Andreas Keller is Enterprise Architect in the CIO Department at DB Systel GmbH. He graduated in computer science in 2007 and completed an MBA in 2011. Andreas started his professional career in 2004 at EDS (Electronic Data Systems), which was acquired by HP in 2009. During this time, Andreas experienced from the inside many international companies in the automotive, aviation, communication and steel sectors due to his consultancy work. He participated in various projects in versatile roles (e.g. developer, lead architect) before he went to DB Systel GmbH in 2014.
Publications
Part 1
For decades the deployment of information and communication technology (ICT) in business contexts and the subsequent exploitation of its efficiency-driving capabilities have transformed and sometimes revolutionised business models. ICT has driven completely new products and services into the market, as well as enabling increasingly automated operating models. Enterprises have greatly leveraged ICT to gain a competitive advantage.
In recent years, the notion of a digital business has emerged. Radically game-changing developments have enabled the digitalisation of businesses, usually creating nothing less than their comprehensive transformation.
Part 4
This section addresses the structuring of a digital initiative at the project level. An enterprise’s digital transformation is executed via a sequence of smaller, yet coordinated transitional steps in the form of individual business projects. Contrary to traditional project and business analysis techniques, a digital methodology must meet several important criteria.
Part 4
As discussed in the ‘Practitioner Edition’, a ‘digital project methodology’ is much-needed for a successful digital transformation. We highlighted that such a methodology must begin with determining the business purpose and customer benefits. In the next step, we derived services, designed a service hierarchy and also debated the importance of staying agile in service modelling. To finish the topic of digital project methodology, we revisit the customer benefit already examined at the beginning of the process. As previously mentioned, customer benefit stands at the centre of the Business Model Canvas, which is recommended for modelling the business purpose.
Part 4
In this section, we deal with the specification of business models and business purpose. As opposed to traditional projects that usually begin their work with an in-depth analysis of user requirements and processes, we suggest starting at a higher level. Interestingly, traditional projects also benefit from a precise outlining of business models and purpose, which are both subsequently agreed upon with all stakeholders. However, in a digitalisation programme it is essential to start with a high-level assessment.
Part 4
In the previous sections, we have described how to analyse the overall business model and business benefit of digitalisation, and respectively a specific digital project. Starting from the value proposition, the required business services are derived at the highest level. Subsequently, the analysis becomes more detailed and the business services are broken down into discrete services using a service-oriented analysis. It is crucial to design manual as well as automated services with one common comprehensive approach. This avoids both a split between the analogue and the digital world, and between a business and an IT perspective.
Part 4
‘An organisation’s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage’ and ‘Change before you have to’ are two valuable wisdoms worth paying close attention to when thinking about appropriate organisational skills for digital transformation, especially for established businesses. These high-level organisational skills are so relevant in a digital context because of the swift reaction of the digital customer and rapid enhancements in digital technologies. Incidentally, the above quotes are from Jack Welch, formerly the CEO of General Electric (GE), a visionary and transformational leader.
