scholarly journals Why Business Intelligence Is the New Oil for the Upcoming Enterprise

2020 ◽  
Author(s):  
Azza Qais Abdullah Al Anasri ◽  
Saja Mohamed Murad Al Balushi ◽  
Jitendra Pandey
Keyword(s):  
Business Intelligence ◽  
Business Models ◽  
Business Processes ◽  
Multiple Systems ◽  
Digital Platform ◽  
Platform Architecture ◽  
Role Of It ◽  
Moments Of Truth ◽  
Future Business

Much has been said about data being the new oil that will fuel businesses in the future. But the reality is that it’s not about the amount of data that organizations have access to, but how effective their decisions are based on that data. Therefore, data alone will not be the new oil, rather intelligence will fuel the digital economy, and organizations that can create intelligent business processes to deliver contextualized and consent-based experiences will win in this new data-driven world. As intelligence (and technology in general) increasingly underpins future business models, there is a big question around the role of IT moving forward. The CIO needs to be part of boardroom discussions driving decision-making around the broader business (and digital) strategy. This raises yet another debate about the role of the CIO in this context. In parallel, there is clearly an emerging role in a digital platform architecture to drive “moments of truth” into these intelligent business processes. The next phase of the application landscape evolution is going to all be about integration, and IDC believes that integration and extension capabilities are critical to drive the business-process orchestration strategy enabling future business processes. This platform will provide a unified set of connection points across multiple systems’ applications and digital apps that might be distributed across on-premises, hosted, or public clouds. Based on these capabilities, the digital platform can be used to fast-track integration and trigger new workflows/business processes, leveraging applications that could be a mix of legacy on-premises and SaaS applications. The proposed research focusses on how Knowledge Management and Business Intelligence could potentially play out in many futuristic organizations.

Business Models and Organizational Processes Changes

2011 ◽  
pp. 192-205
Author(s):  
Helena Halas ◽  
Tomaž Klobucar
Keyword(s):  
Pervasive Computing ◽  
Business Models ◽  
Business Processes ◽  
Future Research ◽  
Organizational Processes ◽  
Research Directions ◽  
Main Stress ◽  
Future Research Directions ◽  
Future Business

This chapter explores the influence of pervasive computing on companies and their businesses, with the main stress on business models. The role of business models for companies is presented. Introduction to pervasive computing and a survey of existing e-business models classifications are used as a base for our research. The main characteristics of today’s business models are discussed and a method for evaluating business models characteristics is proposed. We concentrate on characteristics of pervasive computing and their influence on companies’ business processes and business models. The present and future business characteristics and business models are briefly compared, and future research directions on pervasive computing and business models are presented.

Business Models and Organizational Processes Changes

2011 ◽  
pp. 155-168
Author(s):  
Helena Halas ◽  
Tomaž Klobucar
Keyword(s):  
Pervasive Computing ◽  
Business Models ◽  
Business Processes ◽  
Future Research ◽  
Organizational Processes ◽  
Research Directions ◽  
Main Stress ◽  
Future Research Directions ◽  
Future Business

This chapter explores the influence of pervasive computing on companies and their businesses, with the main stress on business models. The role of business models for companies is presented. Introduction to pervasive computing and a survey of existing e-business models classifications are used as a base for our research. The main characteristics of today’s business models are discussed and a method for evaluating business models characteristics is proposed. We concentrate on characteristics of pervasive computing and their influence on companies’ business processes and business models. The present and future business characteristics and business models are briefly compared, and future research directions on pervasive computing and business models are presented.

Influence of social networks on business processes’ development

2020 ◽  
Vol 19 (12) ◽  
pp. 2225-2252
Author(s):  
E.V. Popov ◽  
V.L. Simonova ◽  
O.V. Komarova ◽  
S.S. Kaigorodova
Keyword(s):  
Social Networks ◽  
Social Media ◽  
Business Models ◽  
Business Processes ◽  
Digital Economy ◽  
Theoretical Understanding ◽  
Sales Channels ◽  
A Value ◽  
The Impact

Subject. The emergence of new ways of interaction between sellers and buyers, the formation of new sales channels and product promotion based on the use of digital economy tools is at the heart of improving the business processes. Social networks became a tool for development; their rapid growth necessitates theoretical understanding and identification of potential application in enterprise's business process digitalization. Objectives. We explore the role of social media in the digitalization of business processes, systematize the impact of social networks on business processes of enterprises in the digital economy. Methods. The theoretical and methodological analysis of social networks as a tool for digitalization of company's business processes rests on the content analysis of domestic and foreign scientific studies, comparison, generalization and systematization. Results. We highlight the key effects of the impact of social networks on the business processes of the company; show that the digitalization of business processes should be considered in the context of a value-based approach, aimed at creating a value through the algorithmization of company operations. We determine that social networks are one of the most important tools for digitalization of company's business processes, as they have a high organizational and management potential. We also systematize the effects of social media on company's business processes. Conclusions. We present theoretical provisions of the impact of social networks on business processes of enterprises, which will enable to model and organize ideas about the development of digital ecosystems and the formation of business models.

The Impetus and Catalytic Role of Green ICT for Business Benefit

2013 ◽  
pp. 27-37
Author(s):  
Keith Sherringham
Keyword(s):  
Information Exchange ◽  
Business Models ◽  
Business Processes ◽  
Adverse Outcomes ◽  
Long Time ◽  
Catalytic Role ◽  
Green Ict ◽  
The Right ◽  
Strategic Transformation

The monetized catalyst and impetus for the adoption of Green ICT by business are explored in this paper. For a business to significantly reduce its environmental footprint through the use of Green ICT, a strategic transformation of business is required. Such a transformation includes changes to business models, a redefinition of business processes, a realignment of information exchange, and integration of unified communication. Without the right impetuses and catalysts, a strategic transformation of a business may take a long time or, at worst, may not occur because of incumbency, cost, and risk. Like other strategic changes, the implementation of Green ICT is likely to be achieved through a series of tactical changes aligned to an overall strategy. However, such an incremental tactical approach requires consistency and persistency in taking advantage of many small business opportunities to implement Green ICT. Such an adoption of Green ICT is only likely to occur because of the business benefits achieved. Any catalyst and impetus for the adoption of Green ICT must provide tangible (monetized) benefits to a business, as well as prevent adverse outcomes.

An Exploratory Study of Infrastructure Barriers and the Role of Semantic Data Exchange Technologies in the Provisioning of Business Intelligence Services

2012 ◽  
Vol 3 (3) ◽  
pp. 45-59
Author(s):  
Rubén A. Mendoza
Keyword(s):  
Business Intelligence ◽  
Data Exchange ◽  
Business Processes ◽  
Technology Development ◽  
Semantic Data ◽  
Intelligence Services ◽  
The Status ◽  
Enterprise Level ◽  
It Executives

Business Intelligence (BI) has been a top technology development concern for high-ranking IT executives over the past decade. The objective of BI is to use data analysis as a competitive weapon, deeply integrated into business processes. The ability of an organization to provide enterprise-level BI services depends heavily on its IT strategy, itself a function of existing technology investment. Previous research has described four IT architecture stages ranging from isolated applications to modular services, each with increasing complexity and service capabilities. Representatives from four companies were interviewed about the status of their BI activities, and the resulting data helps identify common barriers faced by these organizations in the provisioning of enterprise-level BI services. Interview results also describe the success of a limited-scope operational BI system by one of these firms, and the role of semantic data exchange technologies, primarily XML, in this system.

Measures of the Effectiveness of IT

2002 ◽  
pp. 80-92
Author(s):  
Han van der Zee
Keyword(s):  
Business Processes ◽  
Technical Aspects ◽  
It Effectiveness ◽  
The People ◽  
Role Of It ◽  
Efficient Execution

The effectiveness of IT should be related first to the role of IT in supporting and enabling the effective and efficient execution of business processes and business activities, and to the availability and characteristics of IT as perceived by the people who use it. These are the user-based and value-based dimensions of IT effectiveness. The more technical aspects, which stem from the architectural and infrastructure requirements of IT supplying functions, comprise the product-based and manufacturing-based dimensions of IT effectiveness.

Developing Organizational Agility through IT and Supply Chain Capability

2013 ◽  
Vol 21 (4) ◽  
pp. 38-55 ◽  
Author(s):  
Rui Bi ◽  
Robert Davidson ◽  
Booi Kam ◽  
Kosmas Smyrnios
Keyword(s):  
Supply Chain ◽  
Structural Equation ◽  
Business Processes ◽  
Environmental Changes ◽  
Organizational Agility ◽  
It Capability ◽  
Industrial Sectors ◽  
Medium Enterprises ◽  
Role Of It

Organizations have increasingly invested money in information technology (IT) in order to improve their agility. It is generally believed that organizations with greater IT investment tend to be more agile to response to environmental changes. However, the issue of whether IT is an enabler or impeder of organizational agility still remains unresolved. Drawing upon resource-based view theory and the literatures of information systems and supply chain management, the authors develop and test a theoretical model that integrates IT capability, supply chain capability and organizational agility. The authors propose that IT capability enables the development of a higher level of supply chain capability which is embedded within inter-firm processes and in turn enhances organizational agility. Structural equation modelling is employed to test their theoretical conceptualization of 310 Australian fast-growth small-to-medium enterprises across different industrial sectors. The results show that IT capability does contribute to firm agility through enhancing inter-firm supply chain processes such as integration, information sharing and coordination. This research highlights the role of IT-enabled intermediated processes and the ways in which IT is used by firms to enhance core business processes.

Organizations Operating in Real Time (Real-Time Enterprise) and the Role of IT as a Tool Supporting Their Management Systems

2021 ◽  
pp. 582-596
Author(s):  
Jerzy Kisielnicki ◽  
Marek Michal Markowski
Keyword(s):  
Real Time ◽  
Business Processes ◽  
Business Partners ◽  
It Systems ◽  
Business Changes ◽  
Role Of It ◽  
Real Time Information ◽  
A Company ◽  
Time Information

Constant changes in the market and increased competition make it necessary to dynamically adapt the way of running a business. The pressure of constant changes implies the emergence of requirements for information technology, which is the basic tool for information processing in organizations. The necessity of immediate reaction to business changes, reduction of time of business processes realization, immediate retrieval of information and its sharing, became the foundation of the idea of a company processing real-time information (Real Time Enterprise, RTE). RTE provides real-time information to employees, customers, suppliers, and other business partners, ensuring timeliness and consistency across all IT systems. The possibilities of RTE implementation thus become an important element of the IT operation and the entire enterprise. It seems to be advisable to find determinants of designing a proper IT system supporting the operation of an enterprise that processes information in real time (RTE).

Smart platform experiment cycle (SPEC): a process to design, analyze, and validate digital platforms

2021 ◽  
Vol 35 (2) ◽  
pp. 209-225
Author(s):  
Patrick Brecht ◽  
Manuel Niever ◽  
Roman Kerres ◽  
Anja Ströbele ◽  
Carsten H. Hahn
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Processes ◽  
Design Science ◽  
Science Research ◽  
Digital Platforms ◽  
Digital Platform ◽  
Design Science Research Methodology ◽  
Customer Development ◽  
Early Market

AbstractDigital platform business models are disrupting traditional business processes and reveal a new way of creating value. Current validation processes for business models are designed to assess pipeline business models. They cannot grasp the logic of digital platforms, which increasingly integrate Artificial Intelligence (AI) to ensure success. This study developed a new validation process for early market validation of digital platform business models by following the Design Science Research methodology. The designed process, the Smart Platform Experiment Cycle (SPEC), is created by combining the Four-Step Iterative Cycle of business experiments, the Customer Development Process, and the Build-Measure-Learn feedback loop of the Lean Startup approach and enriching it with the knowledge of digital platforms. It consists of five iterative steps showing the startup how to design their platform business model and corresponding experiments and how to run, measure, analyze, and learn from the outcomes and results. To assess its efficacy, applicability, and validity, SPEC was applied in the German startup GassiAlarm, a service marketplace business model. The application of SPEC revealed shortcomings in the pricing strategy and highlighted to what extent their current business model would be successful. SPEC reduces the risk of building a product or service the market deems redundant and gives insights into its success rate. More applications of the SPEC are needed to validate its robustness further and to extend it to other types of digital platform business models for improved generalization.

scholarly journals Methodological Aspects of the Commercialization of Intellectual Property as a Form of Entrepreneurial Activity in the Innovation Sphere

2019 ◽  
pp. 149-159
Author(s):  
Hanna Bratus
Keyword(s):  
Intellectual Property ◽  
Business Models ◽  
Business Processes ◽  
High Efficiency ◽  
Traditional Approach ◽  
Economic Effect ◽  
Entrepreneurial Activity ◽  
High Tech ◽  
Methodological Aspects

The article is devoted to the research of methodological aspects of commercialization of intellectual property objects as a form of entrepreneurial activity in the innovation sphere. The modern tendencies of development of the entrepreneurial environment of Ukraine in the conditions of knowledge economy are characterized and the role of intellectual property in the modern economy is defined. The importance of commercialization of intellectual property objects at the macro, meso and macro levels has been substantiated and the main dominant strategic development priorities have been established: speed of business processes and compliance with the target group of consumers on the basis of innovative development. The study identified differences in the commercialization of intellectual property objects from the commercialization of ordinary goods. The role of the state in the process of commercialization of intellectual property objects is argued and the process of transfer of intellectual property objects is constructed, as the main consecutive stages of which are defined: business incubator of ideas of intellectual property objects — creation of intellectual property objects — high-tech products (innovative services). Focusing on the economic aspect, the forms of commercialization of intellectual property under different conditions of use are defined and characterized — in own production, introduction of intellectual property rights in the authorized capital and transfer of ownership and use rights. Drawing on the experience of industrialized countries, there are certain benefits to the commercialization of intellectual property through the purchase of patents and licenses, including the most valuable foreign technology. The traditional approach to the identification of the stages of the life cycle of an intellectual property object has been improved, each of which graphically depicts the change in the economic effect (cash receipts and cash expenditures). In order to ensure high efficiency of the process of commercialization of intellectual property objects and increase their innovative activity at each stage of promotion of intellectual property objects on the market, the need to reorganize (transform) individual components of business models of subjects of managing the consumer market is argued. Considering the interdependence of the process of commercialization of intellectual property objects with strategic resources, as the key ones, the importance of the competencies, opportunities, and abilities of all participants of the process of commercialization have been identified and argued.

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