LEAN MANAGEMENT THROUGH DIGITAL TRANSFORMATION: CHALLENGES AND OPPORTUNITIES FOR THE ENERGY AND PUBLIC UTILITIES INDUSTRY
Abstract
In an era of increasing technological transformation, industries, competitors, and companies are combining platforms to create unique methods for engagement. Survival and growth in a rapidly changing marketplace require companies to embrace internal innovation that adds value for both channel members and customers. The fourth industrial revolution has already begun to take shape, on the road to an end-to-end value chain, by using Industrial Internet of Things (IIoT) and decentralized intelligence in manufacturing, production and logistics. The world is heading toward a digitized future. Already, an entire generation has grown up immersed in the digital world.
This paper focus on the following fields: general strategy and procedural aspects of digital transformation, digital transformation and lean, lean digital management, applying lean digital transformation and transformation of enterprise resource planning systems to smart engaged systems. finally, this research studies the challenges of digital transformation in energy industry of utilities.
References
[2] Piccinini, E., Gregory, R.W., Kolbe, L.M. 2015a. Changes in the producer- consumer relationship-towards digital transformation. In: Wirtschaftsinformatik Conference, Osnabrück, Germany: AIS Electronic Library, 1634–1648. Available at: https://aisel.aisnet.org/wi2015/109
[3] Fitzgerald, M., Kruschwitz, N., Bonnet, D., Welch, M. 2014. Embracing digital technology: a new strategic imperative. MIT Sloan Management Review, 55(2): 1–12. Available at: https://sloanreview.mit.edu/projects/ embracing-digital-technology/
[4] Westerman, G., Calméjane, C., Bonnet, D., Ferraris, P., McAfee, A. 2011. Digital transformation: A roadmap for billion-dollar organizations. In: MIT Center for Digital Business and Capgemini Consulting, 1–68.
[5] Majchrzak, A., Markus, M.L., Wareham, J. 2016. Designing for digital transformation: Lessons for information systems research from the study of ICT and societal challenges. MIS Quart, 40(2): 267–277. DOI:10.25300/MISQ/2016/40:2.03
[6] Agarwal, R., Guodong, G., Des Roches, C., Jha, A.K. 2010. The digital transformation of healthcare: Current status and the road ahead. Information Systems Research, 21(4): 796–809. DOI: https://doi.org/10.1287/isre.1100.0327
[7] Matt, C., Hess, T., Benlian, A. 2015. Digital transformation strategies. Business & Information Systems Engineering, 57(5): 339–343. DOI: https://doi.org/10.1007/s12599-015-0401-5
[8] Selander, L., Jarvenpaa, S.L. 2016. Digital action repertoires and transforming a social movement organization. MIS Quart. 40(2): 331–352. DOI:10.25300/MISQ/2016/40.2.03
[9] Carlo, J.L., Lyytinen, K., Boland Jr., R.J. 2012. Dialectics of collective minding: contradictory appropriations of information technology in a high-risk project. MIS Quart, 36(4): 1081–1108. DOI: 10.2307/41703499
[10] Karimi, J., Walter, Z. 2015. The role of dynamic capabilities in responding to digital disruption: A factor-based study of the newspaper industry. Journal of Management Information System, 32(1): 39–81. DOI: 10.1080/07421222.2015.1029380
[11] Svahn, F., Mathiassen, L., Lindgren, R. 2017a. Embracing digital innovation in incumbent firms: how Volvo Cars managed competing concerns. MIS Quart, 41 (1): 239–253. DOI: 10.25300/MISQ/2017/41.1.12
[12] McAffee A., Ferraris, P., Bonnet, D., Calméjane, C., and Westerman, G. 2011. Digital transformation: A roadmap for billion-Dollar organizations, MIT Sloan Management.
[13] Kennedy, Michael. 2003. Product Development for the Lean Enterprise. Oaklea Press
[14] Roche, Cecile. 2017. Lean and Digital Transformation: A new golden age?
*** The Digital Enterprise Moving from experimentation to transformation, September 2018 World Economic Forum
*** Digital transformation strategy: the bridges to build, i-SCOOP. Available at: https://www.i- scoop.eu/
*** EY, Insurance in a digital world: The time is now, 2013.
***IHK, Wirtschaft 4.0: GroßeChancen, vielzutun, DeutscherIndustrie- und Handelskammertag, Berlin, 2014.
*** Successful digitalization of business models. Available at: https://www.aoe.com
*** Lean Digital Transformation, Four principles Management Consulting FZ-LLC, @2018.
*** Digital transformation, Prism 2/2017.
*** Paris Agreement, United Nations 2015.
*** The Future of Electricity New Technologies Transforming the GridEdge
*** The Future of Electricity, New Technologies Transforming the Grid Edge, World Economic forum, March 2017.
*** Matt Brown and Ravi Mahendra. Digitalisation is changing the energy landscape, 2019.
*** IEA Digitalisation and Energy 2017.
*** 2019 Global Digital Transformation Benefits Report, Schneider Electric.
*** Unleashing exponential evolution, 2019 ERP Trends, Accenture.
*** Hinchcliffe, Dion. How ERP Will Become the New System of Engagement.
*** Industry White Paper, 2017
*** Building a System of Engagement, 2017. Available at: https://blog.glia.com/building-system- engagement/
*** https://www.etip-snet.eu/etip-snet-vision-2050/
*** https://assets.new.siemens.com/siemens/assets/public.1539348129.a7540193-6085-49ef-a67c-55792bcd7e5 5.ru-en-digitalization-whitepaper.pdf
*** https://energypost.eu/digitalisation-is-changing-the-energy- landscape/
*** https://www.i-scoop.eu/erp-intelligent-erp-smart-factory-supply-chain/
The Copyright Transfer Form to ASERS Publishing (The Publisher)
This form refers to the manuscript, which an author(s) was accepted for publication and was signed by all the authors.
The undersigned Author(s) of the above-mentioned Paper here transfer any and all copyright-rights in and to The Paper to The Publisher. The Author(s) warrants that The Paper is based on their original work and that the undersigned has the power and authority to make and execute this assignment. It is the author's responsibility to obtain written permission to quote material that has been previously published in any form. The Publisher recognizes the retained rights noted below and grants to the above authors and employers for whom the work performed royalty-free permission to reuse their materials below. Authors may reuse all or portions of the above Paper in other works, excepting the publication of the paper in the same form. Authors may reproduce or authorize others to reproduce the above Paper for the Author's personal use or for internal company use, provided that the source and The Publisher copyright notice are mentioned, that the copies are not used in any way that implies The Publisher endorsement of a product or service of an employer, and that the copies are not offered for sale as such. Authors are permitted to grant third party requests for reprinting, republishing or other types of reuse. The Authors may make limited distribution of all or portions of the above Paper prior to publication if they inform The Publisher of the nature and extent of such limited distribution prior there to. Authors retain all proprietary rights in any process, procedure, or article of manufacture described in The Paper. This agreement becomes null and void if and only if the above paper is not accepted and published by The Publisher, or is with drawn by the author(s) before acceptance by the Publisher.