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Today’s business leaders are confronted with numerous existential challenges, of which digital transformation is among the most pressing to leverage on the chances and stay competitive. This paper is designed to support CEOs, COOs, CIOs, and decision makers with best practices and thought leadership to create and implement digital transformation.
Agiles Portfoliomanagement ist eine Schlüsselkomponente für Enterprise Agility. Wir adressieren die Herausforderungen im agilen Portfoliomanagement und
präsentieren sowohl die entscheidenden Erfolgsfaktoren als auch das methodische Vorgehen
für eine effektive und wirkungsvolle Umsetzung.
What is Business Value Management? We surveyed 39 CIOs to learn how the concept is currently seen and applied.
In the past we have seen recurrent periods of high volatility. Especially in the last two decades, we have experienced six major global market fluctuations. This means that a globally-operating organization is likely to experience a phase of high volatility
In today‘s VUCA world, neither strategies, nor leadership, nor ways of working are left untouched. Digital governance seeks to establish new ways of working to develop innovative digital products and services. In parallel with the new world, traditional ways of working focus
Digital Twins of an Organization (DTOs) have garnered increasing attention among IT leaders across the world. Originally adopted from its ancestor, the Digital Twin, DTOs provide promising benefits for the management and steering of organizations, including the identification of …
Technology innovation and changing customer expectations have reshaped the IT landscape over recent decades and will continue to do so. Developing, running, and continuously improving innovative digital products requires companies to focus on customer value and business benefits.
Corporate IT provides services in an environment characterized by high volatility and uncertainty. This is especially true in the context of a digital transformation, where IT must balance efficiency and agile innovation, and must manage resources flexibly
Looking at the current legislation on intangible asset (e.g., software) capitalization and the specification of the legislation by various institutes (e.g., IDW, DRSC), it becomes clear that this topic is difficult for IT to examine only casually.
As a company’s size increases, so do its requirements for the demand management of an IT organization. IT leaders are faced with the task of providing demand management that consider local differentiation and overall efficiency as well as a stable operation.
Increasing IT costs in organizations makes it necessary to introduce appropriate control mechanisms for them. Frequently, especially in times of crisis, financial steering is based on commitments. On one hand, however, there is a risk that outstanding payment obligations will not be
The goal of financial management is to use financial resources efficiently in line with the corporate strategy. The basis for this is a transparent and integrated view of control-relevant data. Often, this perspective has to be created in a manual and time-consuming
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