Digital Business Leadership (eBook)

Prof. Dr. Ralf T. Kreutzer has been a Professor of Marketing at the Berlin School of Economics and Law. In addition, he works as a marketing and management consultant, trainer, and coach. He previously worked for 15 years in various management positions at Bertelsmann, Volkswagen and Deutsche Post. Through regular publications and presentations Professor Kreutzer has spread considerable impulses concerning various topics related to marketing, dialogue marketing, CRM / loyalty programs, database marketing, online marketing, digital darwinism, strategic and international marketing. He advised a variety of enterprises nationally and abroad in these fields and trained/coached managers at middle and top management level. Professor Kreutzer is a frequent keynote speaker at national and international conferences. His recent book publications include “Kundenclubs & More“ (2004), “Marketing Excellence“ (2007), “Die neue Macht des Marketing” (2008), “Praxisorientiertes Dialog-Marketing” (2009), “Praxisorientiertes Marketing” (4th Edition, 2013), “Praxisorientiertes Online Marketing” (2. Auflage, 2014), “Digital Darwinism“ (2014, together with Karl-Heinz Land), “B2B-Online-Marketing und Social Media (2015, together with Andrea Rumler and Benjamin Wille-Baumkauff), “Dematerialisierung – Die Neuverteilung der Welt” (2015, together with Karl-Heinz Land), “Digitaler Darwinismus – Der stille Angriff auf Ihr Geschäftsmodell und Ihre Marke” (2nd Edition, 2016, together with Karl-Heinz Land) and “Kundenbeziehungsmanagement in digitalen Zeitalter” (2016).Prof. Dr. Annette Pattloch has been a Professor of Marketing at the Beuth University of Applied Sciences Berlin since 2005. After studying Information Science at the University of the Saarland and at Rutgers University in the US, she has been working in the industry for more than ten years, most recently in a consulting firm as department manager for customer relationship management systems at the Volkswagen subsidiary gedas. Her focus in research and teaching lies on brand management and services marketing.Tim Neugebauer is co-founder and CEO of DMK E-BUSINESS GmbH. The business graduate is responsible for managing the areas of strategy, consulting and marketing / sales. As Senior Digital Business Consultant he also leads the digital consulting unit DMK INNOVATIONS, where he is actively involved in the digital management and strategy consulting for group companies, public institutions and SMEs. The main topics are: digital transformation, digital business leadership, agility, user centralization, and questions concerning dual organizational principles. Since 2012 Tim Neugebauer has also been spokesman of the forum "Digital Business" in association with SIBB eV - ICT & Digital Business Association of Berlin-Brandenburg, pushing issues of digitization in the capital region. At the Beuth University of Applied Sciences Berlin he has been a lecturer in the areas of service marketing and innovation management. At the University of Applied Sciences Potsdam Tim Neugebauer advises on the establishment of an entrepreneurship- and management lab. Tim Neugebauer regularly publishes in relevant media, gives statements and interviews and also speaks at conferences and trade shows.

Preface 6
Contents 8
About the Authors 11
1: Background and the Necessity to Build a Digital Business Leadership 13
1.1 Digital Darwinism and the Redistribution of the World 14
1.2 Drivers of Digital Change 19
1.3 From Classic Nondigital Business to Digital Ecosystems in the Internet of Everything 32
1.4 Position and Fields of Action of the German Economy on the Digital Map 46
References 52
2: Eight Areas of Action to Build a Digital Business Leadership 54
2.1 Guidelines for Developing a Vision for the Digital Age 54
2.1.1 Managerial Visions in the Digital Age 55
2.1.2 Anchoring Vision Design in Strategic Management 57
2.1.3 From Corporate Purpose to a Vision 62
2.1.4 Creating a Viable Digital Vision 67
2.2 Concepts for the Development of Business Model Innovations 70
2.2.1 Business Models and Their Perspectives 71
2.2.2 Basic Types and Patterns of Business Models 73
2.2.3 From the Existing Business Model to Business Model Innovation 81
2.2.4 Incremental Digital Optimization of Existing Business Models 87
2.2.5 Realizing Business Model Innovations with Considerable Innovation Levels 92
2.3 How to Design a Digital Organization 98
2.3.1 Understanding Digital Change as a Task of Innovation Management 98
2.3.2 Anchoring the Network Organization in Top Management 111
2.3.3 Digitally Aligning the Entire Organization 114
2.3.4 New Organizational Concepts for a New, Digital-Centered World 120
2.4 From Product to Process: The Relevance of Services 124
2.4.1 Introductory Remarks on the Growing Importance of Services 124
2.4.2 Smart Services as Digitized Services 125
2.4.3 The Theoretical Foundation of Services 126
2.4.4 Service Transformation: From Product Manufacturers to Service Providers 130
2.4.5 Development of Services with Service Design and Design Thinking 133
2.5 Open Innovation: How Customers Are Integrated into Innovation Processes 140
2.5.1 Backdrop for Open Innovation Concepts 140
2.5.2 Fundamentals of Open Innovation Concepts 142
2.5.3 Fields of Action for Open Innovation Concepts 145
2.6 User Centralization: The Needs of a Digital Customer Journey 151
2.6.1 Current Challenges in the Purchasing Behavior of Consumers 151
2.6.2 Capturing and Designing the Customer Journey 155
2.6.3 Management of Customer Touchpoints 157
2.6.4 Customer Experience Management 167
2.7 IT as Enabler of Digitized Business Processes, Products, and Services 170
2.7.1 The Web as a Platform 171
2.7.2 From Open Industry Standards to Open-Source Software and Versatile Systems 176
2.7.3 Technological Innovation Creates New Opportunities for Digital Leaders 183
2.8 Controlling of a Digitalized Organization 187
2.8.1 Framework Conditions for the Design of Controlling 187
2.8.2 Transformation of Controlling 195
References 201
3: Change Management: Shaping Change Successfully 208
3.1 Fundamentals of Change Management 208
3.2 Instruments and Processes of Change Management 217
3.3 The Position of Employees in Change Processes 222
References 229
4: Best Practices in Building a Digital Business Leadership 230
4.1 Axel Springer: A Publisher in Transition Towards Being a Digital Publisher 230
4.1.1 The Company Axel Springer SE 231
4.1.2 Corporate Culture at Axel Springer: Three Action-Guiding Values 233
4.1.3 Change Management at Axel Springer Move 236
4.2 XING: Digital DNA in Action 239
4.2.1 The Company XING 240
4.2.2 What Makes XING a Digital Business Leader? 241
4.2.3 Vision, Culture, and Leadership of a Digital Business Leader 241
4.2.4 How the Vision Is Implemented by a Strong Leadership Personality 245
4.3 ImmobilienScout24: Digital Titan 251
4.3.1 The Company ImmobilienScout24 252
4.3.2 A Human Being with Face and History: Added to the Facts 253
4.3.2.1 Stefan (23): The First Searcher and Digital Native 253
4.3.2.2 Andreas (45) and Silke (42): The Nest Builders 255
4.3.2.3 Angelika (59): The Predictive Senior 256
4.3.3 ImmobilienScout24 and Big Data: Product Development Along the Customer Journey 259
4.3.4 Persona Data, Start-Ups, and What Next? 263
4.4 Dalia Research: Silicon Valley in Berlin 264
4.4.1 The Idea 265
4.4.2 Massive Scalability with Open-Source Software 269
4.4.3 Response 270
References 270
5: Beginning Is the Most Difficult: Our Call to Action 272
Reference 274