Digital Transformation: Opportunities and Challenges for Healthcare Ecosystems
Francesco Schiavone, University Parthenope of Naples, Italy
Enterprise-Level IS Research: Challenges and Potentials of Looking Beyond Enterprise Solutions
Robert Winter, Institute of Information Management, University of St. Gallen, Switzerland
Design Structure Matrix (DSM)
Tyson R. Browning, Neeley School of Business, Texas Christian University, United States
Digital Transformation: Opportunities and Challenges for Healthcare Ecosystems
Francesco Schiavone
University Parthenope of Naples
Italy
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Brief Bio
Prof. Francesco Schiavone is an Associate Professor of Innovation Management for the Department of Management and Quantitative Studies at the University Parthenope of Naples (Italy). I earned my doctorate in “Network Economics and Knowledge Management” at Foundation SSAV (Ca' Foscari University), Venice (Italy).
I teach at undergraduate, master and doctorate levels at many universities in Italy and abroad. I have also experience in supervising and gaining funding for Ph.D. candidates. Furthermore, I am Affiliated Professor of Innovation Management at the EM Lyon Business School and the Paris School of Business (France). I have implemented innovative teaching methods in different teaching modules and focused on the case study methodology. Since 2017, I am qualified as Full Professor in Management by the Italian Ministry of Education, Universities and Research (MIUR). I have been Visiting professor/researcher over the last ten years at the St. John's University (New York, USA) in 2008, University of Flensburg (Germany) in 2013, University of Castilla-La Mancha (Spain) in 2016 and IESEG School of Management (France). My research works have been published in various prestigious academic journals including IEEE-Transactions of Engineering Management, Production, Planning & Control, Technology Analysis and Strategic Management, Business Process Management Journal, Management Decision, Journal of Knowledge Management, Journal of Intellectual Capital, Journal of Technology Transfer, Journal of Organizational Change Management, European Journal of Innovation Management, Technological Forecasting and Social Change, BMC Health Service Research.
Abstract
The rise of digital technologies in healthcare is strongly revising business models and value creation dynamics for all the industry stakeholders. The present keynote speech will stress digitally-driven opportunities and challenges for the strategic management of these organizations.
Enterprise-Level IS Research: Challenges and Potentials of Looking Beyond Enterprise Solutions
Robert Winter
Institute of Information Management, University of St. Gallen
Switzerland
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Brief Bio
Robert Winter is a full professor of business and information systems engineering at the University of St. Gallen (HSG) and director of HSG’s Institute of Information Management. He was founding academic director of HSG’s Executive Master’s of Business Engineering program and academic director of HSG’s PhD in Management program. He received master’s degrees in business administration and business education as well as a doctorate in social sciences from Goethe University, Frankfurt, Germany. He served as vice editor-in-chief of Business; Information Systems Engineering as well as senior editor at the European Journal of Information Systems and currently serves on several editorial boards including MIS Quarterly Executive. His research interests include design science research methodology and all aspects of enterprise-level IS research, including enterprise architecture management, design and governance of digital platforms, corporate data management, and design and governance of enterprise transformation.
Abstract
For more than 40 years, enterprise solutions, specifically enterprise systems, allowed companies to integrate enterprises’ operations throughout. Enterprise solutions facilitate cooperation and coordination of work across functional and organizational silos, thereby enabling significant efficacy and efficiency gains. Starting with integrating core operational functions, the integration scope of enterprise solutions has increasingly widened, now often covering customer activities, activities along supply chains, and business analytics.
IS research has contributed a wide range of explanatory and design knowledge dealing with this class of IS. During the last two decades, however, not only technological innovations (e.g., cloud and in-memory computing, digital platforms), but also managerial / organizational innovations (e.g., decentral control, ecosystem-level management) not only extend the affordances of enterprise solutions, but also challenge traditional approaches to their design and coordination. Particularly in large enterprises or complex business ecosystems, many IT/business alignment issues have not yet been fundamentally addressed, and novel, more decentralized (aka agile) forms of coordination have not yet been integrated with mainstream IS design and management practice. At the same time, IS complexity is not harnessed at all, and is increasingly threatening to impose limits to IS efficiency and flexibility gains.
This talk presents a cross-solution (= enterprise-level) perspective on IS, discusses the challenges of complexity and coordination for IS design and management, presents selected enterprise-level insights for IS coordination and governance, and explores avenues towards a more comprehensive body of knowledge on this important level of analysis.
Design Structure Matrix (DSM)
Tyson R. Browning
Neeley School of Business, Texas Christian University
United States
Brief Bio
Dr. Tyson R. Browning is an internationally recognized researcher, educator, and consultant. He is a full Professor of Operations Management in the Neeley School of Business at Texas Christian University, where he conducts research on managing complex projects (integrating managerial and engineering perspectives) and teaches courses on project management, operations management, risk management, and process improvement in TCU's highly rated MBA program (e.g., The Economist, Princeton Review). As a sought-after speaker, Tyson has trained and advised several organizations, including BNSF Railway, General Motors, Lockheed Martin, Northrop Grumman, Seagate, Siemens, Southern California Edison, and the U.S. Navy. He has also served as an expert witness in legal proceedings.
Prior to joining TCU in 2003, Tyson worked for Lockheed Martin, the Lean Aerospace Initiative at the Massachusetts Institute of Technology (MIT), Honeywell Space Systems, and Los Alamos National Laboratory. He earned a B.S. in Engineering Physics from Abilene Christian University before two Master’s degrees and a Ph.D. from MIT.
Tyson's research results appear in journals such as California Management Review, Decision Sciences, IEEE Transactions on Engineering Management, Journal of Mechanical Design, Journal of Operations Management, Manufacturing & Service Operations Management, MIT Sloan Management Review, Production & Operations Management, Project Management Journal, and Systems Engineering. He is the co-author of a book on the Design Structure Matrix (DSM), and he has given over 200 academic and industry presentations and workshops in 17 countries.
Having previously served as a Department or Associate Editor for three journals, Tyson is currently co-Editor-in-Chief of the Journal of Operations Management. He is a member of several professional societies: Academy of Management, Association for Supply Chain Management, Decision Sciences Institute, Institute for Operations Research and the Management Sciences, International Council on Systems Engineering, Production and Operations Management Society, and Project Management Institute.
Abstract
The design structure matrix (DSM) is a powerful tool for visualizing, analyzing, innovating, and improving many kinds of systems—including product designs, organizational structures, and process flows. The DSM is a square matrix showing relationships among system elements, which can be product components, software code packages, teams, companies, activities, etc. By analyzing a DSM, one can prescribe a better (e.g., more modular) system architecture or organization. Adding a time-basis to the model enables one to prescribe a faster, lower-risk process. Because the DSM highlights process feedbacks, it helps identify iterations, cycles, and rework loops (key drivers of cost and schedule risk). This presentation will provide examples of how operations management researchers have used the DSM in varied contexts and applications and published in top journals.