When KBC Bank introduced their mobile banking application in 2011 they delivered much more than a piece of software. Mobile banking was a way to focus on their customers and rebuild trust. Yet, this case is not so much about what they delivered but how they delivered it. Agile development brought along both challenges and opportunities for KBC. The case explores how agile compares to traditional ways of ICT development. Can banks, given the new digital challenges, really build their future ICT portfolios on agile development?
Trkman, Peter; Mertens, Willem; Viaene, Stijn; Gemmel, Paul (2015)
Purpose - The purpose of this paper is to argue that in order to achieve customer centricity through business process management (BPM), companies have to obtain the profound understanding of customers' processes and when necessary change not only the interactions with but also the processes of their customers. A method is presented that allows doing this in a systematic manner. Design/methodology/approach - A case study of a large multinational company was conducted. Several different sources and methods were used, including document analysis, interviews and a qualitative analysis of responses to open-ended questions. Data were gathered at three points in time: before, during and after the implementation of the presented approach. Findings - The method that was successfully employed by the case organisation consisted of combining BPM with service blueprinting, and of extending these efforts by integrating the customers' internal processes into the scope of improvement. Research limitations/implications The paper does not thoroughly evaluate the long-term effects of the proposed approach. Some results of the case study analysis had to be excluded from this paper due to reasons of confidentiality. Practical implications - The paper presents an approach for organisations to not only understand the needs of their customers but also the way in which their product is used in customers' processes. In this way BPM can be implemented in a truly customer-oriented way. Originality/value - This paper extends previous work by presenting one way in which BPM can follow up on its promise of increasing an organisations customer orientation. While servitisation has received a lot of attention in various disciplines, its application within BPM research and practice has been scarce.
Professor Stijn Viaene sheds light on the essential role of strategy in the digital age. The article further elaborates on what really constitutes a successful digital transformation. Is it simply launching yourself to the plethora of digital disruptions around you? Or does doing so might bring you to your own “death”?
Leadership has been an indispensable factor in any business development. As businesses undergo digital transformation, Stijn Viaene offers exciting insight on digital leadership, the different leadership personas required for its execution, and the crucial role digital leadership plays for a successful digital transformation.
Customer-centric practices have been one of the key considerations in this age of digital transformation. In this article, Professor Stijn Viaene elaborates on how customer experience as value must be prioritised and how the concept can drive an organisation to its success.
This case study invites students to discuss strategic value creation through the use of information technology (IT). It raises issues of business model innovation, IT strategy, digital platforms, ecosystems, business-IT alignment, and leadership. The key character in the case is the Chief Information Officer, Paul Danneels, who is ready to drive the strategic transformation of the VDAB, the Flemish Employment Agency, from a service provider to a labor market conductor. Starting from a firm understanding of the VDAB’s strategic choices, students should be able to discuss the positioning and role of the IT department as well as its views on value delivery.
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