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The decentralized data ecosystem Gaia-X, which is currently under development, supports the future viability of the digital data economy in Europe. But how can relevant use cases be realized in Gaia-X from a service-oriented perspective? To answer this question, this article presents a methodology that describes a structured and interdisciplinary approach to service development in the ongoing Gaia-X 4 ROMS consortium research project [1]. In this project, federated services are realized in five processing steps on the basis of use cases. IT experts, software developers and industry users can leverage the model to efficiently coordinate the joint realization of use cases with Gaia-X and the goal of sovereign data exchange.

Many departments have already recognized the enormous increase in efficiency and personnel relief from routine activities through process automation. These digital thought leaders have begun to automate office processes using new technologies such as Robotic Process Automation (RPA), low code in the Microsoft Power Platform or in SAP. However, the positive experiences often remain in individual departments. Due to the lack of a strategic superstructure, companies as a whole have not yet succeeded in systematically transferring the added values to all areas. The organizational solution for this is called a "Center of Automation". Sometimes it is enough for the team to consist of two members to bring an overarching, digital process mindset into a company. (Only in German)

The digital interactions along the value chain pose new challenges for managing information and knowledge. The objectives of this article are to describe the changes in knowledge-based value creation induced by digitalisation and to derive fields of action for knowledge management for Industry 4.0. The “knowledge ladder 4.0” shows how digital technologies can transform strategic and operative knowledge management. Subsequently, we offer a framework for the knowledge-oriented design of dynamic digital organisations that consists of three layers of activities for the operation, reflection and design of knowledge management illustrated with leading questions and case examples in order to promote the productive, responsible and sustainable usage of digital technologies.

Increased productivity is a fundamental paradigm of successful business. No wonder management efforts are focused primarily on this “golden calf” of the market economy. There are enough scientific publications dealing with this topic to fill libraries. Never before have we seen so many students educated in the field of Economics at university level. Despite knowing a great deal about tools, methods and procedures, at the place where value is created we continue to think about the same questions and the same productivity deficits: Why is it that companies continue to lose the ability to maintain lean, productive processes in spite of having access to all instruments in the field of Economics? Why do many companies permit the growth of unproductive performance even though they have just introduced controlling instruments to prevent this from happening? Why is it so difficult to achieve significant, sustainable productivity growth even though companies often have access to a broad ...

The creation and configuration of innovative business models within the sheet metal forming industry focuses on the development of saleable product-service-combinations. It is necessary to integrate these product-service-combinations in adequate value chain configurations. To charge the output of the product-service-combinations appropriate revenue models must be selected and configured. This article shows an integrative methodology for redesigning existing and creating new business models.

Although the relocation trend has slightly decreased during the last five years, nowadays more companies plan to shift abroad in the near future. In particular small- and medium-sized companies plan the relocation of parts of their value chain. The disadvantage of the German location can only be compensated by a combination of cost optimization and an increase of productivity. A systematic procedure and the application of sophisticated evaluation tools support the company in its process of decision making. Considering the type of business, guidelines for competitive value chain management can be developed.