Nils Labusch

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Labusch
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Nils
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    Item type:Publication,
    Method Support of Large-Scale Transformation in the Insurance Sector: Exploring Foundations
    (Springer, 2012-10-23)
    Labusch, Nils  
    ;
    Winter, Robert  
    ;
    Aier, Stephan  
    ;
    Ekstedt, Mathias
    ;
    Matthes, Florian
    Many enterprises need to handle programs that impose fundamental changes to the organization as well as the supporting IT systems. While general guidance for such transformations in form of methods, reference models, principles, etc. is available, the specific context of the insurance sector is often not considered. We conducted an interview series with informants from major European insurance companies to explore the specifics of enterprise transformation in the insurance sector. The results suggest amending existing transformation support methods by regarding transformation triggers, transformation program types and core techniques. E.g., transformations that deal with standardization, mergers and acquisitions and internal alignment are not sufficiently covered yet and techniques that deal with soft and social aspects of transformations are less visible in the insurance sector. Our findings create not only the basis for a wider survey to extend and validate initial findings, but also for comparing and discussing concrete enterprise transformation cases.
    Type:conference paper
    Journal:Lecture Notes in Business Information Processing
    Volume:Vol. 131
    DOI:10.1007/978-3-642-34163-2_4
    URI:https://www.alexandria.unisg.ch/handle/20.500.14171/90848
    Scopus© Citations 2
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    Item type:Publication,
    Management of Large-Scale Transformation Programs: State of the Practice and Future Potential
    (Springer, 2012-10-23)
    Lahrmann, Gerrit
    ;
    Labusch, Nils  
    ;
    Winter, Robert  
    ;
    Uhl, Axel
    ;
    Aier, Stephan  
    In addition to continuous, evolutionary optimizations, most enterprises also undergo revolutionary transformations from time to time. Knowledge about current corporate practice for coherent IT and business transformation is therefore very valuable. In this paper we present the results of an empirical study on the management of large-scale transformation programs that focuses on IT as much as business aspects. Companies that rate themselves as mature with regards to transformation management, assess certain transformation management components different than less mature companies. Cost reduction, revenue improvement, and agility improvement are the most relevant goals of transformation programs all these are business goals and not IT goals. Current state of the art transformation management can be classified into three approaches: Value-driven, ungoverned and change-driven. We found that no single management approach covers all these areas appropriately yet.
    Type:conference paper
    Volume:LNBIP 131
    DOI:10.1007/978-3-642-34163-2_15
    URI:https://www.alexandria.unisg.ch/handle/20.500.14171/90849
    Scopus© Citations 10