• Belgacom: IT project selection 2005

      Viaene, Stijn; Fagan, Simon; Almeida, Sergio (2006)
    • BNP Paribas Fortis: The "James" Banking Experience

      Muylle, Steve; Standaert, Willem (2017)
    • Communicating BPM role play

      Van den Bergh, Joachim; Mertens, W. (2012)
    • Communicating BPM role play - Teaching note

      Van den Bergh, Joachim; Mertens, W. (2012)
    • Consolidating customer analytics at Mobistar - Pragmatic project management in Business Intelligence. (Part A)

      De Hertogh, Steven; Janssens, Mark; Viaene, Stijn (2011)
      Library managers are continuously urged to provide better library services at a lower cost. To cope with these cost pressures, library management needs to improve its understanding of the relevant cost drivers. Through a case study, we show how to perform time-driven activity-based costing for a library acquisition process in a Belgian university and provide evidence of the benefits of such an analysis.
    • Corporate IT transformation at BARCO

      Viaene, Stijn; Isik, Öykü (2012)
      This paper provides a comparative analysis on the role of training and its impact on firm performance in some economies in transition in Asia. The starting point is an examination of country contexts and training, and how these have shaped organizational approaches to human resource (HR) training. The paper also reviews the results of recent studies that have investigated the relationship between training and firm performance in Vietnam and China. The review results show that training is positively related to firm performance and reveals some convergence of HR training in both countries. On the basis of this, some caveats on HR training development in the future in these two countries are given. The paper ends with theoretical and practical implications.
    • CRM excellence at KLM Royal Dutch Airlines

      Viaene, Stijn; Cumps, Bjorn (2005)
    • Designing IT supply at Fedex express EMEA - part A & B

      Viaene, Stijn; De Hertogh, Steven (2008)
    • Digital Strategy at Merck Sharp & Dohme

      Muylle, Steve; Basu, Amit (2015)
    • Enedis - Smart Market Maker, Not Market Take

      Viaene, Stijn; Momber, Ilan; Meeus, Leonardo (2017)
    • Enterprise-Wide Business-IT Engagement at FedEx Express EMEA (Part A)

      Viaene, Stijn; De Hertogh, Steven (2010)
      This is part of a case series. In 2003, Rob Carter, CIO of international express courier FedEx, launched the 'Six by Six' (6x6) IT transformation program: a major rationalization and centralization effort to improve FedEx's IT service delivery to its business partners. This teaching case deals with the 6x6 efforts made by the IT department for Europe, Middle East, Indian sub-continent and Africa (EMEA). The case focuses on two objectives of the 6x6 program: (a) creating a consistent IT environment, and (b) increasing delivery bandwidth to the business. Historically, FedEx Express in EMEA had granted high levels of empowerment to local business and IT people. Moreover, FedEx had always supported a 'can-do' mentality in both business and IT people. Consequently, the IT department was expected to keep the enterprise systems architecture resilient and supportive of longer-term enterprise growth, while keeping the IT development pipeline aligned with the often unpredictable stream of requests from empowered business constituents. The story begins in 2007, when a new Vice President (VP) for IT was appointed for the region. Part A deals with the IT department's efforts to set up a central systems architecture and IT resource estimation review process.
    • Fast Fish Eat Slow Fish: Business Transformation at Autogrill

      Geebels, Maarten; Van den Bergh, Joachim; Viaene, Stijn (2015)
    • Hello Bank. The birth of a mobile Bank

      Muylle, Steve; Viaene, Stijn (2015)
    • How IT enables Business Model innovation at the VDAB

      Viaene, Stijn; Broeckx, Saskia (2012)
      This case study invites students to discuss strategic value creation through the use of 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 CIO, 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. The case also asks students to reflect on the desired features of the IT organization, the ways in which IT might help the VDAB to co-create value with other labor market actors, and any issues the CIO and the CEO should discuss in the near future.
    • Innovating with career analytics and big data

      Viaene, Stijn; Danneels, Lieselot (2016)
    • IT enabled change: the TPI project at Philips

      De Graaf, Anouk; Vanhaverbeke, Wim (2001)
    • KBC's digital transformation: a cultural and people change (B)

      Verweire, Kurt; Viaene, Stijn; De Prins, Peter (2017)
      This is part of a case series. We follow Erik Luts, the responsible for Direct Channels at KBC Belgium. Together with Daniel Falque, CEO of KBC Belgium, and Johan Lema, Senior General Manager Customer Support Retail & Businesses, he has been working to get KBC ready for the digital age. They are leading an organisation-wide transformation to an omni-channel and customer-centric bank and insurance group, relying on new approaches to digitisation. Although the company has made significant progress with the execution of its strategy, there are still significant hurdles to be taken. One of the major hurdles is gaining acceptance of the strategy in the branches, still the main channel of the bank in Belgium.
    • KBC's digital transformation: a strategic response (A)

      Verweire, Kurt; Viaene, Stijn; De Prins, Peter (2017)
      This is part of a case series. We follow Erik Luts, the responsible for Direct Channels at KBC Belgium. Together with Daniel Falque, CEO of KBC Belgium, and Johan Lema, Senior General Manager Customer Support Retail & Businesses, he has been working to get KBC ready for the digital age. They are leading an organisation-wide transformation to an omni-channel and customer-centric bank and insurance group, relying on new approaches to digitisation. Although the company has made significant progress with the execution of its strategy, there are still significant hurdles to be taken. One of the major hurdles is gaining acceptance of the strategy in the branches, still the main channel of the bank in Belgium.