By Stefan P. Bornheim, Jutta Weppler, Oliver Ohlen (auth.)
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Extra info for E-Roadmapping: Digital Strategising for the New Economy
Shift in Competition Summary The purpose of this chapter was to show some exemplary factors of the changing terms of competition. The intention was not so much to present the reader with a laundry list, but more importantly, with a detailed context on these selected exemplary factors and drivers of competition. In a second step, we aggregated these changing terms of competition to a couple of scenarios exerting their influence on firms as organisational consequences, or put differently, as a distinct changing context.
ASP models enhance the technology only marginally; ASP mostly reverses the centre of technology instalments from the enterprise to the network. The question of organisational configuration was also rather large through ERP. Many processes had to be adapted to standards provided by the ERP vendors, yet general efficiencies could be enhanced and standardised. EAI has little impact on the organisational structures and routines. The technological glue it provides marginally extends to the organisation, only insofar as previously (technologically) separate processes can now be integrated into one process.
The deployment of such strategy, as shown, incurs literally no cost for any party involved and just generates greater benefit for all participants. Any firm may use the above definition of diagonalisation to scan for such opportunities. And certainly this strategy is not covered by what we currently would conceive as vertical or horizontal integration strategies. Of course, one needs to be cautious as to the potential of this strategy. First, not even the most digitised of companies will find too many applications feasible for such strategising efforts.