Business man writing VALUE CHAIN over the cloud with office background , business concept , business idea [shutterstock: 364841714, zaozaa19]

Business man writing VALUE CHAIN over the cloud with office background , business concept , business idea [shutterstock: 364841714, zaozaa19]

Digital value-chains

Joseph Reger is CTO at Fujitsu. He is well-known because his enlightening analyses give structure to the innovation processes of IT. The editor-in-chief of E-3, Peter Färbinger, spoke to him.

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Peter Färbinger: Digital transformation processes are virtually indispensable. But are these processes of a technical, organizational or business nature and what is our focus on – is it IT or the individual, in the form of the CEO, CFO, CIO, CTO, etc.?

Joseph Reger: Digitalization can be useful in many ways, but the new dimension is only really opened up by digital transformation. This innovation doesn‘t really transform contents and data, but rather the processes themselves. And this means all processes: technical, organizational or business processes. Subsequently – and often during this transformation – all the new or innovative processes are consolidated. And a new value chain evolves, which was previously considered to be impossible or unthinkable. Focus is not placed on people and certainly not on IT, but on the value chain, and innovation is the added value.

Färbinger: The IT that people need to manage the digital transformation process appears in many ways to be disruptive. How do we handle disruptive innovations?

Reger: IT – well, at least good IT – has always been disruptive. The best thing that can happen is for this good IT to become part of the innovation process. We should aim to no longer be able to determine which percentage IT is to have of the so-called disruption and which percentage the business innovation is to have. We could then call this innovative reshaping „radical, digital transformation“.

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Färbinger: Fujitsu puts people at the center of IT innovations. Can people be the center of a digital transformation process, or do they remain one of the many „means“ of implementing innovations?

Reger: What we at Fujitsu refer to as human centric innovation has two dimensions. On the one hand, we emphasize that the innovation activity and our innovation commitment is to benefit everyone – i.e. is aimed at people. And on the other hand, it emphasizes that this innovation should arise with the involvement of everyone if possible. We will then have more and better innovations. In our model the people are not instruments and do not implement anything, either. They are the objective and the means of the innovation. I think it‘s not possible to be more at the center of attention.

Färbinger: Dr. Reger, thank you for the interview.

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