Digital Enterprise Transformation - 360Â° Journal

More documents

Recommendations

Info

© chrionny / pixelio.deDRIVERS16AbstractSustainability means meeting the basic needs of allpeople and those of future generations. The BlueEconomy concept takes up this idea and expandson it with the premises of avoiding waste, utilizingphysical and biological mechanisms, and usingonly regional resources. Consequently, the BlueEconomy is following the analogy of ecosystems,which create neither waste nor emissions and supplythemselves with local resources only.This article presents four hypotheses about theBlue Economy approach and illustrates what opportunitiesand benefits companies could profitfrom by applying the principles of the Blue Economy.Using a range of examples, it becomes evidentthat the first innovative business models to followthe principles of the Blue Economy are alreadyhaving a lasting effect today.
DRIVERSTHE BLUE ECONOMYInnovations for a New Level of CompetitionThis article aims at demonstrating that sustainability and economic viability neednot conflict with each other. The systematic avoidance or reuse of waste materialsand emissions can give rise to new, innovative, and competitive business models.With the help of numerous examples, we will illustrate this concept.by Axel Uhl and Oliver HanslikInnovation is a prerequisite for the continuedexistence of an affluent societyand its survival in a competitive economicenvironment. 1 Yet in a world inwhich product life cycles are becomingever shorter and innovation increasinglycapital-intensive, new schools ofthought are required. Following this path,the Blue Economy approach promisesa combination of sustainability, innovation,and competitiveness. The basicidea revolves around rediscovering traditionalbusiness models and processesunder the premise of using sustainableresources. Existing principles from thefields of physics and chemistry are combinedin such a way that new businessmodels ensue and, at the same time, asignificant contribution is made to protectingthe environment. 2In the past, many seemingly sustainablebusiness models have amounted tonothing more than simply shifting a problemfrom one place to another (“greenwashing”).One such example is the useof corn as base material for biofuels andbioplastic, which resulted in the price ofcorn increasing, thereby jeopardizing thenutrition of millions of people who rely oncorn as a source of food. Another exampleis the use of palm oil in biodegradablesoap, which involved the decimation ofentire forests and habitats to satisfy thedemand for palm oil. And it was a similarsituation when it became fashionable toeat shiitake mushrooms as a substitutefor animal protein, which led to vast areasof oak trees being felled to enablesufficient numbers of logs to be used asfertile soil for the fungus. 3 These greenwashingstrategies do not contribute tosustainability; frequently, they even leadto serious new problems.According to Gunter Pauli, the founder ofthe Blue Economy concept, if companiessystematically adopted the principles ofthe Blue Economy, genuinely innovativeand sustainable business models couldbe developed and additional jobs created,solving the commonly conflictingaims of sustainability and economic viability.There is no unusable waste innatural ecosystems.In this article, we will examine the followingfour hypotheses:1. Waste materials can be used as a resourcefor new products and services(in a similar way to a natural ecosystem).2. Biological and physical mechanisms,even mathematics, can be used to reduceenergy needs.3. The use of waste materials in the industrialsector gives companies acompetitive edge.4. By using local resources, costs can besaved and long-term jobs created.17
Page 4 and 5: OVERVIEWDRIVERSMETHODOLOGY | RESEAR
Page 6 and 7: DRIVERS6AbstractContactless payment
Page 10: DRIVERSRetailers (Merchants)Mobile
Page 14 and 15: DRIVERS14Key Learnings►►►►
Page 19 and 20: DRIVERSThe Blue Economy also offers
Page 21: DRIVERSServiceAUTHORSProf. Dr. Axel
Page 24 and 25: METHODOLOGY | RESEARCH24Enterprise
Page 26: METHODOLOGY | RESEARCHPermanent BT
Page 29 and 30: METHODOLOGY | RESEARCHbasis of “s
Page 31 and 32: METHODOLOGY | RESEARCHServiceAUTHOR
Page 33 and 34: METHODOLOGY | RESEARCHDeveloping a
Page 35 and 36: METHODOLOGY | RESEARCHBeschriftung
Page 37 and 38: Evolution of IT-GovernanceMETHODOLO
Page 39 and 40: Digital Capability Maturity Concept
Page 41 and 42: METHODOLOGY | RESEARCHTwo years ago
Page 43: METHODOLOGY | RESEARCHBusiness Func
Page 47 and 48: METHODOLOGY | RESEARCHThe Six Steps
Page 49 and 50: METHODOLOGY | RESEARCHServiceAUTHOR
Page 51 and 52: CASE STUDYPRO3 AT ALLIANZA New Dime
Page 53 and 54: The Allianz Group is a global finan
Page 55: Objective of Pro3 - Customer Centri
Page 58 and 59: CASE STUDY58ACKNOWLEDGMENTSThe auth
Page 60: CASE STUDY60tion was informed about
Page 63 and 64: CASE STUDYLEARNINGTRANSFORMATIONAT
Page 65 and 66: CASE STUDYPhase OneSubsequent Phase
Page 67 and 68:
CASE STUDY67ther present or provide
Page 69 and 70:
CASE STUDYing over the corporate ro
Page 71 and 72:
CASE STUDYServiceAUTHORSDr. Brent F
Page 73 and 74:
COMMUNITYJörg StaffChief Operating
Page 75 and 76:
COMMUNITYUpcoming: SAP Business Tra
Page 77 and 78:
COMMUNITYSchool (EBS) and gave an u
Page 80 and 81:
COMMUNITYNEWS FROM BTA GLOBAL NETWO
Page 82:
PUBLICATION DETAILS OF360° - THE B
show all

Digital Enterprise Transformation - 360Â° Journal

Create successful ePaper yourself

Delete template?

Save as template?