Digital Futures, Digital Transformation (eBook)

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.

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