|Type of Course||Lecture|
|Term||Summer term 2021|
|Responsible Instructors||Prof. Dr. Robert Wayne Gregory Neuss, Nicole, M.Sc.|
|Dates/Times/Locations||Online Session: May 25, 2 pm - 6.30 pm
Online Session: May 26, 1.30 pm - 6 pm
Online Session: May 27, 2 pm - 6.30 pm
Online Session: May 28, 2 pm - 6.30 pm
Exam in Attendance: June 1, 2 pm - 4 pm
|Participation||Registration was possible from March 15 to April 4. Registration is closed. Please refrain from further registration requests.|
|Exam||Written examination (90 minutes)|
Content:Until recently, the knowledge of Information Technology (IT) and its application in the enterprise had been confined to the IT Department, requiring top management to take very concrete decisions from time to time. Not anymore. Today—in the digital age—successful business managers understand "digital," anticipate its impact on business, and leverage that insight for building digital competencies across the entire organization.
The digital age is fueled by the drastic reduction in the cost of processing, storage, and communication, creating a high-density digital environment. During the last years, we have witnessed the "consumerization" of digital technologies, that is, the scope and impact of these technologies now transcends the application domain of enterprises to include large parts of society. Technology today is both available and affordable. This creates a new phenomenon where individuals incorporate cutting-edge digital technologies in their personal lives before businesses get a chance to adopt and implement them. In a way, this leads to a new kind of digital divide—that between society and business. Customers and employees of the younger generation come with new expectations that companies are not prepared to meet.
To address this challenge, today's business leaders must be able to think digital. Thinking digital does not equal thinking IT. Digital focuses much less on process automation, transactions, and efficiency, and much more on creating new value-added experiences and interactions with customers, employees, and business partners. Ultimately, it enables the firm to generate new revenue by finding unique ways to combine its physical and digital resources.
- What concepts, frameworks, and tools can guide the general manager in executing a digital transformation initiative?
- How can digital capabilities inside an incumbent firm facing potential digital disruption be built and fostered to compete?
- What are the main digital drivers (e.g., cloud, social, mobile, big data) that underlie current changes in society/business?
- What is the business impact of these digital drivers at the level of markets, business models, and individual work practices?
- How should managers reinforce existing and foster new capabilities to be able to drive digital transformation initiatives?
Additional information to this course can be found here: UniVZ