleration of Everything: An Analytical Approach;74
8.4;5.4 The Articulation Between ``Enterprise Production Space'' and ``Social Production Space'';75
8.4.1;5.4.1 The Importance of the Equivalence of Norms;75
8.5;5.5 Postmodern Condition and Digitality;75
8.6;5.6 The Emergence of the Community Regime;77
8.6.1;5.6.1 Two Regimes;78
8.6.2;5.6.2 The Transaction Regime;78
8.6.3;5.6.3 The Community Regime;78
8.6.4;5.6.4 Communities, Digitality and Intangibles;79
8.7;5.7 The Ethics of Use;80
8.8;5.8 The Data Ecosystem;81
8.9;5.9 A Synthesis: Five Key Dimensions;82
8.9.1;5.9.1 The Expansion and Plurality of Value Creation Spaces2026 and the Transformation of Modes of Value Production;82
8.9.2;5.9.2 The Articulation Between Transactional Links and Organic Links;83
8.9.3;5.9.3 The Management of Space-Time;84
8.9.4;5.9.4 Organizational Liquidity;84
8.9.5;5.9.5 The Acceleration of Links;84
9;6 From Lean to Acceluction: Complements or Substitutes?;86
9.1;6.1 ``Acceluction'': The Mode of Production of Emerging Digital Uses;86
9.1.1;6.1.1 Lean Production and the Space---Time Dimension;87
9.1.1.1;6.1.1.1 End of Materialism, Beginning of Immateriality;89
9.2;6.2 Arguments in Favor of Recognising a New Kind of Mode of Production;90
9.3;6.3 Acceluction: The Central Concept that Characterizes the New Mode of Production;90
9.3.1;6.3.1 Transactional Links;91
9.3.2;6.3.2 Organic Links;91
9.3.3;6.3.3 Topography of Acceluction;92
9.3.4;6.3.4 Acceluction and Digital Generativity;92
10;7 The Liquid Enterprise and Digitality;94
10.1;7.1 Congruence and the Preeminence of Societal Changes;94
10.2;7.2 From Liquid Society to Liquid Enterprise;95
10.2.1;7.2.1 Generation Y as an Illustration;95
10.3;7.3 The Liquid Enterprise and Digitality;96
10.4;7.4 Liquid Enterprise, Liquid Management;96
10.5;7.5 The Liquid Enterprise and Organizational Design;96
11;8 Acceluction: Stakes, Opportunities and Risks;98
11.1;8.1 Acceluction and Digital Strategy;98
11.2;8.2 The 2020 Enterprise: Its Underlying Tensions;99
11.2.1;8.2.1 Liquidity-Plasticity/Solidity-Organicity;99
11.2.2;8.2.2 Mobility/Fixity;100
11.2.3;8.2.3 Market Resources-Platform Resources/Own Resources;101
11.2.4;8.2.4 Unstable Roles, Mobile Resources/Stable Roles, Fixed Resources;101
11.2.5;8.2.5 Short Time-Span, Finite Space/Long Timespan, New Space to Build;102
11.2.6;8.2.6 Horizontality-Collaboration/Verticality-Order- Hierarchy;102
11.3;8.3 The End of the ``One Best Way''2026 and the Regime of Permanent Tension;105
12;9 The Acceluction Regime: Its Governance;106
12.1;9.1 The 2020 Enterprise: Its Value Creation Spaces;106
12.2;9.2 Value Spaces and the Governance Issues;107
12.2.1;9.2.1 General Approaches to Governance;107
12.2.2;9.2.2 Governance-Based Theories and Information Technology;108
12.2.3;9.2.3 Governance-Based Theories of the Accelucted Enterprise;108
12.3;9.3 Governance Structures for the Accelucted Enterprise;109
12.3.1;9.3.1 General Principles of Governance;109
12.3.2;9.3.2 The Governance Agenda;109
12.3.2.1;9.3.2.1 A-Strategies and Programs for Platforms and Ecosystems;110
12.3.2.2;9.3.2.2 B-Strategies and Programs for Data/Digital Resources;110
12.3.2.3;9.3.2.3 C-Real-Time Strategies and Programs;111
12.3.2.4;9.3.2.4 D-Strategies and Programs for Global Digital Spaces;111
12.3.2.5;9.3.2.5 E-Strategies and Programs for Processes and Culture;111
12.3.3;9.3.3 Leadership;111
12.3.4;9.3.4 Governance Bodies;112
13;10 From Data to Digital Assets;113
13.1;10.1 Background: The Added-Value of IT Artifacts and Systems;113
13.2;10.2 Data-Driven Innovation as a Perspective;114
13.3;10.3 Data and Value Creation;114
13.3.1;10.3.1 Why Think in Terms of Digital Assets?;115
13.3.2;10.3.2 The Issue of Connecting Revenue to Data;115
13.3.3;10.3.3 Next Steps?;116
14;11 The 2020 Enterprise: Six Contrasting Scenarios;117
14.1;11.1 Definition Criteria;117
14.2;11.2 Scenarios;118
14.2.1;11.2.1 Six Characteristic Scenarios;118
14.2.2;11.2.2 Scenarios and Profile of the 2020 Enterprise;121
15;12 Beyond 2020: Network Abundance, Data, and the Future of Organizing;123
15.1;12.1 Managerial Issues Related to Post-2020 Digitality;123
15.1.1;12.1.1 The Question of Decision Making;124
15.1.2;12.1.2 The Real Time;124
15.1.3;12.1.3 The Need for Specialized Human Skills;124
15.1.4;12.1.4 The Future Organizational Design;124
15.2;12.2 Societal Issues Related to Post-2020 Digitality;124
15.2.1;12.2.1 Forms of Social Interaction;125
15.2.2;12.2.2 Intangibility and Digitality;125
15.2.3;12.2.3 The Status of Employment and Job Opportunities;126
15.2.4;12.2.4 The Future of Institutions;126
15.2.5;12.2.5 The Platformic Issue: China Versus the United States;127
15.2.6;12.2.6 The Status of Large Enterprises;127
16;Epilogue;128
17;Annexe AThe CIGREF Foundation Governanceand Activities;129
18;Annexe BISD Projects Presented in Figs. 3.1–3.5;146
19;Annexe CSpringerBriefs in Digital Spaces Series;151
20;References;152
21;List of Final Reports for the ISD Program;158