Post on 09-Jul-2020
Transforming Business Moments into Business Models
Isabell Schrader
direkt gruppe GmbH Holzmarkt 2
50676 Köln
mail: isabell.schrader@direkt-gruppe.de
Olaf Droegehorn
University of Applied Sciences Harz
Department of Automation & Computer
Science Friedrichstrasse 57-59
38855 Wernigerode, Germany
mail: odroegehorn@hs-harz.de
Abstract – Looking into traditional German and global
companies discloses that business units can’t answer fast
enough to changing market situations. This stems mainly from
the lack of business models for a digital market.
Business units should understand new technologies and the
way customers want to interact with them. Based on former
products, transformed into digital artefacts, specific business
moments might arise and can be transformed into new business
models. In this paper an interdisciplinary approach of cross-
functional teams is suggested, empowering business units to
understand and utilize IT trends. By forming BizDevOps-teams
business moments can be identified and exploited into new
business models. Expanding the idea of DevOps towards
business units an unparalleled potential of knowledge and
innovation can be unleashed.
Keywords: BizDevOps, cross-functional teams, digitization,
innovative management structure, new mind-sets, IT as enabler
1 Introduction
According to A.T. Kearney, Bain, Crisp, Forrester, Gartner,
IDC, ISG, PAC and Roland Berger, topics such as Machine
Learning, Artificial Intelligence, Microservice Architecture,
Robotics and Cyber Security will dominate CIO agendas in the
near future [5]. Intelligent Apps, intelligent things, Cloud to the
Edge and Conversation Platforms are part of Gartner’s
technology trends. Everything is going to be event-driven.
Companies are striving for being able to quickly recognize and
respond to changing business conditions. For instance: selling
a car or landing an aircraft would be events that are
immediately registered, analyzed,recorded and could be linked
to subsequent events. To realize those scenarios analysts note
that technologies such as event brokers, IoT, cloud computing,
blockchain, in-memory databases or artificial intelligence are
essential [5]. However, a change in culture and leadership is
required in order to achieve full value of such models and
technologies.
Moreover, the creation of new IT-driven Business-Models and
design thinking is needed to exploit the possibilities of new
technologies in the business devisions.
Some CIOs already actively address the necessary cultural
change that comes along with the digital transformation. They
transform not only their IT landscapes and systems, but also
their IT organization and technical teams as well. In digital
teams, the focus shifts more to the needs of the business and
customers and less on existing projects and systems. By this an
innovation culture will be created and it is prognosed that “by
2020, 60 percent of CIOs will implement a new IT business
model and new IT culture that shifts the focus away from IT
projects to digitally focused products” [5]. This will keep IT
departments moving and continuously re-thinking their way of
working, finding new ways of digital working and creating
future workplaces. But what does the business devisions do
meanwhile? Are they able to derive new IT-driven business-
models, enhanced, tuned and revolutionized business ideas?
This paper presents several aspects, solution strategies and
approaches to change the mind-set of employees and managers
in business divions. Under the assumption that an IT-
Organization is well performing and operating Platformization,
Microservices and Service Orchestation to improve not only
business performance but also supports and developes new
business models as well as processes. Hence, components are
outlined that are necessary for the business in order to
understand IT as enabler and transform business moments into
new business models.
2 Motivation
Deficits in communication between IT and business
departments are still in place. Obviously contradicting
instructions, lack of expertise as well as personal dissonances
are usually preventing cooperation. IT departments often
complain about business devisions, frequently demanding
sophisticated additional software- and IT functions and
expected immediate implementation demanded by business. At
the same time business units complain about IT employees,
assuming that they have no idea about the business challenges
and do not really understand what is needed. In fact, no
improvements have occurred although the ways of working
within IT-departments have already changed. Among the most
frequent issues is still the different language and the ignorance
of each party involved [6], especially in traditional german
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corporates. From the authors point of view the deficits are
mainly cultural and personal issues. Both sides are suspicious,
stubborn and watch each other suspiciously. The IT department
needs more user know-how and the business devisions need to
accept that IT colleagues are more than just technical freaks.
According to the IDG Magazine “Computerwoche” the biggest
mistakes in communication between IT and business are the
following [1]:
IT and business speak different languages
Human conflicts interfere with the spirit of
cooperation
People are shying away from taking responsibilities
Business departments do not want to admit that IT
professionals have increased their knowledge about
business and its processes
Guesses and rumors prevent transparency
Diffuse fears on both sides lead to misunderstandings
Employees are trying to tackle business issues with
technical solutions and vice versa
Managers can’t achieve a fruitful and prospering
collaboration between business and IT departments
A major concern, especially in the digital transformation
process of german corporations, is the fact that business units
are usually only expecting to get IT support for their classic,
old-fashioned business models.
While IT departments already are delivering new, faster and
demand-related services, the business does not respond in a
smiliar updated and enhanced manner to servce new markets.
IT personell has, thanks to innovative CIOs, been trained to
support their business customers in a just-in-time and agile
manner. Business personell however, does not seem to adapt to
agile working styles and adaptive market offerings in contrast
to their IT colleagues. Still “it is of upmost importance for
modern companies that business people understand at least the
business possibilities” [7] stemming from IT updates.
Some could argue that a key user concept could solve all the
problems between IT and business. It might be a solution for
overcoming communication issues; internal business processes
may become more efficiently whenever key users are testing
new software-functions before they go live. However new
business models or services for the end-customers are not
created in this way. Nevertheless, this concept of collaboration
is a good start and should be adapted when thinking about the
so-called “new way of digital working”.
The critical question is how the business departments can be
pushed towards new IT-driven business models and to
understand IT solutions as key enablers for new was of service
offerings. How to get the business more interested in IT and
upcoming technologies. Furthermore, once the business
actually sees IT as the main enabler, how to recognize business
moments and create business models with the help of IT?
3 Crossfunctional collaboration needs to
be part of daily business
Given the new digital technologies, a workplace becomes
indepent and available regardless of the location of employees
and which equipment they use. Crossfunctional collaboration
is from a technical point of view easier than it has ever been
before. However, most of the time old-fashioned ways of
working and thinking prevent traditional german corporates to
exploit and disrupt themselves. Other cultures seem to adapt
faster to the ‘Silicon Valley-way of thinking’. Meaning they are
able to build a future modern company today rather than
tomorrow, by adapting (lean) startup methods and transforming
working culture. Eric Ries reveals in “The Lean Startup” how
entrepreneurial principles can be used by businesses of all
kinds, ranging from early-stage startups to established
companies, in order to grow revenues, drive innovation and
transform themselves into truly modern organizations [3]. In
the authors point of view driving innovation and transforming
into a modern company cannot happen within silos. Traditional
German companies have long histories in stable market
conditions. These have led to well known management
methods including market forecasts based on experiences made
in the past. But new, IT-enabled markets and their customers
can’t be predicted in the same way. The frequency of change in
terms of customer expectations, IT Self-Services and even
business models is increasing. Due to long lasting habbits and
management traditions, German companies are still hesitating
to leave their old habits.
Silo mentality is unfortunately a common practice in corporate
environments, as illustrated in figure 1. As defined by the
Business Dictonairy silo mentality is “a mind-set present in
some companies when certain departments or sectors do not
wish to share information with others in the same company.
This type of mentality will reduce the efficiency of the overall
operation, reduce morale, and may contribute to the demise of
a productive company culture” [12].
Distinct silo mentality and its drawbacks are well known: it
inhibits cooperation, prevents engagement, slows down
innovation, increases costs, hinders progress, and endangers
success. In a nutshell: silo thinking is as useful as a hot water
bag made out of chocolate. Why is it still so common anyway?
And above all, what can be done about it?
During the last couple of years, IT was being forced to become
much faster and more agile. Emerging from the collison of two
major related trends the term DevOps was created.
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Figure 1: Illustrating silo-mentality [11]
The first trend sprang from applying agile and lean approaches
to operations work, meaning the maintanaince of the IT-
infrastructure, leading to the so-called “agile infrastructure” or
“agile operations”. The second trend stems from an increased
understanding of the value of collaboration between software
developers and the related operations staff. Meaning
collaboration throughout all stages of the development
lifecycle when creating and operating a service, and therefore
understanding the importance of continuous and at the same
time agile operations to keep the increasingly service-oriented
world up and running [2]. As it stands right now, IT
departments have found ways for being able to respond flexible
and quickly to new business requirements. The DevOps
approach helps to transfer agile methods to IT operations and
therefore combines approaches from the software development
arena with challenges and tasks of IT operations. This allows
for shorter release cycles and minimizes the risk of untested
items, as software developers are closely working together with
the IT personell being responsible for keeping the infrastructure
and IT-Services up and running. By this, typical bugs produced
during software engineering processes can be found and
mitigated before a new IT-Service is launched.
Although DevOps already leads to faster service developments
and a lean way of service provisioning, it only focusses on the
collaboration of different IT departments, still leaving out the
business devisions.
However also business seems to deal with breaking down silo
mentality between different units. Companies tried several
methods like [9]:
Jobrotation
Incentives
Wiki or Social Intranet
Interdiscplinary teams
Policies or guidelines
Identification
During a jobrotation, employees are being sent across the
company to take different positions temporarily in order to gain
knowledge, experience and to expand their horizon. Of course,
this method does not only have benefits. Changing the location
involves costs and additional effort. People need to be newly
trained and cared for everywhere within the company.
Substitutes need to be organized and possible degredations of
quality or quantity need to be compensated. Jobrotation might
be more suitable for an IT company, since an engineer is
usually not a public relations expert and vice versa. However,
there are also business units that are closely linked to each
other.
Nevertheless, individuals and entire departmes in German
corporations are driven by selfishness. Most of the time the
organization itself and its culture can be blamed for an distinct
lonely fighter mentality. Specifically, incentive systems can
promote silo thinking. A scenario:
Assuming that a department strives for innovation and invests
into new knowledge and technology this leads eventually to
larger amounts of sold items and therefore to more revenue.
However, due to higher investment costs for knowledge and
technology the overall scorecard of the department is, at least
in the beginning phase, still negative. An incentive system
might promote here another department, not doing anything
and therefore not innovating at all, but keeping their scorecard
in balance. Although this evaluation is short sighted, most
incentive systems don’t take into account a future benefit
produced by immaterial goods like knowledge or technology.
Hence a bonus system can stifle innovation and promote silo-
mentality. In this case, the management need to act in order to
put smarter bonus systems in place.
A common tool which even exists in German Corporates is a
so called “company wiki”. A company wiki could be explained
to a layman as a corporate library or as Wikipedia in dwarf
format. A wiki serves the company as a knowledge store. A
space in which for instance requirements engineering can be
accessed, ideas are sketched and exchanged. The major goal of
such a tool is to expose the knowledge of the individuals in
order to become group knowledge. So a wiki could be
understood as a large project in which everyone is allowed to
participate. A project promotes participation and knowledge
sharing. Typically, knowledge is exactly what is often buried
under individual silos. Information A remains in silo A,
information B in silo B. A wiki makes information accessible
to all members of a team, a department or a company.
The social media intranet follows the same idea. It allows the
central storage of information. Here, information can be
searched and found by anyone. Again, with the aim of ending
or at least mitigating the monopolization of individual
knowledge. Leveling up unequal levels of knowledge within
the workforce is a way to overcome silo-mentality.
Especially during the digital transformation, it seems to be
more than logical and very important to form interdisciplinary
teams. In interdisciplinary teams, individual members are
challenged towards new ways of thinking and sometimes are
forced to take the position of the opposite. In the best case, this
reinforces the identification with the entire company, as well as
the commitment of employees. Interdisciplinary teams are
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particularly strong when it comes to promoting innovation.
Especiall if marketeers and IT people work together, product
managers and customer support and exchange views and when
buyers and category managers are networking. They generate
ideas and push new developments. Above all, they find unusual
solutions, which feeds from the combination of different team
members. Interdsicplinary teams break silo-mentality but
require a lot of work, even when defining a project. Working in
those kind of teams is more challenging for every member. One
cannot assume preexisting knowledge as it usually can be
expected to be in homogeneous setups. In addition, sometimes
special technical expertise within a department can be lost
within interdisciplinary teams. Nevertheless, if team members
make each other stronger, most of the time one plus one equals
ten. However, sometimes, one and one equals zero, as they talk
past one another or old-fashioned cost-structers block the way
as illustrated in figure 2.
Figure 2: Cross-functional collaboration [13]
Lack of communication is often cited as the main reason for
intense silo thinking. Departments work side by side, hardly
cooperating without any overlaps. How can communication be
promoted? So far, team building measures, job rotation, social
intranet or interdisciplinary teams have been mentioned. It
might be helpful to set a strong set of rules or guidelines that
define processes more precisely and serve as a basis for all.
What are the communication channels, areas of responsibility
and who are authorities to give instructions? When should we
inform whom? In which cases which are the right persons to
contact? Which documents should we use when? The aim here
is a smooth interaction without misunderstandings. A set of
guidelines sets standards, creates transparency, facilitates
communication - and can be a building block when fighting
against silo thinking. In the authors point of view this approach
seems to be very suitable for companies situated in Germany
due to their culture and most of the time very traditional way of
working.
Finally, the most obvious aspect is a strong identification with
the company. If employees feel responsible for the success of
the company and only if, they care about it, they might be
willing to leave their well-known silos. For example, a coherent
corporate identity could help or a proclamation for brand
ambassadors, mentoring programs or employee advertising.
At the end there are approaches within IT and business units to
overcome their barriers within their units, but there is still little
attempt in breaking down the barriers between IT and business.
At the end of the day, crossfuntional collaboration should not
be a matter of discussion anymore. Instead, crossfunctional
collaboration needs to be an essential part of daily business.
The following chapter suggests possible aspects and methods,
which could be used to break down the last standing barriers.
4 Approach
It seems in many cases easer to think about how to prevent
collaboration between IT and business:
Different locations, facilities and spaces
Management does not align Business- and IT-Strategy
Management defines contradictory or conflicting
objectives for business and IT units
IT builds solutions without considering business
needs
Business units put together their own technical
solutions (e.g. BYOD, cloud solutions) and create a
shadow IT
etc.
The classic separation of business departments from IT
assumes that the business unit knows its business, creatively
opens up new business opportunities and creates business
value. Meanwhile IT is the supporting organ, which creates
systems needed for business processes.
Approaching these aspects and thinking in terms of how to
break the barriers not only within IT and business units but
between the two parties, one could think about BizDevOps
(Business, Development, Operations). BizDevOps is not rocket
sience.
BizDevOps describes a form of organization in which people
are grouped together in an agile team. They develop a viable
business model, create for example an application, operate it,
create specific requirements and further development happens
together. The team has overall responsibility for all areas and
there is no strict allocation of responsibilities within the team.
Within this approach, the business team sets requirements, but
they also work directly with developers “to set priorities for
agile software development sprints and backlogs. They become
partners with the business-side and work with managers to
solve problems and achieve business goals” [4]. Apparently, in
recent years, it appears that IT is increasingly becoming an
innovation driver and enabler. Business processes are
increasingly based 100% on IT, and technological advances are
more and more enabling new business models. In a BizDevOps
team it is possible to restore the innovative power of IT to
business departments and thus jointly create the most optimal
solutions.
A team that shares responsibility for a particular
professionalism is less likely to face the risk of mutual blame,
as it happens frequently in a separation of operations,
development, and business departments. In addition, the team
can also react flexibly - developers start operations, the
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business department handles IT tasks, and vice verca
developers can take on business department tasks. A certain
degree of fluctuation in the team is good in order to enable fresh
ideas, but a certain degree of stability is also extremely
important so that know-how is not being lost. Software
development usually takes place in projects. A project suggests
that there is an end, but that is not the case. There are bugfixes,
operations and advancements, and if at some point, the
application is actually removed, in almost all cases there will
be a new application or software that will do the job. This
pheonomenon is denoted as continuousX.
A BizDevOps team is responsible per definition for a particular
professionalism in the long run, even if applications come and
go. However, this approach should not only be used for
software development but also for new business services or
business models. Taylorism or tayloristic approach of
organizations, especially in German companies needs to stop,
because responsibility is forwarded too often, rather than
staying in one place, as shown in figure 3.
Figure 3: Organizational Structure with a taylorstical approach
BizDevOps as an organizational concept could and should be
used for a successful, efficient and sustainable realization of a
digitization strategy. This could lead to a reply to “my IT
department is too slow”. Hence, the focus is more on increasing
the value for the customer rather than on reducing costs.
BizDevOps make sense if:
Software does not only support the business, it is the
essential core of the business
Individual Software development and operations is
part of an organization
company and its culture support this approach
However, this approach can be also used in other areas outside
IT.
BizDevOps uses the “agile manifesto” [10]:
Individuals and interactions over processes and tools
Working software over comprehensive
documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
For BizDevOps crossfunctional teams are needed. Not in the
traditional way, but rather in a divers way as shown in figure 4.
Figure 4 : Traditional teams and BizDevOps-Teams
According to a research by the Harvard Business Review 75%
of cross-funtional teams are dysfunctional, meaning that “They
fail on at least three of five criteria: 1) meeting a planned
budget; 2) staying on schedule; 3) adhering to specifications; 4)
meeting customer expectations; and/or 5) maintaining
alignment with the company’s corporate goals” [8]. The
researchers found that “Cross-functional teams often fail
because the organization lacks a systemic approach. Teams are
hurt by unclear governance, by a lack of accountability, by
goals that lack specificity, and by organizations’ failure to
prioritize the success of cross-functional projects” [8]. Hence,
a smart approach to cross-functional collaboration is needed.
Most of the time when people think of cross-functional teams,
they envision a team, which is made up of members of different
functional areas, as also shown in, figure 4.
This is per se not wrong, but job description is only one way to
show that people are divers. It also makes sense to create a team
that includes people who differ in gender, age, experience, skill,
location, seniority and engagement. Especially people with
engagement are often also seen as influencers within an
organization. Those individuals and their opinions are highly
regarded and they are trendsetters within a company and other
look to them for direction. Teams should make sure that they
are invovled in collaborative improvement efforts. Influencers
inspire others and increase their engagement.
Furthermore there are pople in organizations who know more
about particular processes, procedures, products and customers
than anyone else. Everyone turns to them when they need help
or have questions. In cross-functional teamwork they can help
getting problems solved and work done faster, but they also
offer an opportunity for valuable insights and information to be
spread.
Team collaboration usually resulst in a change. The impact of
that change on the organization should be measured. The best
way to get others excited about cross-functional teamwork is
by capturing and promoting these achievements.
Department’s goals should be aligned with the over-all
company objectives, so that everyone keeps rowing in the same
direction.
Last but not least one should keep in mind that not every cross-
functional team needs to be formally composed and managed.
Project Management Development
RequirementsEngineering
Software-development
Quality Management Deployment
Operations
Infrastructure/ Network
Security/ Compliance Operating Deployment
1st Level Support
Corporate Management
PurchasingDepartment
Marketing & Sales IT Production Administration
6 changes of responsibility are 5 changes to many?
Business RequirementEngineering
Software Development
Quality Management
Operations
Project ManagerProject-Team
Project-Team Project Manager
Traditional:
BizDevOps:
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Instead, random collaboration should be embraced. For
instance, serendipitous meetings in the hallway or café might
lead to an idea which results in a new product or service. That’s
the reason why companies like Google, Facebook, Apple and
others design their office spaces and break areas for the purpose
of encouraging people from different parts of the company to
bump into each other and chat.
However, cross-functional teams and collaboration should not
only happen by accident. Teams need to deal with new ideas
and trends by testing things and learn how to deal with try and
error constantly. Today consumers are much more situational
and faster than they used to be, which makes them less
predictable. Hence business and IT together need to react much
faster. Conventional, rigit production processes suddenly
collide with a lot of customer feedback. In order to avoid
frustration, agile methods are based on transparent, team-
coordinated processes with many intermediate steps or "small
step production", of which deviations may always be made if
necessary. Short revision loops and close coordination with
each other and with customers keep product development on
course. This flexibility empowers the team to be more
responsive to mistakes while still being able to develop the
product very close to the market.
Complex products or services require flexible working. But of
course one can not try out a new working methods for every
project out of pure desire for innovation. Agile working is
promising, especially when dealing with complex products. In
this case product requirements defined by users are very
different from the final version. Many requirements are still
unknown in the beginning and evolve in agile cycles. In the
author’s point of view, when it comes to complex products, the
development process suddenly raises questions that were not
asked before. Hence a lot of testing and trying out is required
in order to find quick answer.
Hence teams need a flexible working environment that enables
the necessary changes to be carried out quickly. Using agile
methods for quite some time helps the team. But when facing a
task of developing an extremely complex application for
example, a completely free-working team is required and
should be created. A team, which is not bound to organizational
structures. Let’s call it “The Squad”.
Meaning employees of a company should join forces, if needed
also with external specialists. All with different disciplines, so
that valuable perspectives and different know-how can be
incorporated into the development. The team should have the
space and the will to organize themselves without hierarchies,
act completely transparent, and create a spirit of a true
“engineering culture” or even “startup culture”. The goal is
right from the beginning to stimulate an open exchange so that
all ideas are being put forward and discussed further on. Each
member of the team should have an important role as a watcher,
so inconsistencies can be quickly recognized and resolved. The
whole team is responsible for mistakes of any individual. This
way of working can create positive pressure and encourage
people to work diligently. Feedback should be gratefully
received and seen as mutual help to improve.
A new team needs to deal with a finding or identification phase,
to figure out its vision and strategy. Therefore, it is advisable to
define objectives and rules during the first weeks. Most of the
time this early phase characterized as difficult, because
everyone takes on a different role even thou they are equitable.
Hence, it is normal if initially ideas differ greatly due to
differnet competences.
It is recommended to visualize vision, strategy as well as rules
and processes. One reliable tool is a Kanban Board, which
visualizes workflow [15]. This tool supports transparency,
which automatically results into commitment of individuals to
deliver reliable targeted results. Furthermore interim successes
are visible much earlier than in conventional working methods.
This may lead to an over all motivation and everyone can keep
a good eye on the common success.
One could think that smaller production steps would delay
product development, but the opposite is the case. The earlier a
product is tested for suitability, the easier it is to troubleshoot
and thus save money on the development process. This way of
working is also know as the “build measure learn loop” as
shown in figure 5.
Figure 5: The ‘Build, measure, learn’ loop [14]
If the Squad deletes inital models repeatedly, the team does not
fully understand the requirements. Testing and validating is
required to learn and to evolve ideas within the team. Many
components interact when creating a new product or service. If
a bug is discovered in one component at the end of a project, a
worst case scenario would be: all other features need at least
one improvement. This is very time-consuming and usually
costly. Therefore, in agile or startup working methods a product
or service undergoes a user test with different user scenarios in
regular, short intervals and the question should be: How well
does the user understand the product or service? In addition,
such scenarios can be simulated with collegues in customer
roles for instance. But also quality, look and user-friendliness
can be tested.
Last but not least the team needs to open up to failure. Focusing
on quick recovery is critical rather than preventing errors. Of
course there are more mistakes than within traditional working
methods, but they are considerably smaller and are positive and
therefore friendly adopted. This procedure eliminates costly
transfer phases. Companies can reduce their time spent in such
an engineering or startup culture by weeks because they work
much more often parallel, rather than waiting for the results of
a colleague to proceed to the next step.
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5 Conclusion & Outlook
CIOs have transformed IT departments from functional
institutions into agile service providers already for the last few
years. Even in traditional companies it has been recognized that
a fast reacting and flexible IT organization is needed. Therefore
agile methods and even concepts like DevOps, integrating the
development and operation of IT-services in common teams,
have been realized. But what can be observed nowadays is the
lack of new business models and the improper understanding
in business devisions about technological trends and the ways
customers would like to interact with them.
Within this paper the DevOps approach has been extended
towards the business devisions, building BizDevOps-teams. In
this way a cross-functional team can be established, integrating
different competencies and perspectives, all needed in new
disruptive markets. Due to the crossfunctional nature of these
teams, business devisions and business developers can
understand new technological trends and learn from their peer
team members how these technologies can be exploited to build
new products and services and how viable business models can
be established.
The neccessities and challenges within crossfunctional teams
are elaborated and some suggestions are given how to setup and
kickstart such teams in practice.
Based on these new teams companies can unleash unparalleld
potentials of spirit, knowledge and innovation, leading to
completly new ways of working. Out of this a disruptive
understanding of the workplace of the future, including smart
working in different contextes, embracing the freedom of mind,
could emerge, empowering individuals, teams and divisions to
join forces dynamically or on-demand, depending on the
necessities of the task at hand.
This could easily lead towards lean startup methods even in big
companies, think tank approaches or incubator models to drive
innovation. The combination of an on-demand spirit with new
ways of working could help empowering the mental and
creative power of all individuals, companies can gain by a
cultural change towards BizDevOps an unseen spirit and
innovative boost, needed for new markets in the 21st century.
6 References
[1] Hönicke I., IT und Business reden aneinander vorbei. Available: https://www.computerwoche.de/a/it-und-business-reden-aneinander-vorbei,1218645 (2018, Feburary 14).
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Int'l Conf. e-Learning, e-Bus., EIS, and e-Gov. | EEE'18 | 93
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