This book provides specialists and executives with a clear, yet practical set of recommendations to meet the challenges of digital transformation and ensure long-term success as a leader in a primarily digital business world. The authors describe the fundamental principles of digitization and its economic opportunities and risks, integrating them into a framework of classic and new management methods. The book also explores how increasing digitization - not only of communication, but of complete value chains - has led to a need to establish a digital business leadership. Digitization is changing people and markets: it causes the upheaval of entire industries, creates new digital-centric companies, and forces established companies to cope with the transformation activities associated with these digitization processes. New approaches and methods have to be learned, tried and tested patterns of thinking have to be explored, and last but not least, innovation activities have to be understood as continuous necessities. At the same time, digital business offers considerable opportunities for renewing competitive advantages, improving existing process structures and realigning products, services and business models.

1;Preface;6 2;Contents;8 3;About the Authors;11 4;1: Background and the Necessity to Build a Digital Business Leadership;13 4.1;1.1 Digital Darwinism and the Redistribution of the World;14 4.2;1.2 Drivers of Digital Change;19 4.3;1.3 From Classic Nondigital Business to Digital Ecosystems in the Internet of Everything;32 4.4;1.4 Position and Fields of Action of the German Economy on the Digital Map;46 4.5;References;52 5;2: Eight Areas of Action to Build a Digital Business Leadership;54 5.1;2.1 Guidelines for Developing a Vision for the Digital Age;54 5.1.1;2.1.1 Managerial Visions in the Digital Age;55 5.1.2;2.1.2 Anchoring Vision Design in Strategic Management;57 5.1.3;2.1.3 From Corporate Purpose to a Vision;62 5.1.4;2.1.4 Creating a Viable Digital Vision;67 5.2;2.2 Concepts for the Development of Business Model Innovations;70 5.2.1;2.2.1 Business Models and Their Perspectives;71 5.2.2;2.2.2 Basic Types and Patterns of Business Models;73 5.2.3;2.2.3 From the Existing Business Model to Business Model Innovation;81 5.2.4;2.2.4 Incremental Digital Optimization of Existing Business Models;87 5.2.5;2.2.5 Realizing Business Model Innovations with Considerable Innovation Levels;92 5.3;2.3 How to Design a Digital Organization;98 5.3.1;2.3.1 Understanding Digital Change as a Task of Innovation Management;98 5.3.2;2.3.2 Anchoring the Network Organization in Top Management;111 5.3.3;2.3.3 Digitally Aligning the Entire Organization;114 5.3.4;2.3.4 New Organizational Concepts for a New, Digital-Centered World;120 5.4;2.4 From Product to Process: The Relevance of Services;124 5.4.1;2.4.1 Introductory Remarks on the Growing Importance of Services;124 5.4.2;2.4.2 Smart Services as Digitized Services;125 5.4.3;2.4.3 The Theoretical Foundation of Services;126 5.4.4;2.4.4 Service Transformation: From Product Manufacturers to Service Providers;130 5.4.5;2.4.5 Development of Services with Service Design and Design Thinking;133 5.5;2.5 Open Innovation: How Customers Are Integrated into Innovation Processes;140 5.5.1;2.5.1 Backdrop for Open Innovation Concepts;140 5.5.2;2.5.2 Fundamentals of Open Innovation Concepts;142 5.5.3;2.5.3 Fields of Action for Open Innovation Concepts;145 5.6;2.6 User Centralization: The Needs of a Digital Customer Journey;151 5.6.1;2.6.1 Current Challenges in the Purchasing Behavior of Consumers;151 5.6.2;2.6.2 Capturing and Designing the Customer Journey;155 5.6.3;2.6.3 Management of Customer Touchpoints;157 5.6.4;2.6.4 Customer Experience Management;167 5.7;2.7 IT as Enabler of Digitized Business Processes, Products, and Services;170 5.7.1;2.7.1 The Web as a Platform;171 5.7.2;2.7.2 From Open Industry Standards to Open-Source Software and Versatile Systems;176 5.7.3;2.7.3 Technological Innovation Creates New Opportunities for Digital Leaders;183 5.8;2.8 Controlling of a Digitalized Organization;187 5.8.1;2.8.1 Framework Conditions for the Design of Controlling;187 5.8.2;2.8.2 Transformation of Controlling;195 5.9;References;201 6;3: Change Management: Shaping Change Successfully;208 6.1;3.1 Fundamentals of Change Management;208 6.2;3.2 Instruments and Processes of Change Management;217 6.3;3.3 The Position of Employees in Change Processes;222 6.4;References;229 7;4: Best Practices in Building a Digital Business Leadership;230 7.1;4.1 Axel Springer: A Publisher in Transition Towards Being a Digital Publisher;230 7.1.1;4.1.1 The Company Axel Springer SE;231 7.1.2;4.1.2 Corporate Culture at Axel Springer: Three Action-Guiding Values;233 7.1.3;4.1.3 Change Management at Axel Springer Move;236 7.2;4.2 XING: Digital DNA in Action;239 7.2.1;4.2.1 The Company XING;240 7.2.2;4.2.2 What Makes XING a Digital Business Leader?;241 7.2.3;4.2.3 Vision, Culture, and Leadership of a Digital Business Leader;241 7.2.4;4.2.4 How the Vision Is Implemented by a Strong Leadership Personality;245 7.3;4.3 ImmobilienScout24: Digital Titan;251 7.3.1;4.3.1 The Company ImmobilienScout24;252 7.3.2;4.3.2 A Human Being with Face and History: Added to