Atjaunināt sīkdatņu piekrišanu

E-grāmata: Digital Transformation of Industry: Continuing Change

2.00/5 (2 ratings by Goodreads)
  • Formāts: EPUB+DRM
  • Sērija : Decision Engineering
  • Izdošanas datums: 17-Feb-2020
  • Izdevniecība: Springer Nature Switzerland AG
  • Valoda: eng
  • ISBN-13: 9783030410018
Citas grāmatas par šo tēmu:
  • Formāts - EPUB+DRM
  • Cena: 59,47 €*
  • * ši ir gala cena, t.i., netiek piemērotas nekādas papildus atlaides
  • Ielikt grozā
  • Pievienot vēlmju sarakstam
  • Šī e-grāmata paredzēta tikai personīgai lietošanai. E-grāmatas nav iespējams atgriezt un nauda par iegādātajām e-grāmatām netiek atmaksāta.
Digital Transformation of Industry: Continuing ChangePalielināt
  • Formāts: EPUB+DRM
  • Sērija : Decision Engineering
  • Izdošanas datums: 17-Feb-2020
  • Izdevniecība: Springer Nature Switzerland AG
  • Valoda: eng
  • ISBN-13: 9783030410018
Citas grāmatas par šo tēmu:

DRM restrictions

  • Kopēšana (kopēt/ievietot):

    nav atļauts

  • Drukāšana:

    nav atļauts

  • Lietošana:

    Digitālo tiesību pārvaldība (Digital Rights Management (DRM))
    Izdevējs ir piegādājis šo grāmatu šifrētā veidā, kas nozīmē, ka jums ir jāinstalē bezmaksas programmatūra, lai to atbloķētu un lasītu. Lai lasītu šo e-grāmatu, jums ir jāizveido Adobe ID. Vairāk informācijas šeit. E-grāmatu var lasīt un lejupielādēt līdz 6 ierīcēm (vienam lietotājam ar vienu un to pašu Adobe ID).

    Nepieciešamā programmatūra
    Lai lasītu šo e-grāmatu mobilajā ierīcē (tālrunī vai planšetdatorā), jums būs jāinstalē šī bezmaksas lietotne: PocketBook Reader (iOS / Android)

    Lai lejupielādētu un lasītu šo e-grāmatu datorā vai Mac datorā, jums ir nepieciešamid Adobe Digital Editions (šī ir bezmaksas lietotne, kas īpaši izstrādāta e-grāmatām. Tā nav tas pats, kas Adobe Reader, kas, iespējams, jau ir jūsu datorā.)

    Jūs nevarat lasīt šo e-grāmatu, izmantojot Amazon Kindle.

This graduate textbook is focused on digital transformation. It answers key questions regarding: which technologies can be used to transform an organisation, which activities within an organisation can be transformed, and what the aim of digital transformation should be.

The content is divided into three main parts, the first of which offers an introduction to the topic, highlights fundamental examples of digital transformation, defines the terminology, and enables readers to quickly understand the main components of digital transformation. The second part of the book addresses examples of digital transformation from several industries, including:

  • government; 
  • finance; 
  • health; 
  • manufacturing; and 
  • education. 

The third and final section of the book describes the activities and processes within a typical digital transformation programme. The pedagogical approach to the process makes the book beneficial to both students who have never been involved in such a programme and practitioners who plan to implement digital transformation in their organisation.


1 Introduction
1(4)
2 Examples
5(6)
2.1 Government and Utilities
5(1)
2.2 Health
5(1)
2.3 Money Transfer
6(1)
2.4 Education
6(1)
2.5 Relaxation
6(1)
2.6 Ordering and Delivery
7(1)
2.7 Travel
7(1)
2.8 News, Weather
8(1)
2.9 Food
8(1)
2.10 Home Products
8(1)
2.11 Company Activities
9(1)
2.12 Next
9(2)
3 Technology
11(12)
3.1 Introduction
11(1)
3.2 History
11(1)
3.3 Computer Hardware
12(1)
3.4 Communications and Control Networks Hardware
13(1)
3.5 Operating System Software
14(1)
3.6 Programming Languages
14(1)
3.7 Database Management Systems
14(1)
3.8 Bespoke Programming
14(1)
3.9 Computer Graphics
15(1)
3.10 Digital Process Control
15(1)
3.11 Enterprise Applications
15(1)
3.12 Individual Productivity Software
16(1)
3.13 Office, Home, Factory Automation
16(1)
3.14 World Wide Web, E-Commerce
17(1)
3.15 Social Technology
17(1)
3.16 Embedded Software
18(1)
3.17 Robot Products
18(1)
3.18 Related Technologies
18(1)
3.19 Mobile Telephony
19(1)
3.20 Related Standards
19(1)
3.21 Smart Products
19(1)
3.22 Internet of Things
20(1)
3.23 Big Data and Analytics
20(1)
3.24 Packaging Concepts
20(1)
3.25 Software Research
21(1)
3.26 Next
21(1)
References
22(1)
4 Definition
23(6)
4.1 Customer View of Digital Transformation
23(1)
4.2 Examples of Definitions
23(1)
4.3 Fit of Definitions
24(1)
4.4 Types of Digital Transformation
25(2)
4.4.1 Digital Transformation of Computer Hardware
25(1)
4.4.2 Digital Transformation of Software
25(1)
4.4.3 Digital Transformation of Communication
26(1)
4.4.4 Digital Transformation of Commerce
26(1)
4.4.5 Digital Transformation of Relationships
26(1)
4.4.6 Digital Transformation of Products
26(1)
4.4.7 Digital Transformation of Humans
26(1)
4.4.8 Digital Transformation of Society
27(1)
4.4.9 Digital Transformation of Industry
27(1)
4.5 Definition of Digital Transformation in Industry
27(2)
5 Business Processes
29(8)
5.1 Business Processes
29(1)
5.2 Human Resources
30(1)
5.3 Finance
30(1)
5.4 It
30(1)
5.5 Quality
31(1)
5.6 Supply Chain Management
31(1)
5.7 Customer Relationship Management
31(1)
5.8 Product Lifecycle Management
31(1)
5.9 Industry-Specific Processes
32(1)
5.10 Mapping the Processes
32(1)
5.11 Bookstore Example
33(1)
5.12 Importance of Mapping
34(1)
5.13 Mapping
34(1)
5.14 Moving Forward
35(1)
References
35(2)
6 Digital Transformation at Springfield Council
37(6)
6.1 Introduction
37(1)
6.2 Springfield Council
37(1)
6.3 Current Situation
37(1)
6.4 Looking Forward
38(1)
6.5 Looking Outward
39(4)
7 DT at Springfield State University Institute
43(10)
7.1 Introduction
43(1)
7.2 Background
43(3)
7.3 Our Digital Journey
46(1)
7.4 IT Staff Dissatisfaction
47(1)
7.5 Digital Transformation Strategy
48(1)
7.6 Going Online
49(1)
7.7 First Digital Step
49(1)
7.8 Second Step
50(1)
7.9 Third Step
51(1)
7.10 Fourth Step
51(2)
8 Digital Transformation at an Art Collective
53(4)
8.1 Introduction
53(1)
8.2 Current Situation
53(1)
8.3 Digital Improvements
53(1)
8.4 Moving Ahead
54(3)
9 DT at a Passenger Transport Company
57(4)
9.1 Introduction
57(1)
9.2 Current Situation
57(2)
9.3 Current Projects
59(1)
9.4 Current Issues
59(1)
9.5 Looking Forward
59(2)
10 Digital Transformation at a Hospital
61(6)
10.1 Introduction
61(1)
10.2 SDCH's IS Systems
61(1)
10.3 Digital Transformation
62(1)
10.4 Digital Transformation Opportunities
63(1)
10.5 Medical Staff View
64(1)
10.6 Resolution
65(2)
11 Digital Transformation at a Bank
67(6)
11.1 Introduction
67(1)
11.2 History
67(1)
11.3 Background
68(1)
11.4 Services
69(1)
11.5 Customers
69(1)
11.6 A Changing Environment
70(1)
11.7 Technology
71(1)
11.8 Going Forward
71(2)
12 Digital Transformation of a Retail Store
73(6)
12.1 Background
73(1)
12.2 Not a Leader
73(1)
12.3 Many New Technologies
74(1)
12.4 Many Questions Raised
75(1)
12.5 CEO Input
75(1)
12.6 CEO Decision
75(1)
12.7 Survey Response
76(1)
12.8 Strengths
76(3)
13 Digital Transformation of Springfield Police Force
79(6)
13.1 Background
79(1)
13.2 Self-Service Police Portal
79(1)
13.3 Integrated Regional/National Policing
80(1)
13.4 High-Tech Connected Frontline Policing
80(1)
13.5 Collaborative Community Policing
81(1)
13.6 Police Real-Time Online Picture (PROP)
81(1)
13.7 Digital Case Files
81(1)
13.8 Remote Monitoring
82(1)
13.9 Predictive Resourcing and Scheduling Analytics
82(1)
13.10 Deterrence and Investigation Analytics
82(1)
13.11 The Way Forward
83(2)
14 Digital Transformation of Springfield Regional Airport
85(6)
14.1 Background
85(1)
14.2 Reasons for Our Digital Transformation Program
85(1)
14.3 Our Airport Processes
86(1)
14.4 New Digital Technologies
87(1)
14.5 Digital Transformation
87(1)
14.6 Improvement Areas
87(1)
14.7 Passenger Experience Improvement
87(1)
14.8 Optimised Scheduling
88(1)
14.9 Smart Facility and Equipment Management
88(1)
14.10 Digital Air Traffic Control
89(1)
14.11 Rules for Digital Transformation
89(2)
15 Digital Transformation of Springfield FC
91(6)
15.1 The Fan Base
91(1)
15.2 Omni-channel Multi-service
91(2)
15.3 Multiple Revenue Streams
93(1)
15.4 Fans as Profiled Consumers
93(1)
15.5 Connected Players
94(1)
15.6 Transfer Analytics
94(1)
15.7 In-Stadium Experience
94(1)
15.8 Connected Fans
95(1)
15.9 Fantasy Football
95(2)
16 Digital Transformation of TCBMC
97(10)
16.1 Introduction
97(1)
16.2 Smart Vehicles
98(1)
16.3 Industrial Internet of Things
99(1)
16.4 Intelligent Automated Factory
100(1)
16.5 Connected, Integrated Factory
100(1)
16.6 Digital Factory
100(1)
16.7 Augmented Reality Factory
101(1)
16.8 Analytic Factory
101(1)
16.9 Take-Charge Factory
101(1)
16.10 Adaptable, Flexible Factory
102(1)
16.11 Secure Protected Factory
102(1)
16.12 AI-Augmented Factory
102(1)
16.13 Advanced Manufacturing Factory
102(1)
16.14 New Business Processes
102(1)
16.15 Skill Gap and Training
103(1)
16.16 Digital Transformation Team Report
103(1)
16.17 CFO Reaction
104(1)
16.18 The CFO Presents PLM
104(1)
Reference
105(2)
17 Select Digital Technology
107(8)
17.1 Recap
107(1)
17.1.1 Definition
107(1)
17.1.2 Digital Technologies
107(1)
17.1.3 Business Processes and Activities
108(1)
17.2 Difference Organisation, Different Case
108(5)
17.2.1 Different Activities, Different Resources
108(1)
17.2.2 Different Current Situations
108(1)
17.2.3 Different IS Maturity
108(1)
17.2.4 Different IS Strategies
109(1)
17.2.5 Different Objectives
109(1)
17.2.6 Different Viewpoints
109(1)
17.2.7 Different Scopes
109(1)
17.2.8 Different Knowledge Levels
109(1)
17.2.9 Different Levels of Involvement
110(1)
17.2.10 Different Levels of Detail
110(1)
17.2.11 Different Financial Situations
110(1)
17.2.12 Different Business Strategies
110(1)
17.2.13 Different IS Roles
110(1)
17.2.14 Different Benefits to Achieve
111(1)
17.2.15 Different Positions on the Journey
111(1)
17.2.16 Different Approaches (1)
111(1)
17.2.17 Different Approaches (2)
111(1)
17.2.18 Different Approaches (3)
111(1)
17.2.19 Different Approaches (4)
112(1)
17.2.20 Different Team Structures
112(1)
17.2.21 Different Affected Areas
112(1)
17.2.22 Different Technologies Selected
112(1)
17.3 Need for an Organisation-Specific DT Approach
113(1)
17.4 Need for a Digital Transformation Program
113(1)
17.5 Digital Technology Selection
113(2)
18 Run a Program
115(6)
18.1 Introduction
115(1)
18.2 Importance of a Project Management Approach
115(1)
18.3 Program
116(1)
18.4 Project Schedule, Program Schedule
117(1)
18.5 Risk of Program Failure
117(1)
18.6 Types of Program Failure
118(1)
18.7 Causes of Failure
118(1)
18.8 Overcoming Issues
119(1)
18.9 Success Factors
119(1)
References
120(1)
19 Involve Your Executives
121(6)
19.1 Reasons for Involving Executives
121(1)
19.2 Early Involvement and a Long Haul
121(1)
19.3 Executives Roles
122(3)
19.3.1 Maintain Awareness, Provide Vision
122(1)
19.3.2 Set Objectives and Values
122(1)
19.3.3 Oversee Governance
123(1)
19.3.4 Lead
123(1)
19.3.5 Represent and Communicate
123(1)
19.3.6 Ask Questions, Give Answers
123(1)
19.3.7 Identify and Develop Leaders
124(1)
19.3.8 Monitor Progress, Measure Outcomes
124(1)
19.3.9 Take Decisions and Corresponding Action
124(1)
19.3.10 Hold Accountable and Provide Recognition
124(1)
19.4 Key Executive Activities
125(1)
References
126(1)
20 Set the Objectives
127(4)
20.1 Objectives of the Digital Transformation Program
127(1)
20.2 Executive Involvement in Setting Objectives
127(1)
20.3 Reasons for Setting Objectives
128(1)
20.4 Characteristics of Objectives
128(1)
20.5 Different Organisation, Different Program
129(1)
20.6 Different Organisations, Different Objectives
129(1)
20.7 Example of Objectives
129(1)
References
130(1)
21 Create the Vision
131(6)
21.1 A Digital Transformation Vision
131(1)
21.2 Need for a DT Vision
132(1)
21.3 Reasons for a DT Vision
132(1)
21.4 Characteristics of a DT Vision
133(1)
21.5 Documenting the DT Vision
134(1)
21.6 Position of a DT Vision
134(1)
21.7 Executive Involvement with the DT Vision
135(1)
References
135(2)
22 Prepare the Governance
137(6)
22.1 The Program's Governance
137(1)
22.2 Program Roles
137(1)
22.3 CEO
138(1)
22.4 Digital Transformation Program Sponsor
138(1)
22.5 DT Program Steering Committee
139(1)
22.6 DT Program Leader
139(1)
22.7 Program Team, Program Team Member
140(1)
22.8 Subject Matter Expert
141(1)
22.9 Stakeholders
141(1)
References
142(1)
23 Define the Strategy
143(6)
23.1 Implementation Strategy
143(1)
23.2 Strategy
143(1)
23.3 Characteristics of Strategies
144(1)
23.4 Reasons for a Good Strategy
145(1)
23.5 Executive Involvement in Strategy Development
145(1)
23.6 Description of the Current Situation
145(1)
23.7 Analysis, Gap Analysis
146(1)
References
147(2)
24 Plan and Schedule
149(4)
24.1 Implementation Plan
149(1)
24.2 Strategy and Plan
149(1)
24.3 Implementation Planning
150(1)
24.4 Implementation Schedule
150(1)
References
151(2)
25 Manage Organisational Change
153(6)
25.1 Organisational Change Management
153(1)
25.2 Relevance of OCM for DT
153(1)
25.3 Resistance to Change
154(1)
25.4 Benefits of OCM for DT
155(1)
25.5 Results of Ignoring OCM in a DT Program
156(1)
25.6 Generic Issues with Change
156(1)
25.7 Projects Related to OCM
157(1)
25.8 Executive Role with OCM
157(1)
References
158(1)
26 Justify the Program, Plan the Investment
159(6)
26.1 Justification
159(1)
26.2 Opportunities and Weak Point Elimination
159(1)
26.3 Program Costs
160(1)
26.4 Program Benefits
160(2)
26.5 Financial Justification, NPV and ROI
162(2)
References
164(1)
27 Run the Program
165
27.1 Frequent Steps
165(1)
27.2 Feasibility Study
166(1)
27.3 The Program Charter
167(1)
27.4 Program Progress Reporting
167(1)
27.5 DT Program Status Review
168(1)
27.6 DT Program Audit
169(1)
27.7 Digital Transformation Program Closure
169(1)
References
170
Dr John Stark has worked in industry for more than 30 years at the boundary between Information Systems and Engineering/Manufacturing. During this time, he has worked with more than 100 companies. He is well-known in industry, having written several books about Information Systems, Manufacturing Automation and Integration, CAD and PLM. He has written the most cited book about PLM (over 1200 citations according to Google Scholar). Dr Stark has given courses on many subjects including Computers in Industry, Information Management Systems, Digital Transformation, CAD and PLM. With companies in industry, his work has to be very practical. Giving courses, he has to be aware of learning objectives, and ensure that the students have learned something they can put into practice at the end of the course. The experience of continually working in both industry and academic environments leads to well-structured books of practical value to readers. 
Biežāk uzdotie jautājumi par e-grāmatām Biežāk uzdotie jautājumi par e-grāmatām
Permanent link: https://www.kriso.lv/db/97830304100186e.html