Pub Date : 2024-03-12DOI: 10.1109/EMR.2024.3374822
Gayleg Zangmo;Dorji T. Phuntshok
Communication is considered a core engineering activity engaged by engineers. In this article, we share our communication experience while working in the hydropower sector in Bhutan. The types of communication engaged by engineers in the hydropower sector in Bhutan are both written and verbal communication. Written communication includes writing proposals to obtain approval, business letters, and reports to communicate with outside agencies and senior-level management, respectively, using computer application programs. We have shared guidance on how to write business letters for effective communication based on our experience. Verbal communication includes presentations to the management using Microsoft PowerPoint software and intercultural communication in many languages and local dialects with work colleagues and staff. We also present the various technologies, such as mobiles, phones, Internet, Enterprise Resource Planning Software (SAP), and Zoom and Skype computer application programs, used in the hydropower sector in Bhutan. Since this article provides vital insight into the communication competency of engineers working in the hydropower sector in Bhutan, we have also made recommendations to inform the engineering education curriculum to reduce the gap between engineering education and practice, especially in Bhutan. Other countries with similar context can also use it to inform their engineering education curriculum to bridge the gap between education and practice.
交流被认为是工程师从事的一项核心工程活动。在本文中，我们将分享在不丹水电部门工作时的交流经验。不丹水电行业工程师的沟通类型包括书面沟通和口头沟通。书面沟通包括撰写建议书以获得批准、商务信函和报告，分别用于与外部机构和高层管理人员沟通，并使用计算机应用程序。我们根据自身经验，就如何撰写商业信函进行有效沟通提供了指导。口头交流包括使用 Microsoft PowerPoint 软件向管理层进行演示，以及使用多种语言和当地方言与同事和员工进行跨文化交流。我们还介绍了不丹水电部门使用的各种技术，如手机、电话、互联网、企业资源规划软件 (SAP)、Zoom 和 Skype 计算机应用软件。由于本文对不丹水电行业工程师的沟通能力提供了重要的见解，我们还提出了一些建议，以指导工程教育课程，缩小工程教育与实践之间的差距，尤其是在不丹。具有类似背景的其他国家也可以利用这篇文章来指导其工程教育课程，缩小教育与实践之间的差距。
{"title":"Developing Communication Competency for Engineers: The Case of the Hydropower Sector in Bhutan","authors":"Gayleg Zangmo;Dorji T. Phuntshok","doi":"10.1109/EMR.2024.3374822","DOIUrl":"https://doi.org/10.1109/EMR.2024.3374822","url":null,"abstract":"Communication is considered a core engineering activity engaged by engineers. In this article, we share our communication experience while working in the hydropower sector in Bhutan. The types of communication engaged by engineers in the hydropower sector in Bhutan are both written and verbal communication. Written communication includes writing proposals to obtain approval, business letters, and reports to communicate with outside agencies and senior-level management, respectively, using computer application programs. We have shared guidance on how to write business letters for effective communication based on our experience. Verbal communication includes presentations to the management using Microsoft PowerPoint software and intercultural communication in many languages and local dialects with work colleagues and staff. We also present the various technologies, such as mobiles, phones, Internet, Enterprise Resource Planning Software (SAP), and Zoom and Skype computer application programs, used in the hydropower sector in Bhutan. Since this article provides vital insight into the communication competency of engineers working in the hydropower sector in Bhutan, we have also made recommendations to inform the engineering education curriculum to reduce the gap between engineering education and practice, especially in Bhutan. Other countries with similar context can also use it to inform their engineering education curriculum to bridge the gap between education and practice.","PeriodicalId":35585,"journal":{"name":"IEEE Engineering Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2024-03-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140895057","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-07DOI: 10.1109/EMR.2024.3373596
M B Shravan;Manjunath S;Abhiram M
This article examines how the Kano model can enhance business strategies beyond product development. Current research explores how customer preferences, with the Kano model, can optimize marketing efforts for mineral water bottles. The article identifies high-impact factors, such as availability, reliability, and affordability. The proposed sequential strategy categorizes attributes into high-, moderate-, and low-impact groups. New market entrants are advised to prioritize high-impact attributes, such as availability, reliability, and affordability. Established companies can strategically shift their focus to moderate-impact attributes, such as taste, mineral content, and advertising. Finally, market penetration should focus on low-impact attributes, including bundling, staff interactions, discounts, appearance, and branding.
{"title":"Kano Model for Enhancing Business Strategy Through Customer Preference Analysis: A Case Study of Packaged Mineral Water Bottles","authors":"M B Shravan;Manjunath S;Abhiram M","doi":"10.1109/EMR.2024.3373596","DOIUrl":"https://doi.org/10.1109/EMR.2024.3373596","url":null,"abstract":"This article examines how the Kano model can enhance business strategies beyond product development. Current research explores how customer preferences, with the Kano model, can optimize marketing efforts for mineral water bottles. The article identifies high-impact factors, such as availability, reliability, and affordability. The proposed sequential strategy categorizes attributes into high-, moderate-, and low-impact groups. New market entrants are advised to prioritize high-impact attributes, such as availability, reliability, and affordability. Established companies can strategically shift their focus to moderate-impact attributes, such as taste, mineral content, and advertising. Finally, market penetration should focus on low-impact attributes, including bundling, staff interactions, discounts, appearance, and branding.","PeriodicalId":35585,"journal":{"name":"IEEE Engineering Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2024-03-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141725653","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-06DOI: 10.1109/EMR.2024.3373796
Rafael Sotelo;Davide Corbelletto;Emanuele Dri;Edoardo Giusto;Bartolomeo Montrucchio
Quantum computing (QC) promises to revolutionize the computing domain with its ability to outperform classical computing in various applications. This article explores the potential of QC and its impact on the financial industry, among other domains. It focuses on the Quantum Competence Center at Intesa Sanpaolo, the largest bank in Italy. The Quantum Competence Center aims at leveraging quantum technologies to drive innovation and enhance banking and financial services. This article discusses the establishment of this corporate entity, its objectives, collaborations with academic institutions and quantum providers, workforce development initiatives, future perspectives, and the challenge of integrating QC into the bank's operational workflow.
{"title":"Quantum Computing in Finance: The Intesa Sanpaolo Experience","authors":"Rafael Sotelo;Davide Corbelletto;Emanuele Dri;Edoardo Giusto;Bartolomeo Montrucchio","doi":"10.1109/EMR.2024.3373796","DOIUrl":"https://doi.org/10.1109/EMR.2024.3373796","url":null,"abstract":"Quantum computing (QC) promises to revolutionize the computing domain with its ability to outperform classical computing in various applications. This article explores the potential of QC and its impact on the financial industry, among other domains. It focuses on the Quantum Competence Center at Intesa Sanpaolo, the largest bank in Italy. The Quantum Competence Center aims at leveraging quantum technologies to drive innovation and enhance banking and financial services. This article discusses the establishment of this corporate entity, its objectives, collaborations with academic institutions and quantum providers, workforce development initiatives, future perspectives, and the challenge of integrating QC into the bank's operational workflow.","PeriodicalId":35585,"journal":{"name":"IEEE Engineering Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2024-03-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=10460997","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140895061","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-05DOI: 10.1109/EMR.2024.3373547
Iván Puelles;Iván De La Vega
The pandemic caused by SARS-CoV-2 and its variants forced all types of organizations around the world to accelerate their plans for digital transformation and more effectively manage innovation to adapt more quickly to the virtual environment. This process forced organizations, in general, and companies, in particular, to adapt their operations to the new normal. These changes also had a significant impact on companies’ business models, which made it necessary to understand the effects of these changes on their performance. Consequently, this investigation sought to study the relationship between innovation management and digital transformation, evaluated how both variables affect firm performance, and analyzed the mediating role of digital transformation in the relationship between innovation management and firm performance. To address these challenges, a theoretical framework was developed to study the relationships among the variables; managers at 291 companies in the retail sector in Lima, Peru, were surveyed; and structural equation modeling was applied. The findings revealed that innovation management had a positive impact on digital transformation. Furthermore, both variables had a positive impact on firm performance, and digital transformation acted as a mediating variable in the relationship between innovation management and firm performance. These findings contribute to the academic literature and provide practical guidance for decision and policymakers in innovation and digital transformation processes.
{"title":"Innovation Management, Digital Transformation, and Firm Performance in the New Normal","authors":"Iván Puelles;Iván De La Vega","doi":"10.1109/EMR.2024.3373547","DOIUrl":"https://doi.org/10.1109/EMR.2024.3373547","url":null,"abstract":"The pandemic caused by SARS-CoV-2 and its variants forced all types of organizations around the world to accelerate their plans for digital transformation and more effectively manage innovation to adapt more quickly to the virtual environment. This process forced organizations, in general, and companies, in particular, to adapt their operations to the new normal. These changes also had a significant impact on companies’ business models, which made it necessary to understand the effects of these changes on their performance. Consequently, this investigation sought to study the relationship between innovation management and digital transformation, evaluated how both variables affect firm performance, and analyzed the mediating role of digital transformation in the relationship between innovation management and firm performance. To address these challenges, a theoretical framework was developed to study the relationships among the variables; managers at 291 companies in the retail sector in Lima, Peru, were surveyed; and structural equation modeling was applied. The findings revealed that innovation management had a positive impact on digital transformation. Furthermore, both variables had a positive impact on firm performance, and digital transformation acted as a mediating variable in the relationship between innovation management and firm performance. These findings contribute to the academic literature and provide practical guidance for decision and policymakers in innovation and digital transformation processes.","PeriodicalId":35585,"journal":{"name":"IEEE Engineering Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2024-03-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141725533","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-04DOI: 10.1109/EMR.2024.3372697
Rijo Jacob Robin
This article examines the graphite industry's multifaceted dynamics, particularly its integral role in lithium-ion battery anodes and the intricate environmental ramifications of its life cycle. Delving into economic, security, and climate dimensions, the article underscores the critical importance of employing life cycle assessment to inform strategic decisions. By dissecting the challenges and opportunities, the article charts a path forward that advocates a harmonious blend of synthetic and natural graphite while accentuating security, sustainability, and technological evolution. This approach is envisioned to lay the foundation for a sustainable energy landscape, marked by innovation, resilience, and ecologically conscious practices. With its intricate insights, the article serves as a compass guiding industries, policymakers, and researchers toward a future that unites economic progress, national security, and environmental stewardship. In a time of evolving energy paradigms and global imperatives, this article offers a holistic framework for fostering a balanced synthesis of technology, security, and sustainability in the graphite industry, thereby shaping a future of enduring energy prosperity.
{"title":"Viability and Eco-Consequences of Synthetic and Natural Graphite for Lithium-Ion Battery Anodes in the USA","authors":"Rijo Jacob Robin","doi":"10.1109/EMR.2024.3372697","DOIUrl":"https://doi.org/10.1109/EMR.2024.3372697","url":null,"abstract":"This article examines the graphite industry's multifaceted dynamics, particularly its integral role in lithium-ion battery anodes and the intricate environmental ramifications of its life cycle. Delving into economic, security, and climate dimensions, the article underscores the critical importance of employing life cycle assessment to inform strategic decisions. By dissecting the challenges and opportunities, the article charts a path forward that advocates a harmonious blend of synthetic and natural graphite while accentuating security, sustainability, and technological evolution. This approach is envisioned to lay the foundation for a sustainable energy landscape, marked by innovation, resilience, and ecologically conscious practices. With its intricate insights, the article serves as a compass guiding industries, policymakers, and researchers toward a future that unites economic progress, national security, and environmental stewardship. In a time of evolving energy paradigms and global imperatives, this article offers a holistic framework for fostering a balanced synthesis of technology, security, and sustainability in the graphite industry, thereby shaping a future of enduring energy prosperity.","PeriodicalId":35585,"journal":{"name":"IEEE Engineering Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2024-03-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141725592","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-29DOI: 10.1109/EMR.2024.3370260
Frank Einhorn;Jack Meredith
It is important for executives to understand the status of business projects in their areas of accountability, allowing timely decisions to be taken. But often this does not happen due to lack of, or misleading, reporting. One reason is shortcomings in the widely accepted textbook approach, referred to here as “classical” earned value management (CEVM). While such approaches are often used for construction projects, they do not work well for business projects. The reason is that CEVM works for projects whose scope activities are well understood, possible to estimate upfront, and change relatively little. Business projects seldom meet any of these criteria. This and other factors render CEVM impractical for almost all business projects. Project managers who try to use it for business projects usually find they are unable to obtain meaningful information, and thus blame themselves, whereas the problem is that CEVM is unsuitable for these kinds of projects. Fortunately, alternatives exist that honor the earned value principles and can be used quickly and meaningfully for business projects. One such approach, labeled project progress tracker, is outlined here. It uses a simple spreadsheet and works as well for an agile project as for any other business project.
{"title":"Simplified, Meaningful, Progress Tracking for Business Projects","authors":"Frank Einhorn;Jack Meredith","doi":"10.1109/EMR.2024.3370260","DOIUrl":"https://doi.org/10.1109/EMR.2024.3370260","url":null,"abstract":"It is important for executives to understand the status of business projects in their areas of accountability, allowing timely decisions to be taken. But often this does not happen due to lack of, or misleading, reporting. One reason is shortcomings in the widely accepted textbook approach, referred to here as “classical” earned value management (CEVM). While such approaches are often used for construction projects, they do not work well for business projects. The reason is that CEVM works for projects whose scope activities are well understood, possible to estimate upfront, and change relatively little. Business projects seldom meet any of these criteria. This and other factors render CEVM impractical for almost all business projects. Project managers who try to use it for business projects usually find they are unable to obtain meaningful information, and thus blame themselves, whereas the problem is that CEVM is unsuitable for these kinds of projects. Fortunately, alternatives exist that honor the earned value principles and can be used quickly and meaningfully for business projects. One such approach, labeled project progress tracker, is outlined here. It uses a simple spreadsheet and works as well for an agile project as for any other business project.","PeriodicalId":35585,"journal":{"name":"IEEE Engineering Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2024-02-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141725639","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The integration of artificial intelligence (AI) in business processes has revolutionized many industries by automating tasks, improving decision-making processes, and enhancing customer experiences. This review article examines the impact of AI in business areas, including its applications, challenges, limitations, current trends, and future work. The article begins with defining the importance of AI in business, followed by an overview of its applications in various sectors, such as customer service, marketing, finance, healthcare, manufacturing, logistics, and human resources. The advantages and benefits of AI implementation are explored, along with the examples of successful AI implementation and changes in business processes. The challenges and limitations of AI technology, such as ethical concerns, data privacy and security issues, technical expertise and knowledge, and high implementation costs, are explained. Current trends in AI integration, such as the integration of AI with other technologies, the growing demand for AI skills, and the development of more advanced and sophisticated AI algorithms, are presented. The review concludes with recommendations and predictions for the future of AI in business areas and proposes strategies for successful AI implementation while reflecting on ethical and social considerations. Our analysis in this article points to various open research areas and improves the understanding of AI in the business field.
{"title":"An Analytical Review on the Impact of Artificial Intelligence on the Business Industry: Applications, Trends, and Challenges","authors":"Kuldeep Gurjar;Anshika Jangra;Hasnan Baber;Maidul Islam;Shabnam Abdulkasem Sheikh","doi":"10.1109/EMR.2024.3355973","DOIUrl":"https://doi.org/10.1109/EMR.2024.3355973","url":null,"abstract":"The integration of artificial intelligence (AI) in business processes has revolutionized many industries by automating tasks, improving decision-making processes, and enhancing customer experiences. This review article examines the impact of AI in business areas, including its applications, challenges, limitations, current trends, and future work. The article begins with defining the importance of AI in business, followed by an overview of its applications in various sectors, such as customer service, marketing, finance, healthcare, manufacturing, logistics, and human resources. The advantages and benefits of AI implementation are explored, along with the examples of successful AI implementation and changes in business processes. The challenges and limitations of AI technology, such as ethical concerns, data privacy and security issues, technical expertise and knowledge, and high implementation costs, are explained. Current trends in AI integration, such as the integration of AI with other technologies, the growing demand for AI skills, and the development of more advanced and sophisticated AI algorithms, are presented. The review concludes with recommendations and predictions for the future of AI in business areas and proposes strategies for successful AI implementation while reflecting on ethical and social considerations. Our analysis in this article points to various open research areas and improves the understanding of AI in the business field.","PeriodicalId":35585,"journal":{"name":"IEEE Engineering Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2024-02-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140895088","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-28DOI: 10.1109/EMR.2024.3367658
Scott R. Coplan
Large-scale digital transformations often fail. This article introduces the Delta Framework, which proposes a holistic approach to enhance digital transformation success. Delta integrates the Project Management Institute's Project Management Body of Knowledge (PMBOK), Scrum, and Accelerating Implementation Methodology (AIM) change management methodology from Implementation Management Associates (IMA). While traditional methodologies address cognitive aspects, Delta acknowledges the significance of managing stakeholders' emotions during transformations. AIM evaluates readiness, manages resistance, and establishes sustainable change. Through a practical example of an Electronic Health Record (EHR) project, this article describes how Delta integrates AIM to improve alignment, communication, sponsorship, reinforcement, and continuous optimization. The Framework aligns stakeholder and project objectives, tailors communication to diverse stakeholder needs, establishes a cascading network of sponsors, reinforces desired behaviors, and emphasizes ongoing improvement in stakeholders' well-being. Delta is a comprehensive and adaptive approach addressing cognitive and emotional dimensions for increased digital transformation success. This article also includes specific takeaways, a case study applying Delta, and a worksheet to help managers understand how to use the Framework to assess and improve their digital transformations.
{"title":"Unlock the Secret to Achieving Digital Transformation Success With the Delta Framework","authors":"Scott R. Coplan","doi":"10.1109/EMR.2024.3367658","DOIUrl":"https://doi.org/10.1109/EMR.2024.3367658","url":null,"abstract":"Large-scale digital transformations often fail. This article introduces the Delta Framework, which proposes a holistic approach to enhance digital transformation success. Delta integrates the Project Management Institute's Project Management Body of Knowledge (PMBOK), Scrum, and Accelerating Implementation Methodology (AIM) change management methodology from Implementation Management Associates (IMA). While traditional methodologies address cognitive aspects, Delta acknowledges the significance of managing stakeholders' emotions during transformations. AIM evaluates readiness, manages resistance, and establishes sustainable change. Through a practical example of an Electronic Health Record (EHR) project, this article describes how Delta integrates AIM to improve alignment, communication, sponsorship, reinforcement, and continuous optimization. The Framework aligns stakeholder and project objectives, tailors communication to diverse stakeholder needs, establishes a cascading network of sponsors, reinforces desired behaviors, and emphasizes ongoing improvement in stakeholders' well-being. Delta is a comprehensive and adaptive approach addressing cognitive and emotional dimensions for increased digital transformation success. This article also includes specific takeaways, a case study applying Delta, and a worksheet to help managers understand how to use the Framework to assess and improve their digital transformations.","PeriodicalId":35585,"journal":{"name":"IEEE Engineering Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2024-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=10452795","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141725528","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-13DOI: 10.1109/EMR.2024.3365789
Manfred Bernhard Schrettenbrunner
“Artificial-intelligence-driven management” is the axiomatic paradigm shift that replaces the Deming cycle with the artificial-intelligence-assisted plan–predict–act (PPA) cycle. Apart from its disruptive hermeneutic format and decisively extended reality, PPA-compliant management systems are the foundation of the sixth organizational maturity level, and of “autonomous digital transformation”, both of which regulate the collaboration of and with autonomous robots or anthropomorphic systems in real time. The complementary characteristics of PPA- and (PDCA)-compliant management systems are identified and compared in very general terms. PPA-compliant management systems consist of the collections of various AIDMCores that autonomously transform the external reality with recursively enhanced real-time decision making, which also includes their (optionally mobile) transient internal reality given by lateral and vertical collaboration and spontaneous phase transitions into different orders of organizational topologies. “Autonomous digital transformation” unfolds an innovation strategy, drives barrier-free collaboration, expands technical and management standards, and unifies technology platforms across all relevant domains, such as production, administration, smart proprietary, and nonproprietary environments on the Earth's surface and beyond. Humanoid collaboration, automation infrastructure, and system integration are also affected, all of which can catalyze the implementation of PPA cycles by leading mature organizations from industry and beyond. AIDMCores are verified and validated with PPA-compliant infrastructures, which are essential parts of the hermeneutic format, and in addition are being used to generate organic nonlinear or exponential growth on a limited scale for value streams, smart factories, supply chains, and beyond. Achieved results demonstrate that PPA cycles are capable of outperforming benchmarks compiled by PDCA-compliant management systems.
{"title":"The Sixth Organizational Maturity Level and Autonomous Digital Transformation for Nonlinear or Exponential Growth","authors":"Manfred Bernhard Schrettenbrunner","doi":"10.1109/EMR.2024.3365789","DOIUrl":"https://doi.org/10.1109/EMR.2024.3365789","url":null,"abstract":"“Artificial-intelligence-driven management” is the axiomatic paradigm shift that replaces the Deming cycle with the artificial-intelligence-assisted plan–predict–act (PPA) cycle. Apart from its disruptive hermeneutic format and decisively extended reality, PPA-compliant management systems are the foundation of the sixth organizational maturity level, and of “autonomous digital transformation”, both of which regulate the collaboration of and with autonomous robots or anthropomorphic systems in real time. The complementary characteristics of PPA- and (PDCA)-compliant management systems are identified and compared in very general terms. PPA-compliant management systems consist of the collections of various AIDMCores that autonomously transform the external reality with recursively enhanced real-time decision making, which also includes their (optionally mobile) transient internal reality given by lateral and vertical collaboration and spontaneous phase transitions into different orders of organizational topologies. “Autonomous digital transformation” unfolds an innovation strategy, drives barrier-free collaboration, expands technical and management standards, and unifies technology platforms across all relevant domains, such as production, administration, smart proprietary, and nonproprietary environments on the Earth's surface and beyond. Humanoid collaboration, automation infrastructure, and system integration are also affected, all of which can catalyze the implementation of PPA cycles by leading mature organizations from industry and beyond. AIDMCores are verified and validated with PPA-compliant infrastructures, which are essential parts of the hermeneutic format, and in addition are being used to generate organic nonlinear or exponential growth on a limited scale for value streams, smart factories, supply chains, and beyond. Achieved results demonstrate that PPA cycles are capable of outperforming benchmarks compiled by PDCA-compliant management systems.","PeriodicalId":35585,"journal":{"name":"IEEE Engineering Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2024-02-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141725676","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-09DOI: 10.1109/EMR.2024.3364531
Joao Loureiro;Leandro F. Pereira
Today's world is characterized by a fast-paced, constantly evolving environment, presenting companies and business managers with more complex, uncertain, and urgent challenges than ever before. To remain relevant, companies need to be alert, permanently identifying and addressing potential threats and opportunities. Continuous transformation plays a determinant role for companies that thrive and are successful. However, more than just the definition of solutions or decision-making processes, it is of the utmost importance to understand how companies identify, analyze, prioritize, and overcome these challenges. Due to its nature, strategic problems often entail a much higher risk than recurrent or at least known problems, thus becoming critical to analyze how business managers approach such problems. For that matter, building on the prior research of complex problem solving, this article followed a qualitative approach, carrying out semistructured interviews with open-ended questions to capture the real-life experiences of top managers within the challenging, dynamic, and fast environmental context of the corporate world. This enabled a comprehensive collection of relevant information and its consequent analysis through data mining techniques, thereby allowing to identify the type of approaches adopted to address strategic problems and the factors that have a greater influence on the application of such approaches.
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