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Summary 2020/2021 Theories of DB: all articles summarized. Grade 9.9
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- Universiteit Van Amsterdam (UvA)
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Theories of Digital Business: summary of articlesTable of Contents
Article 1: Weill & Woerner (2015). Thriving in an Increasingly Digital Ecosystem.............................................2
Article 2: Edelman & Singer – Competing on Customer Journeys.....................................................................3
Article 3: Pipelines, platforms, and the new rules of strategy - Marshall W. Van Alstyne, Geoffrey G. Parker,
and Sangeet Paul Choudary........................................................................................................................... 5
Article 4: MIS Quarterly: embracing digital innovation in incumbent firms: how Volvo cars managed
competing concerns - Frederik Svahn, Lars Mathiassen and Rikard Lindgren...................................................8
Article 5: IT Governance (Borgman, 2014)..................................................................................................... 14
Article 6: A Wheelbarrow full of frogs: understanding portfolio management for agile projects (Smeekes &
Borgman, 2018)........................................................................................................................................... 19
Article 7: IT Governance: oil or sand in the wheels of innovation (Arikan & Borgman, 2020).........................22
Article 8: Embracing Agile (Rigby, Sutherland & Takeuchi, 2016)...................................................................24
Article 9: Success lies in the eye of the beholder: the mismatch between perceived and real IT project
management performance (Rennes, Borgman & Heier, 2016).......................................................................26
Article 10: How the most innovative companies capitalize on today’s rapid-fire strategic challenges – and still
make their numbers (Kotter, 2012)............................................................................................................... 28
Article 11: Resistance to change – the rest of the story (Ford, 2008).............................................................30
Article 12: Making the most of IT governance software – understanding implementation processes (Heier &
Borgman, 2008)........................................................................................................................................... 33
Article 13: What to expect from Artificial Intelligence (Agrawal & Gans, 2017)..............................................36
Article 14: DELTA Plus Model & five stages of analytics maturity: a primer (Davenport, 2018).......................38
Article 15: Process modelling for BPR – event-process chain approach (Young-Gul, 1995).............................40
1
,Article 1: Weill & Woerner (2015). Thriving in an
Increasingly Digital Ecosystem
The article presents a framework to help mangers think about their competitive environments in the
digital era. Managers seek to transform in two dimensions; 1) knowing more about their end
customers, 2) and to operate in an increasingly
digital ecosystem.
1. (1) Supplier model: enterprises continue
to digitize, and search becomes easier,
therefore suppliers lose power and are
pressured to continually reduce prices.
This results in further industry
consolidation.
2. (2) The Omnichannel model: provide
customers access through multiple
channels, physical and digital channels,
giving them greater choice and seamless
experience.
3. (3) Ecosystem driver model: provide a
platform for participants to conduct
business. Like omnichannel businesses,
ecosystem drivers use their brand
strength to attract participants, ensuring
a great customer experience and offer
one-stop shopping .
4. (4) The Modular Producer Model: To
survive, must be best in category. To thrive they need to continue roll out new products and
services to demonstrate they are among the best options available and best priced.
Companies with ecosystem drivers as dominant model have the highest margins and growth. That is
because they are 1) more responsive to their customer needs and become a 2) destination to sell
their own products as well as others.
To prepare for the future, companies need to develop new capabilities in two areas:
1. Gain better knowledge about consumers through:
- Enhanced digital capabilities in obtaining info about customer goals
- Enhance customer in the firm (via customer satisfaction metric)
- Emphasize evidence based on decision making
- Develop integrated multi-product and channel customer experience
2. Becoming more of an ecosystem by:
- Being first choice for customers (through brand promises, world-class execution)
- Become great at building partners
- Create service enabled interfaces
- Treating efficiency and compliance as a competence
2
,Article 2: Edelman & Singer – Competing on Customer
Journeys
Comments: Paper has very idealistic view. In real life, there are many different privacy and individual
preferences. So why was this paper chosen?
1. Overview of how a company can benefit from big dat a.
2. Why companies should be able to get all of these people to work together.
Customer journeys need to be stickier:
1. Companies should design journeys in a way that customers won’t even consider leaving the
journey, and therefore stay in the loyalty loop.
2. New journey: compresses the consider step and shortens or/and eliminates the evaluate
step, delivering customers directly into the loyalty loop and locking them within it.
Shift from primarily reactive strategy to aggressive proactive strategy
- Classic: consider -> evaluate -> consider -> buy -> enjoy -> advocate -> bond
- Loyalty loop: buy -> enjoy -> advocate -> bond
Companies building the most effective journeys master four interconnected capabilities:
1. Automation: digitization and streamlining of steps in the journey that were formerly done
manually. This creates the essential for stickier journeys by allowing customers to execute
former complex journey processes quickly and easily.
2. Proactive personalization: companies should take information gleaned either from past
interactions with a customer or from existing sources and use it to instantaneously customize
the shopper’s experience.
3. Contextual interaction: using knowledge about where a customer is in a journey physically
(enter hotel) or virtually (reading product reviews) to draw him forward into the next
interactions.
4. Journey innovation: occurs through ongoing experimentation and active analysis of
customer needs, technologies, and services in order to spot opportunities to extend the
relationship with the customer. Goal is to identify new sources of value for both the company
and consumers.
Today, winning brands owe their success not just to the quality and value of what they sell, but to the
superiority of the journey that they create.
Capabilities in practice
1. Use of API to pull data from other providers to assemble a picture of the customer.
2. Creating customer dashboards for production and use.
3. Integrate services with home-management networks to automate energy conservation.
4. Create conservation-oriented customer communities.
Building successful journeys:
- Chief Experience: guide the decision on journey investments and customer segments to
focus on, he prioritizes current journeys for digital development and spots opportunities for
new ones.
- Journey product managers: at the centre of the action. People in this role are economic and
creative stewards. Their job is to understand how customers move through the journey.
Main goal is to extend the journey and increase its stickiness and value.
- Scrum teams: execution-oriented, agile and fast in testing improvements. They understand
the needs and wants and use prototyping and customer-use data to measure the impact on
3
, customer behaviour. They are brought together by journey managers for design sprints in
which they pitch new paths.
4
,Article 3: Pipelines, platforms, and the new rules of
strategy - Marshall W. Van Alstyne, Geoffrey G. Parker,
and Sangeet Paul Choudary
Pipeline business: create value by controlling a linear series of activities – the classic value-
chain model where inputs (raw materials) at one end of the chain undergo steps and
transform them to outputs (finished products).
Even though Nokia and other mobile phone manufacturers had strong product
differentiation and other strengths, they were overruled by Apple by exploiting the power of
platforms and leveraging the new rules of strategy they give rise to.
Platform businesses: bring together producers and consumers in high-value exchanges. (e.g.
malls link consumers and merchants, but nowadays no physical infrastructure is needed to
do so -> Uber, Alibaba, Airbnb). Information and interactions are the source of the value.
Firms that fail to create platforms and don’t learn the new rules of
strategy will be unable to compete for long.
IT: building/scaling up platforms is simpler and cheaper and allows nearly frictionless
participation that strengthens network effects and enhances the ability to capture, analyse
and exchange huge amounts of data that increase the platform’s value to all.
The basic structure nowadays:
- Platform owners: control their intellectual property and governance.
- Providers: platforms’ interface with users.
- Producers: create offerings.
- Consumers: use offerings.
Pipeline product apple: iPhone
Platform: AppStore (connects app developers and iPhone owners)
Working platforms always win from pipelines.
The move from pipeline to platform involves 3 key shifts:
1. From resource control to resource orchestration: it’s about the resources the
members own and contribute (cars-Uber; rooms-Airbnb).
2. From internal optimization to external interaction: it’s about facilitating interactions
between external producers and consumers, by which often variable costs decrease.
3. From a focus on customer value to a focus on ecosystem value: it’s about maximizing
total value of expanding ecosystem in a circular, iterative, feedback-driven process.
Thus, Porter’s 5 forces still apply but on platforms these forces behave differently, and new
factors come into play.
Network effects are the driving force behind every successful platform.
Greater scale generates more value, which attracts more participants, which creates more
value. Firms that achieve more platform participants offer a higher average value per
transaction because a larger network better matches between supply and demand and the
richer the data that can be used to find matches.
5
, Platform participants typically create value for a business and boundaries can shift rapidly.
Consumers and producers can swap roles in ways that generate value for the platform: you
can ride with Uber today, and drive for it tomorrow. Platform providers might also switch to
compete with the owner. This is why Netflix controls consumers’ interactions with content it
offers, so it can extract value from platform owners while continuing to rely on their
infrastructure.
Platform competition can arise from seemingly unrelated industries. Competitive threats
tend to follow one of three patterns:
1. They may come from an established platform with superior network effects that uses
its relationships with customers to enter your industry. Google has a wide network
and a strong relationship with consumers, so they moved from web search into
mapping, mobile, etc.
2. Competitors may target an overlapping customer base with a distinctive new offering
that leverages network effects: Airbnb and Uber challenge the hotel and taxi
industries.
3. Platforms that collect the same type of data as your firm go after your market: for
health care, traditional providers, producers of wearables like Fitbit and retail
pharmacies like Walgreens are all launching platforms based on the health data they
own.
With platforms, a critical strategic aim is strong up-front design that will attract the desired
participants, enable the right interactions and encourage ever-more-powerful network
effects. It’s usually wise to ensure the value of interactions for participants before focusing
on volume. Most successful platforms launch with a single type of interaction and later
extends (Facebook).
Platforms consist of rules and architecture and the owners decide how open both should be.
- Open architecture: players can access platform resources like app developer tools
and create new sources of value.
- Open governance: players can shape the rules of trade and rewards sharing on the
platform.
A fair reward system is key.
6
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