• Digital reality no1: customer experience value

      Viaene, Stijn (European Business Review, 2017)
      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.
    • Digital transformation: Unlocking the future. Opening statement

      Viaene, Stijn; Danneels, Lieselot (Cutter IT journal, 2015)
      The digital economy compels digital leaders to cultivate a profoundly new mindset and invest in new technologydriven capabilities for winning.
    • Digitale ecosystemen voor mobiele betalingen

      Cumps, Bjorn; Viaene, Stijn; Bille, Wesley; Dussart, Pascal (Informatie: Maandblad voor de informatievoorziening, 2014)
    • Do science-technology interactions pay off when developing technology? An exploratory investigation of 10 science-intensive technology domains

      Van Looy, Bart; Zimmermann, Edwin; Veugelers, Reinhilde; Verbeek, A.; Debackere, Koenraad; de Almeida Mello, J. (Scientometrics, 2003)
    • Driving digital: Welcome to the ExConomy

      Viaene, Stijn; Danneels, Lieselot (The Journal of Financial Perspectives, 2015)
      A first step in better applying the new digital technologies currently at our disposal is understanding what creating digital value really means. To give digital a more precise focus, we have coined the “ExConomy” framework, which breaks down what digital entails into four realities: customer experience is value, experimentation is necessary, collaboration reshapes strategy and business models, and digital ecosystem platforms rule. This paper gives a presentation of these four realities and provides a tool for self- assessment of an organization's digital readiness.
    • Engaging in turbulent times: direction setting for business and IT alignment.

      Viaene, Stijn; De Hertogh, Steven; Jolyon, Olivier (International Journal of IT/Business Alignment and Governance, 2011)
      In 2008, the global financial and economic crisis (GFEC) took many businesses around the world by surprise. After a period of steady growth, companies found themselves suddenly confronted with high levels of uncertainty about the evolution of major economic and social forces. This paper investigates the hypothesis that, during these turbulent times, a number of companies took the opportunity to re-invigorate their business-IT engagement practices. The study was based on 28 interviews with CIOs and CFOs (conducted in 2009) for whom the GFEC has provided a context in which the CIO and the IT department could prove their worth as true business partners beyond mere short-term cost-cutting. In this article, the authors also present a theme-based compilation of key insights that describe the opportunities these executives saw for a more effective engagement between business and IT.
    • Enterprise-wide business-IT engagement in an empowered business environment: the case of FedEx Express EMEA

      Viaene, Stijn; De Hertogh, Steven (Journal of Information Technology, 2010)
    • Ethical Decision Making in ICT: Discussing the Impact of an Ethical Code of Conduct

      Van den Bergh, Joachim; Deschoolmeester, Dirk (Communications of the IBIMA, 2010)
    • Evaluation of Hospital Service Level Agreements

      Berbée, Rieneke; Gemmel, Paul; Droesbeke, Brenda; Casteleyn, H.; Vandaele, Darline (International Journal of Health Care Quality Assurance, 2009)
    • Exploratory data analysis on the relation between Business Process Orientation and Organizational Change

      Willems, Jurgen; Van den Bergh, Joachim; Schröder-Pander, Friederike; Deschoolmeester, Dirk (Uporabna Informatika, 2008)
    • Formal concept analysis in knowledge discovery: a survey

      Poelmans, Jonas; Elzinga, Paul; Viaene, Stijn; Dedene, Guido (+) (Lecture notes in Computer Science, 2010)
    • Formally analyzing the concepts of domestic violence

      Poelmans, Jonas; Elzinga, Paul; Viaene, Stijn; Dedene, Guido (+) (Expert Systems with Applications, 2011)
    • From business process management to customer process management

      Trkman, Peter; Mertens, Willem; Viaene, Stijn; Gemmel, Paul (Business Process Management Journal, 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.
    • From Enterprise Architect to opportunity architect: the changing role of enterprise architecture in a digital transformation context

      Bontinck, Greet; Cumps, Bjorn; Viaene, Stijn; Bille, Wesley; Vanden Brande, Joachim (Journal of Enterprise Architecture, 2016)
      A digital transformation is felt in every fibre of the organisation. In order to deal with the challenges that come with such a transformation initiative, one-off point solutions are not enough, but a more systemic, architecture-driven approach is needed. What does digital transformation mean for the enterprise architect? Through a multiple case study approach, this research aims to gain insights into the changing role of enterprise architects in a digital transformation context, as well as to identify the new challenges and opportunities arising in this regard. Today, enterprise architects are at a crossroads: the digital transformation projects in their organisations have rendered them more valuable. However, the key question is whether they will focus on enabling and support, or whether they will move one step beyond, leading the way, becoming true opportunity architects.
    • Gaining insight in domestic violence with Emergent Self Organizing Maps

      Poelmans, Jonas; Elzinga, Paul; Viaene, Stijn; Van Hulle, Marc; Dedene, Guido (+) (Expert Systems with Applications, 2009)
      Topographic maps are an appealing exploratory instrument for discovering new knowledge from databases. During the past years, new types of Self Organizing Maps (SOM) were introduced in the literature, including the recent Emergent SOM. The ESOM tool is used here to analyze a large set of police reports describing a wide range of violent incidents that occurred during the year 2007 in the Amsterdam-Amstelland police region (the Netherlands). This article aims to demonstrate that the ESOM tool provides a valuable exploratory instrument for examining unstructured text in police reports. First, it is shown how ESOM was used to discover a range of new features that better distinguish domestic from non-domestic violence cases. Second, it is demonstrated how this resulted in a significant improvement in classification accuracy. Third, the ESOM tool facilitates an in-depth investigation of the nature and scope of domestic violence, which is particularly useful for the domain expert. Interestingly, it was discovered that the definition of domestic violence employed by the management was much broader than the definition employed by police officers. Fourth, the ESOM tool enables an accurate and automated assignment of either a domestic or a non-domestic violence label to unclassified cases. Finally, ESOM is a highly accurate and comprehensible case triage model for detecting and retrieving wrongly classified cases.
    • Governing Web 2.0

      De Hertogh, Steven; Viaene, Stijn; Dedene, Guido (+) (Communications of the ACM, 2011)
    • Hospital Process Orientation (HPO): The development of a measurement tool

      Gemmel, Paul; Vandaele, Darline; Tambeur, Wim (Total Quality Management & Business Excellence, 2008)
    • How IT enables business model innovation at VDAB

      Viaene, Stijn; Broeckx, Saskia (Journal of Information Technology Teaching Cases, 2013)
      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.
    • How to catch a moving target in the digital world

      Viaene, Stijn (The European Business Review, 2017)
      In this article, Prof. Stijn Viaene continues to shed light on the realities that executives and business leaders must face in the digital era. In an era where customers are moving at the speed of the Internet, how does a digital leader catch them?