corporate culture

Lean Empowerment in the Digital Ecosystem

Lean Empowerment in the Digital Ecosystem

Translating cultural values into technical requirements
Frank Bertagnolli ORCID Icon, Sabrina Karch ORCID Icon, Arndt Lüder ORCID Icon
With the advent of digitalization, prevailing paradigms – such as product centricity, face-to-face collaboration and hierarchical structures – are giving way to the vision of data-driven business models, digital, collaborative ecosystems and an agile, holacratic way of working in flat hierarchies and self-managing teams. Collaboration is made possible through the use of software solutions. In addition to adapted management concepts, the digital space also requires a digital cultural understanding on part of the companies involved. Lean empowerment is a pioneering approach to collaboration based on cultural values. In expert workshops, ideas were developed to explore how these values can be lived in a digital culture and thus in terms of global digital collaboration. This article presents concrete solutions from which requirements for digital collaboration and for implementation within IT structures and software solutions in particular can be derived.
Industry 4.0 Science | Volume 40 | 2024 | Edition 2 | Pages 32-39 | DOI 10.30844/I4SE.24.2.32
Success Criteria for Innovations as a Management Concept in the Context of Industry 4.0: Theoretical Approaches and Their Implementation in Six Selected Companies

Success Criteria for Innovations as a Management Concept in the Context of Industry 4.0: Theoretical Approaches and Their Implementation in Six Selected Companies

Theoretische Ansätze und deren Umsetzung bei sechs ausgewählten Unternehmen
Boris Zimmermann, Lisa Gutermuth, Louis Spigarski, Noah Philipp Dörmer, Philipp Knauf
Auf Basis von 36 aktuellen Literaturquellen wurden zehn Erfolgskriterien für Innovationen ermittelt. Die am häufigsten genannten Erfolgsfaktoren sind dabei zum einen das Verständnis gelebter Innovation als fester Teil der Unternehmenskultur und deren feste Verankerung auf der strategischen, taktischen und operativen, sowie die gezielte Förderung von Kundenorientierung in allen Abteilungen. Mitarbeiter von sechs ausgewählten Unternehmen wurden in persönlichen Interviews befragt, inwieweit diese Kriterien erfüllt worden sind. Aus diesen Erkenntnissen werden Best-Practice-Ideen zur Entwicklung einer optimalen Innovationskultur im Unternehmen abgeleitet.
Industrie 4.0 Management | Volume 39 | 2023 | Edition 6 | Pages 22-26 | DOI 10.30844/IM_23-6_22-26
Comparing Industry 4.0 Maturity Models

Comparing Industry 4.0 Maturity Models

Jochen Schumacher, Norbert Gronau ORCID Icon
In recent years, numerous maturity models have been developed with the aim of providing a clear indication of the progress each company has made in terms of Industry 4.0 development. However, not all models include all aspects of Industry 4.0. The models are also not equally practical. This article offers an in-depth comparison and assessment of the comprehensiveness of the ten most important Industry 4.0 maturity models.
Industry 4.0 Science | Volume 39 | 2023 | Edition 1 | Pages 16-33 | DOI 10.30844/I4SE.23.1.16
Shaping “Digital Culture” at a Supplier Company

Shaping “Digital Culture” at a Supplier Company

Strategien schrittweiser kultureller Transformation am Beispiel der Einführung eines digitalen Werkzeugmanagements
Thomas Jackwerth-Rice, Christian Lerch, Peter Weiß, Thomas Jehnichen, Matthias Derse, Mario Meier, Marius Wernet
Against the backdrop of industrial transformation, medium-sized supplier firms can use digital technologies to optimize their work processes. New digital production systems offer one opportunity for organizing factory processes more efficiently. However, their introduction requires a “corporate culture 4.0” that is characterized by trust in decisions concerning the future design of such systems, despite the involved high uncertainties. Using the example of a digital tool management system, this article presents measures for strengthening such a corporate culture.
Industrie 4.0 Management | Volume 37 | 2021 | Edition 3 | Pages 16-20
Ten Commandments for a Successful Implementation of Digitalization Projects

Ten Commandments for a Successful Implementation of Digitalization Projects

Guidelines for Digital Transformation
Mikko Börkircher, Veit Hartmann, Tim Jeske
In many companies there is still a lack of clarity about the “right” way to implement digitalization projects. Therefore, the article describes guidelines for the successful implementation of digitalization projects. They are derived from the experience of various practical projects and include considerations of economic efficiency as well as resources and staff. Structured as “Ten Commandments for Digitalization Projects”, they are designed to support actors in the practical implementation of digitalization projects
Industrie 4.0 Management | Volume 36 | 2020 | Edition 6 | Pages 55-58
Corporate Culture—Barrier or Potential for Transformability?

Corporate Culture—Barrier or Potential for Transformability?

An empirical view on the mutability of enterprises
Horst Meier, Julia Velkova, Stefan Schröder, Tobias Wienzek
Challenges of transformability have recently experienced great consideration within the field of scientific research. First empirical research has shown that the German term for transformability „Wandlungsfähigkeit” in many cases is used as a synonym for the term “flexibility”. Today’s scientific considerations on this topic mostly focus the technical aspects. However, further aspects such as human resources and organizational factors have to be implied in the present research on conditions that enable change processes. In the course of considerations about conditions the aspects of corporate culture and informal structures attain more attention. The evaluation is conducted as a business analysis and is complimented with qualitative interviews (informal structures). Through this first results and indicators for empowerers and constraints for change are identified.
Industrie Management | Volume 28 | 2012 | Edition 3 | Pages 56-60
Sustainable Quality Improvement in Aviation

Sustainable Quality Improvement in Aviation

A method involving anonymous incident reporting systems
Martin Hinsch
In aviation anonymous incident reporting systems (IRS) have been set up for decades to reduce or to control operational incidents and risks systematically. The aim of such instruments is to fall back on existing knowledge of the employees in order to optimize operational performance. The system can only be successful in the long run, if anonymity and non-punitivity are guaranteed. Moreover, the company requires a constructive error culture.
Industrie Management | Volume 27 | 2011 | Edition 4 | Pages 69-72