Innovations in information and communication technology (ICT) are driving both globalization and the change of value creation towards services. They are challenging companies to adapt their business model, organization and corporate culture continuously and simultaneously in order to stay competitive. An analysis of IBM's transformation over the past 50 years reveals the opportunities and risks associated with ICT innovations and illustrates that mastering professional change management will become a core issue for many companies.
After the crisis of the New Economy we are now undergoing a second, more severe crisis in this still young millennium with the financial crisis. While investigating common patterns it becomes clear that we -at individual, corporate, and even state level -have systematically overestimated chances and therefore underestimated the associated risks.At the time of the New Economy hype, the speed of changes in life and economy resulting from the development of the Internet was overestimated. This resulted in the fact that every start-up related to high-tech received the prediction of a golden future -without considering potential risks -and that by the IPO at the latest so much liquidity was provided that many start-ups without clear business prospects followed. We know the result of this exaggeration, especially made on the part of the capital market: Many shakeouts, massive price declines in world stock markets in particular in the field of technology, affecting all markets and resulting in a sharp increase in unemployment.The financial crisis, the consequences of which the world is suffering today, is also characterized by a non-sustainable, world-wide mismanagement of opportunities and risks. This time starring: The financial services sector, which -thanks to supposed diversification -constructed perfect returns for itself and its clients by means of structured financial securities such as ABS, MBS, CDOs, CDO2s, ABCPs, CDS until the unnoticed or at least severely neglected risks of these complex instruments were revealed and a massive economic downturn began, resulting in the heaviest decline of global trade and economic crisis since World War II.Although at first glance it seems somewhat premature to discuss the next crisis already now, it takes no visionary: It will definitely arise! And we believe that this crisis could not only affect individual sectors but the economy as a whole. This will happen when resource price increases escalate to trigger the next crisis: the faster energy and commodity prices fall now, the sooner the next crisis will occur, because: Ifas a result of low prices and financial problems arising from the financial crisis -investments in resource reduction, processing, conservation, and substitution remain undone, the risk of massive price increases and adjustment shocks will rise at the latest with the recovery of raw material requirements. This will bring the tender shoots of resurgent economy to its knees again -if we still have not managed to learn from the last crises so far.Let us, therefore, put the question of what can be done at an individual and at corporate level to avoid the next crisis hitting us as hard as the current one. What can companies do especially now in order not to suffer from the foreseeable future resource price crisis or even to be absorbed by it? What kind of necessary steps can be identified at state level to proactively prevent future crises, instead of -as we can currently observe -playing fire fighters in a capital-intensive manner when the buildings of econo...
Innovationen in der Informations-und Kommunikationstechnologie (IKT) treiben sowohl die Globalisierung als auch die Wandlung der Wertschöpfung in Richtung von Dienstleistungen voran. Sie stellen Unternehmen vor die Herausforderung, Geschäftsmodell, Organisation und Unternehmenskultur kontinuierlich und simultan anzupassen, um wettbewerbsfähig zu bleiben. Eine Analyse der Transformation der IBM über die letzten 50 Jahre offenbart die damit einhergehenden Chancen und Risiken und belegt, dass die Beherrschung professionellen Veränderungsmanagements für Unternehmen zu einem Kernthema werden wird.
Nach der Krise der New Economy durchleben wir mit der Finanzmarktkrise die zweite, noch wesentlich heftigere, Krise dieses noch jungen Jahrtausends. Bei der Untersuchung gemeinsamer Muster wird deutlich, dass wir -auf Individual-, Unternehmens-und auch staatlicher Ebene -systematisch Chancen überschätzt und damit einhergehend Risiken unterschätzt haben.Zu Stellen wir uns also die Frage, was auf individueller und auf Unternehmens-Ebene getan werden kann, dass uns die nächste Krise nicht genauso kalt erwischt wie die aktuelle. Was können insb. Unternehmen schon jetzt tun, um nicht unter der schon heute absehbaren künftigen Ressourcenpreiskrise zu leiden oder gar in ihr unterzugehen? Welche "to do"s lassen sich auf staatlicher Ebene identifizieren, um zukünf-tige Krisen proaktiv zu vermeiden, anstatt -wie aktuell zu beobachten -kapitalintensiv Feuerwehr spielen zu müssen, wenn das Wirtschaftsgebäude wieder lichterloh brennt? Und mit welchem Löschwasser -um im Bild zu bleiben -sollte dies angesichts der fünfstelligen Milliardenbeträge zur Bekämpfung der aktuellen Krise auch möglich sein? Und schließlich zu unserem Beitrag: Wie kann die Wirtschaftsinformatik all diese Akteure dabei unterstützen, sich gegen Folgekrisen wie die Ressourcenpreiskrise proaktiv zu immunisieren?
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