Holistic Business Model Transformation: Systematic Process Digitization with the Support of the MITO Method Tool

Preface
Contents
List of Figures
1: Introduction
	1.1	 Management Summary
	1.2	 MITO Model Links Process Management Top-Five Structure and Top-Ten Design Core Statements
	1.3	 MITO Model Scaling and Integration
	1.4	 Cloud-Based Business Model Platform Development
2: Systematic Business Model Development and Design
	2.1	 Holistic Business Model Change Management
	2.2	 MITO Business Model Description
	2.3	 Business Model-7 W Basic Question Description
	2.4	 7 W Basic Question Answering with the MITO Method Tool
		2.4.1	 Answers to the Basic Question 1 “Why? (Meaningfulness/Purpose)
		2.4.2	 Answers to Basic Question 2 “Who?” (Customer Value Proposition)
		2.4.3	 Answers to Basic Question 3 “What?” (What Products and Services)
		2.4.4	 Answers to Basic Question 4 “How?” (Which Processes with Which Roles?)
		2.4.5	 Answers to Basic Question 5 “With What?” (What Resources, Staff and Infrastructure?)
		2.4.6	 Answers to Basic Question 6 “With Whom?” (Which Partners and Suppliers?)
		2.4.7	 Answers to Basic Question 7 “How Much?” (Revenue Model)
	2.5	 MITO Business Model-Related Corporate Goal, Strategy and Action Requirement Analyses
	2.6	 Systematic Business Model Change Analysis
	2.7	 MITO Tool-Supported Requirements Analyses
	2.8	 MITO-Supported Mission Statement Development as a Basis
	2.9	 Business Model Segment-Related Target Derivation
	2.10	 Goal and Strategy Implementation Via the BSC Model
	2.11	 MITO-Supported Company Structure Analyses
	2.12	 Business Model Strategy Derivation
	2.13	 Implementation of Competitive Strategies by GMS
	2.14	 Strategic Business Planning
	2.15	 Networked Initiatives for MITO Business Model Target and Strategy Implementation
3: Systematic Process Organization Development and Design
	3.1	 MITO Model-Related Process Anchoring Control Loop
	3.2	 Characteristics of Function- and Process-Oriented Organisational Development
	3.3	 Role-Based Process Organisation Structure and Design
	3.4	 Implementation of an Integrated Process Organization
	3.5	 Hierarchical Process and Task Distribution Within the MITO Control Loop Model
	3.6	 Starting Points for the Implementation of Process Orientation in the Organisation 4.0 Concept
	3.7	 Process-Related Organizational Structure: Quantity Structure Analysis
	3.8	 Process Map Creation
	3.9	 Process Connector and Interface Description
	3.10	 Systematic Interface Reduction with the MITO Method Tool
	3.11	 Process Design Priorities for Change
	3.12	 Mito Tool-Based Standardisation Analysis
	3.13	 MITO Tool-Supported Value Stream Target Evaluation
	3.14	 Systematic Process Potential Analyses
	3.15	 Process Design Tasks in Shop Floor Management
	3.16	 MITO Method Tool Supported Process Failure Mode and Effect Analysis (PFMEA)
	3.17	 MITO Tool-Supported Design of Work Systems According to DIN EN ISO 6358-2016
4: Method-Based Integrated Process-Related Leadership and Management System Development
	4.1	 Balanced End-to-End Business Model-Target System Implementation
	4.2	 Cybernetic Management and Control System Structure
	4.3	 Interaction of the MITO Organisational Subsystems
	4.4	 Overall Conception of the Process-Oriented Management and Leadership System
	4.5	 End-to-End Target Agreement Process
	4.6	 MITO-BSC Targets in the Management System
	4.7	 Consistent BSC-Target-Key Figure Linkage in the Horizontal Value Chain
	4.8	 Contemporary Target Indicators for Employee Appraisal
	4.9	 Role-Based Employee Qualification
	4.10	 Implementation of Integrated Management Systems (IMS) as Further Management Instruments of the Management and Leadership System
	4.11	 Integrated Management System Activity Matrix
	4.12	 Role-Based Process Description Is the Basis for the Introduction of Integrated Management Systems (IMS)
	4.13	 Systematic Process-Oriented QM System Implementation According to DIN EN ISO 9001:2015
	4.14	 Process Organisation Facilitates the Application of Agile Principles
	4.15	 MITO Method-Tool-Supported Design Thinking
5: Systematic Digitisation Master Plan Development and Implementation
	5.1	 Connectivity and Interoperability Requirements for the Digital Business Platform
	5.2	 Digitisation Master Plan Implementation Steps
	5.3	 MITO Model-Related Digital Target System
	5.4	 Digital Master Plan Implementation in 3 Steps
	5.5	 Answering the Digital Business Model 7 W Core Questions
	5.6	 MITO Model-Related Value Contributions of a Digital Business Platform
	5.7	 Business Model Innovation Mapping as a New Strategic Approach
	5.8	 Basic Description of the Digitisation Components Within the MITO Business Model Elements
		5.8.1	 Process Digitization Statements in the MITO Leadership Segment
			5.8.1.1	 Cloud Computing
			5.8.1.2	 On Premises
			5.8.1.3	 Internet
			5.8.1.4	 World Wide Web
			5.8.1.5	 Hypertext
			5.8.1.6	 Electronic Mail
			5.8.1.7	 Intranet
			5.8.1.8	 Internet of Things (IoT)
			5.8.1.9	 IT Data Networks
			5.8.1.10	 Transaction and Data-Oriented Business Platform
		5.8.2	 Process Digitisation Core Statements in the MITO Input Segment
			5.8.2.1	 Enterprise Mobility, Work Place
			5.8.2.2	 Smart Devices
			5.8.2.3	 eLearning Platform
			5.8.2.4	 Gamification
			5.8.2.5	 Use Case Description
			5.8.2.6	 VR/AR Technologies
			5.8.2.7	 Wearables
		5.8.3	 Process Digitisation Core Statements in the MITO Transformation Process
			5.8.3.1	 MES
			5.8.3.2	 Digital Twin
			5.8.3.3	 3D Models
			5.8.3.4	 RFID
			5.8.3.5	 Business Intelligence (BI)
			5.8.3.6	 Smart Data
			5.8.3.7	 Process Mining
			5.8.3.8	 Deep Learning
			5.8.3.9	 Artificial Intelligence (AI)
			5.8.3.10	 Machine Learning (ML)
			5.8.3.11	 Industrial Robots
		5.8.4	 Process Digitisation Core Statements in the MITO Output Segment
			5.8.4.1	 Smart Products and Services
			5.8.4.2	 Social Business/Shop Function
			5.8.4.3	 Telematics Solutions (Logistics)
		5.8.5	 Process Digitisation Core Statements in the MITO Line Segment
			5.8.5.1	 Dashboard
			5.8.5.2	 Blockchain Technology
			5.8.5.3	 Content Management System (CMS)
			5.8.5.4	 CMS Repository Content
			5.8.5.5	 Document Management Systems (DMS)
			5.8.5.6	 MITO Tool-Supported Digitisation Strategy Component Selection
	5.9	 Systematic Digitisation Strategy Derivation
	5.10	 Digitisation Guideline Development
	5.11	 Digital Business Platform Enables Horizontal and Vertical Process Networking
	5.12	 Process-Oriented Implementation of the Digitisation Strategy
	5.13	 MITO Digitisation Components Risk Analysis
	5.14	 MITO-Supported: IT Application Linkage Needs Analysis
		5.14.1	 MITO-Supported IT Application Linkage Analysis Example
	5.15	 Role-Based Use Case Description
	5.16	 MITO Model-Related Digitisation Benefit Analysis
	5.17	 MITO Tool-Based Implementation Assessment of the Process Digitisation Master Plan
6: Method-Based Good Governance Implementation
	6.1	 Systematic Process Governance Evaluation
	6.2	 Systematic Risk Governance Assessment
	6.3	 Systematic Compliance Management System Auditing
	6.4	 Systematic Implementation of an Audit on Mental Stress
	6.5	 Systematic Risk Analysis Audit
	6.6	 Systematic Sustainability Management Audit
	6.7	 Systematic Business Model Maturity Assessments
7: Summary
References