Edtech companies are in a nascent, complex industry and face two broad challenges, (1) finding a viable business model and (2) catering to a multitude of stakeholders. Addressing the empirical gap, a practice-oriented case study was conducted. The authors apply a value network perspective and the dynamic capability framework to understand their interplay and impact on a company’s business model innovation. The purpose of the study, therefore, is to investigate how one edtech company devised and developed its business model to continuously create, capture, and deliver value for, and in collaboration with, its value network. The analysis confirms that both, the value network and the dynamic capabilities of an edtech company play an essential role in driving business model innovation. Paradoxically, the more the value network expands, the more the changes driving business model innovation stem from within the company. The authors attribute this finding to the fact that by continuously interacting with [sensing] the value network, companies develop and hone dynamic capabilities. 

As Kaidalova Julia, Sandkuhl Kurt and Seigerroth Ulf state in the first article “How Digital Transformation affects Enterprise Architecture Management – a case study”, Internet of Things (IoT), machine learning, cyber-physical systems and other recent technological innovations offer new opportunities for enterprises in the context of Digital Transformation but also cause new challenges for Enterprise Architecture Management (EAM), which traditionally deals with enterprise - Information Technology (IT) planning and coordination. Based on an industrial case of a power garden products manufacturer that is exploring potentials and facing challenges in Digital Transformation, this article investigates the integration of product-IT into EAM. Product-IT includes the embedded IT-systems in physical products and services, components for operations, maintenance or evaluation purposes. In this article the authors discuss product-IT and enterprise-IT integration in the context of EAM observed in the industrial practice.

The second article, “Decision-making to switch your ERP system: empirical Japanese evidence”, is authored by Tingting Huang. A considerable research gap in the ERP (Enterprise Resource Planning) decline stage remains. Not only limited empirical evidence is found to support the decline stage, but also, the existence of this stage is not acknowledged by the majority. On the other hand, because that the decline stage is short of theory and data support, organizations which are or will be at this stage might have little help to deal with might happen. This research aims at presenting a practical decision model for organizations facing ERP switching/reversion. The process model of Rasmussen’s Cognitive Control of Decision Processes was adopted as the theory lens to construct the decision model. Based on the survey results from eighteen organizations, a descriptive model - the A2O model - is proposed. This research fulfils the blank in the ERP life cycle, provides the empirical supports on exploring the critical issues, and enlightens vendors and consultants on product development and customer service.

Coordination of teams is critical when managing large programmes that involve multiple teams. In large-scale software development, work is carried out simultaneously by many developers and development teams. Results are delivered frequently and iteratively, which requires coordination on different levels, e.g., the programme, project, and team levels. Prior studies of knowledge work indicate that such work relies heavily on coordination through "personal" modes such as mutual adjustment between individuals or through scheduled or unscheduled meetings. In agile software development processes, principles and work structures emerge during the project and are not  predetermined. The third article “To schedule or not to schedule? An investigation of meetings as an inter-team coordination mechanism in largescale agile software development”, authored by Nils Brede Moe, Torgeir Dingsøyr and Knut Rolland, studies how coordination through scheduled and unscheduled meetings changes over time in two large software development programmes relying on agile methods. The findings include transitions from scheduled to unscheduled meetings and from unscheduled to scheduled meetings. The transitions have been initiated both bottom-up and top-down in the programme organizations. The main implication is that programme management needs to be sensitive to the vital importance of coordination and the coordination needs as they change over time. 

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The 2017 global telecommunications study has been conducted by EY to monitor and evaluate the evolving views of leaders across the global telecommunications industry. This latest survey forms part of EY’s ongoing series of global telecommunications studies. Based on in-depth conversations with industry leaders worldwide, the resulting insights help us to assess the current state and future state of this rapidly changing sector. Our 2017 survey drills down into perspectives from the industry’s CIO and CTO community in order to explore the role of IT and networks and to examine how this is supporting long-term digital transformation. We conducted 39 in-depth interviews with participants from 36 organizations, supported by insights and analysis from EY’s sector professionals and secondary research sources. The 36 organizations taking part this year account for annual revenue of US$421 billion and an aggregate market capitalization of US$603 billion. 

The Brookings Institute described a 100-year gap, the century it will take for the world’s poor children to achieve educational parity with the wealthy at today’s pace. Neither our world nor those learners can wait that long: We must find ways to close that gap quickly and efficiently, to allow all learners, educators, and educational systems to realize their full potential.

In pursuit of this goal, Omidyar Network’s Education initiative began in 2009 to invest in education innovations with such “leapfrog” potential and in 2014, specifically focused some of our investments on interventions powered by technology. Omidyar Network has since invested more than US $150 million in promising global innovations in education across four continents.

Our efforts have been inspired by public, private, and social sector education leaders, including bold entrepreneurs, who are unleashing the human potential of a generation of learners through “Equitable EdTech.” We have witnessed that Equitable EdTech models can bring students from several years behind to on grade level, while also supporting teachers and shifting the norm from teacher-centered instruction to student-centered learning. We are therefore hopeful that the power of technology, when thoughtfully employed, can serve as a great equalizer in delivering quality education.

By enabling ubiquitous access and personalization, Equitable EdTech can close the gap for students while also empowering teachers to be more effective, especially when there is lack of access to highquality schools, high-quality teacher training, rigorous curriculum, or appropriate interventions. Additionally, recent evidence demonstrates that these models can be both highly impactful and cost-effective.​ 

준수경쟁의 목표는 고객의 신뢰

GDPR(일반 데이터 보호 규제)가 드디어 시행되었다. 대책은 끝났는가?

소비자는 GDPR 기대

오늘날의 소비자는 개인정보가 기업에 있어서 큰 가치를 갖는다는 것을 이해한다. 또, 온라인에서의 체험은 기업이 수집한 개인정보에 근거해 개인 맞춤화 되고 있는 것도 알고 있다. 실제로 소비자들은 일반인을 위한 체험보다는 자신에게 맞는 맞춤형 체험을 선호한다.

Accenture사가 2018년에 실시한 조사에 따르면, 1.91%의 소비자들이 자신을 기억하고 인식하여 관련 상품이나 추천을 해주는 온라인 쇼핑몰에서 쇼핑을 하고 싶다고 응답했다.

한편, 소비자가 허용하는 개인 맞춤화에는 한도가 있다. 소비자는 명확함이나 성실함이 부족한 마케팅이나 개인정보 취급에 경계심을 강하게 하고 있다. 즉, 불쾌감을 가지고 있는 것이다.​ 

(중략)

기업은 준비 부족

2018년 5월 25일에 GDPR가 시행되었지만, 많은 기업은 그 대책을 아직 마련하지 못하고 있다. CMO Council사가 2018년 지난 4월에 공개한 보고서에 따르면 2,54%의 기업이 GDPR 컴플라이언스에 대한 대처를 시작한 지 얼마 안 됐거나 계획을 세우지 않았다고 응답했다.

준비가 부족한 기업에서는 준수 위반이 발각되면, 2,000만 유로 또는 전세계에서의 연간 매상고의 4%중 어느쪽이든 고액의 분이라고 하는 제재금이 부과될 우려가 있다. 또한 GDPR 감독기관으로부터 무기한 개인정보 취급을 동결하거나 소비자로부터 집단소송을 당할 위험이 있으며, 이로 인해 기업의 신용을 크게 손상시킬 우려가 있다.​