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Prof. Dr. Walter Brenner

Direktor
location_on
IWI-HSG
Büro 52-6042
apartment
Müller-Friedberg-Strasse 6/8
9000 St. Gallen
mail
phone
+41 71 224 2409
home
http://www.iwi.unisg.ch

Forschungsgebiete


  • Informationsmanagement, strategische Informatikplanung und Controlling der Informatik (insbesondere Fragen der IT-Produktion)
  • Design Thinking
  • Digital Industrial Services
  • Weitere Forschungsgebiete


  • Digital Consumer Business
  • Publikationen


    «Lost Generation» ist ein Begriff, den die amerikanische Schriftstellerin Gertrude Stein vor mehr als 100 Jahren prägte. Sie verwendete ihn für alle Kriegsbeteiligten des Ersten Weltkrieges, die sich nach Kriegsende respektlos verhielten und zu viel Alkohol konsumierten. Der Erste Weltkriege hatte ihnen ihre Zukunft gestohlen. In diesem Beitrag verwende ich den Begriff «Lost Generation» in Anlehnung an seine traditionelle Verwendung für eine Generation, die durch ein unbeeinflussbares heftiges Erlebnis, beispielsweise einen Krieg, eine Naturkatastrophe oder vielleicht auch eine Pandemie, in eine neue Lebenssituation gestellt wird, auf die sie nicht vorbereitet ist und die sie auch nicht will. Wenn auch die Pandemie, die derzeit Wirtschaft und Gesellschaft in Atem hält, nicht mit der Brutalität und den Gräueltaten des Ersten Weltkrieges vergleichbar ist, stellt sich für mich doch die Frage, wie stark die teilweise notwendigen harten Massnahmen des Jahres 2020, wie beispielsweise der Lockdown und die grossen Einschränkungen und Veränderungen im Privat- und Berufsleben nachhaltige Einflüsse auf die Zukunft junger Menschen haben, deren Pläne für die Zukunft komplett durcheinander gebracht und in vielen Fällen zumindest für die nahe Zukunft zerstört wurden.

    Mehr
    New technologies, changing customer expectations and a competitive business environment impact financial firms and their workforces in Switzerland. Financial firms are aware of the need to transform to be successful in the future. The measures and best practices they apply are analyzed and presented in this study. The analysis showed that there is no single successful approach, and that successful firms engage in a variety of activities to transform their workforce, learn fast and are capable to adapt to changing needs. The analysis also showed that the focus of financial firms is to educate, to re-educate and to create a culture of change in the workforce. The objective of this study was to examine how financial firms transform in the light of the outlined market and technology developments. More precisely, what measures do financial firms take regarding their workforces to meet changing customer expectations, to adopt new technologies, and to stay competitive in the market. Customer experience is the key driver of change in the financial industry. Financial firms have recognized that customer needs are changing based on customer centric experiences from other industries. In the new era of financial industry, where switching costs are low the bargaining power of customers has significantly increased. Digital workforce enablement is inevitable in a world where every interaction becomes digital. Financial firms are taking measures to prepare their workforce to master becoming more digital and interact with the customers accordingly. They are offering educational content on digital technology and enable digital collaboration through digital collaboration tools. Incubation and innovation are key transformational aspects since the pace and dynamic of the financial industry has significantly changed. Financial firms need to incubate and innovate faster, adapt to customer needs and implement new technologies in a way that benefits the organization. Financial firms take measures to embrace an innovative mindset in the work-force, pursue novel partnerships in ecosystems and enable the so called “startup mentality” in their organizations. Agility and agile culture is needed to foster an innovation and incubation on an organizational level The study found out that financial firms are moving away from rigid hierarchical structures to a more agile way of working. Financial firms are aware that working in teams and generating bottom-up innovations have become a necessity. Also, new performance systems are introduced as measures to award team spirit and collaborative working. The simplification of the application landscape is inevitable for financial firms to increase speed-to-market. Over the years, financial firms embedded many applications in their existing IT landscape which led to slowness and inefficiencies. The interviewed leaders recognize that the IT legacy is an obstacle for speed-to-market and good customer experience. IT legacy also hinders financial firms to effectively compete with new players entering the market. New players can build their application landscape from scratch and in a customer-oriented way which allow new entrants to provide exceptional customer experience at affordable prices. Automation & efficiency programs are needed because financial firms face operational efficiency pressures due to competition and changing regulations. Financial firms are much aware that 40% to 60% of current jobs in the financial industry could be automated in the future. Thus, financial firms are preparing their workforces with education and re-education measures, create new job roles and promote self-directed learning. Particularly, the study found out that the responsibility to prepare for the future is shifting from employer to employees. The employer provides the possibilities and it is up to the employees to prepare for future job roles. The study covered the measures taken by the financial firms to transform. However, our study shows that not enough urgency in the workforce is created to achieve the desired changes. Only if the measures can drive change on an organizational level, a financial firm can go through a successful transformation and remain competitive in the future.

    Mehr
    Design thinking is more than just a new, one-off method of innovation. Its focus is on establishing an innovation-friendly climate in companies and organizations for the long-term. To achieve this, an interdisciplinary team of authors has composed this "recipe book" that can be practically applied to your everyday business life. This book is for all who intend to understand and practice the design thinking method in the most rapid and uncomplicated way. The first part describes in depth what this method is all about. The second part of this comprehensive book offers you a step-by-step guide to practically apply design thinking. The subsequent sample cases show how to put theory into practice. The authors have gained their expertise in design thinking from both academic and scientific theory, and from countless long-term implementations at companies in various industries. So, benefit from this rich knowledge and start becoming innovative today. This book will show you how it's done. Readership: Business owners, lecturers, students and employees interested in design thinking and its implementation.

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    Die pandemische Verbreitung des Virus COVID-19 bedeutet einen tiefen Einschnitt in Wirtschaft, Gesellschaft und das Leben fast aller Menschen. Die Auswirkungen des Lockdowns, der in zahlreichen Ländern stattgefunden hat und in einigen noch nicht beendet ist, zwingt nach unserer Meinung und Erfahrung Unternehmen, sich aktiv, intensiv und strategisch mit seinen Auswirkungen auseinanderzusetzen. Digitalisierung wird bei der Aufarbeitung des Lockdowns, das ist unbestritten, eine grosse Rolle spielen. Um besser verstehen zu können, wie Führungskräfte, die sich jeden Tag mit Digitalisierung auseinandersetzen, auf den Lockdown reagieren, haben wir Chief Information Officers und Chief Digital Officers grosser Schweizer Unternehmen nach ihren Erfahrungen in der COVID-19-Krise und mit dem Lockdown und ihren Plänen befragt. Sie alle erwarten grosse Veränderungen und beginnen mit der Aufarbeitung der Erkenntnisse und Erfahrungen. Die Ergebnisse unserer Befragung haben wir in sieben Thesen zusammengefasst. Einschränkend ist zu sagen, dass zum Zeitpunkt der Befragung, im Juni 2020, die Krise noch nicht überwunden ist. Entsprechend ist es möglich, dass der weitere Verlauf der COVID-19-Krise Aussagen in diesem Artikel in Frage stellt oder sie sich sogar als nicht richtig erweisen.

    Mehr
    get_appJennifer Hehn, Daniel Mendez, Falk Uebernickel, Walter Brenner, Manfred Broy
    Wissenschaftlicher Artikel
    In this position paper, we elaborate on the possibilities and needs to integrate Design Thinking into Requirements Engineering. We draw from our research and project experiences to compare what is understood as Design Thinking and Requirements Engineering considering their involved artifacts. We suggest three approaches for tailoring and integrating Design Thinking and Requirements Engineering with complementary synergies and point at open challenges for research and practice.

    Mehr
    Künstliche Intelligenz bietet Unternehmen neue Möglichkeiten Prozesse, Produkte, Dienstleistungen und Geschäftsmodelle zu innovieren und bestehende zu verändern. Daher wird das professionelle Management Künstlicher Intelligenz in Unternehmen zu einer zentralen Aufgabe, um die neuen Wertversprechen mit produktiven Systemen zu realisieren. Der Beitrag stellt das St. Galler Management Modell für KI (SGMM-KI) vor und zeigt sieben Handlungsfelder für den betrieblichen Einsatz von KI: (1) Management von Künstlicher Intelligenz, (2) Organisation des Betriebs, (3) Rechtliche Gestaltung, (4) Regulierung und Compliance, (5) Lebenszyklus-Management, (6) Management der Technologie-Infrastruktur, sowie (7) Cybersicherheit. Der vorliegende Artikel leitet konkrete erste Schritte an und richtet sich primär an Geschäftsleitungsmitglieder, IT- und Innovationsverantwortliche sowie Projektleiter, welche die neuen Wertversprechen der KI in der betrieblichen Praxis verwirklichen möchten.

    Mehr
    Digital and agile companies widely use chatbots in the form of integrations into enterprise messengers such as Slack and Microsoft Teams. However, there is a lack of empirical evidence about their action possibilities (i.e., affordances), for example, to link social interactions with third-party systems and processes. Therefore, we adopt a three-stage process. Grounded in a preliminary study and a qualitative study with 29 interviews from 17 organizations, we inductively derive rich contextual insights of 14 affordances and constraints, which serve as input for a Q-Methodology study that highlights five perceptional differences. We find that actualizing these affordances leads to higher-level affordances of chatbots that augment social information systems with affordances of traditional enterprise systems. Crossing the chasm between these, so far, detached systems contributes a novel perspective on how to balance novel digital with traditional systems, flexibility and malleability with stability and control, exploration with exploitation, and agility with discipline.

    Mehr
    The ability to generate business-relevant information and its use for business process improvements is a key success factor for businesses today. Answering the call for further research on success-relevant practices and instruments for managing business analytics, we report on the results of a three-year action design research project at a global car manufacturer. Drawing on the socio-technical systems theory, we identify seven meta-requirements and specify four principles for the design of an instrument to manage Analytics-as-a-Service (Aaas) portfolios. Our results reinforce the importance of coordinating different socio-technical components in business analytics initiatives and demonstrate how concrete management instruments, such as the proposed portfolio management tool, contribute to socio-technical alignment. For practitioners, the documented design components may provide guidance on how to design and implement similar instruments that support the management of Aaas portfolios.

    Mehr
    Increasing speed and flexibility is of strategic importance to almost any company in times of digital transformation. While startups or "born digital" companies are agile by nature, traditional companies are struggling with the question of how to increase organizational agility. Little knowledge exists about how enterprises adopt and scale agile practices and structures. This exploratory study with twelve global cases examines how traditional companies adopt and scale agile structures. We found that (1) agile structures are currently adopted by enterprises at large scale, (2) agile structures are adopted not only by IT, but also by business units, and (3) while Spotify's organization serves as a widespread template for a fully agile unit, enterprises adapt and fine-tune this template according to their needs and scale. Furthermore, we identified three additional models for fully agile structures where a fully agile unit with cross-product support is the most frequently observed model.

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    Weitere Informationen


    Sekretariat: Barbara Rohner-Zehnder