Gerhard Gudergan
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Institute
Innovationskraft Campus
(2024)
With the Aachen PPC model and the reference models of service and maintenance, the FIR has set standards in the past which provide the basis for an efficient processing of orders in both production and services within manufacturing industries and maintenance. In the course of advancing those reference models efficient transaction of business processes in production and service has reached a state that is essential for customer oriented and efficient transaction of processes today.
Responsible AI Framework
(2025)
The success of digital transformation initiatives relies heavily on effective digital leadership, which requires a blend of human-centric traits and technical expertise. While digital technologies enable transformation, organizations must develop leaders with the skills to navigate the complexities of change, foster innovation, and align strategies with organizational goals. Despite the growing importance of digital leadership, there is a lack of standardized, validated tools to measure and assess digital leadership competencies systematically. This study introduces the Digital Leadership Scale (DLS), a validated self-assessment tool designed to measure a leader’s ability across seven human-centric dimensions essential for digital transformation: Positive Attitude, Ethical AI Use, Growth Mindset, Track Record, Transparent Agenda, Skills Acquisition, and Participative Style. The DLS serves as a practical tool for leaders to engage in self-reflection, identify strengths and development areas, and adopt personalized learning strategies. Organizations can leverage this scale to cultivate a digitally proficient workforce and foster leadership capabilities aligned with digital transformation success.
Literature is silent on whether the impact of dynamic capabilities (DCs) on transformative efforts towards servitization is hampered by manufacturers’ exploitative quality management (QM) employed to improve production efficiencies. Based on theoretical and empirical insights about 60 manufacturers this paper offers propositions on this question and a nuanced appreciation of the conflicts and barriers manufacturers face to effectively use DCs to servitize. It shows that DCs strengthen manufacturers’ customer solution capabilities and service resources. However, although directly improving their service resources, exploitative QM weakens the positive impact of DCs on such resources, yet without necessarily affecting customer solution capabilities. Hence, manufacturers’ use of exploitative QM can bolster their service resources yet concurrently reduce the impact of their transformative efforts towards servitization. The paper also delves into the tensions that can arise between the equipment and service parts of a manufacturing organisation and proposes managerial guidance on how to address them.
Artificial intelligence (AI) applications are taking the world by storm. Yet increasingly, these solutions are coming under fire as being “biased”. This presentation describes the actions taken by three successful digital leaders to overcome this issue and ensure that the resulting decision information is fair and explainable. Their advice is part of a much larger study we have conducted to understand the actions “digitally mature” organizations take to separate themselves from “digitally developing” companies. The goal of our studies is to help digitally developing organizations ― the great majority ― catch up.
Assessing Digital Leadership
(2023)
Digital leaders play a pivotal role in the success of digital transformation initiatives. They increase the confidence of their organizations during these often risky and disruptive transitions. The most pressing question is how they can lead their companies into a future that is continually shaped by digital innovations. Several methods for effective leadership have been theorized in the past, and many of them have been profoundly substantiated and used in corporate practice. But digital leadership demands a certain set of new dimensions ― both human traits and technical skills ― to meet the challenges of the digital age. These include the concepts of growth mindset, ethical AI, and data focus, among others.
Currently, there is no reliable scale to identify and measure key digital leadership dimensions. Therefore, in this article, we present our efforts toward developing a reliable scale to measure the human dimensions of successful digital leaders. It lays the foundation for a self-assessment tool, which inspires leaders to reflect and improve upon aspects of their leadership necessary to digitally transform their businesses.
