APPs Strategies

Application leaders of application strategy & architectures must learn to thrive in an era of continuous transformation.Get the comprehensive update you need to bring your application strategy and architecture strategy into the next decade. Covering the latest best practices for application architecture, development and integration as well as leading-edge insights on emerging technologies and practice (agile, product delivery, microservice, AI, BPM), this is the one best great conference where you can update your perspective on application strategies for next decade.

Data & Analytics

Leading organizations in every industry are wielding data and analytics as competitive weapons, operational accelerants and innovation catalysts.

New business models and sweeping technology change, including AI, are driving the need for a data and analytics-centric culture. Trust and ethics must be established and supported.

Data literacy is imperative. New behaviours and skills will be required. Creative thinking must be cultivated as a fundamental competency. Leaders must evolve their organizational culture by design to support and foster the creativity necessary to survive and thrive in these times of change.

Data & Analytics

Leading organizations in every industry are wielding data and analytics as competitive weapons, operational accelerants and innovation catalysts.

New business models and sweeping technology change, including AI, are driving the need for a data and analytics-centric culture. Trust and ethics must be established and supported.

Data literacy is imperative. New behaviours and skills will be required. Creative thinking must be cultivated as a fundamental competency. Leaders must evolve their organizational culture by design to support and foster the creativity necessary to survive and thrive in these times of change.

Data & Analytics

Leading organizations in every industry are wielding data and analytics as competitive weapons, operational accelerants and innovation catalysts.

New business models and sweeping technology change, including AI, are driving the need for a data and analytics-centric culture. Trust and ethics must be established and supported.

Data literacy is imperative. New behaviours and skills will be required. Creative thinking must be cultivated as a fundamental competency. Leaders must evolve their organizational culture by design to support and foster the creativity necessary to survive and thrive in these times of change.

Data & Analytics

Leading organizations in every industry are wielding data and analytics as competitive weapons, operational accelerants and innovation catalysts.

New business models and sweeping technology change, including AI, are driving the need for a data and analytics-centric culture. Trust and ethics must be established and supported.

Data literacy is imperative. New behaviours and skills will be required. Creative thinking must be cultivated as a fundamental competency. Leaders must evolve their organizational culture by design to support and foster the creativity necessary to survive and thrive in these times of change.

Digitale (R)Evolution

  • GEWINNUNG VON DATEN
  • Supply Chain – Integrierte Supply Chain über Unternehmensgrenze hinweg, Wertschöpfungsnetzwerke von Endkunden über Lieferanten bis zu Sublieferanten
  • Lager Management – Predictive Inventory Management – Wenn das Lager weiß, was es bald brauchen wird, Just-in-time Delivery
  • IOT in der Produktion – Sensordaten von Produktionsstraßen, Predictive Maintenance für Maschinen
  • Kommunikationskanäle zu Abnehmern und Lieferanten – Menschen, Maschinen

 

  • NUTZUNG VON DATEN
  • Verknüpfung von eigentlichem Produkt und ergänzenden datenbasierten Dienstleistungen zu neuen Angeboten, bspw. Kunde kauft nicht die Maschine, sondern abonniert Produktionskapazitäten, Manufacturing as a Service

 

  • MEHRWERTE VON DATEN
  • Neue Geschäftsfelder (den Nutzen zeitlich begrenzt zur Verfügung stellen anstatt das Produkt selbst zu verkaufen)
  • Höhere Kundenbindung, geringerer Wettbewerb durch ergänzende Mehrwerte
  • Weniger Ausfallzeiten durch rechtzeitige ermeidung von Fehlern, Störungen
  • Geringere Umrüstzeiten durch adaptive Produktionsplanung
  • Weniger Lagerhaltung durch vorausschauende Planung und real time Überwachung der vorgelagerten Wertschöpfungsstufen
  • Bessere Kundendienst durch real time Überwachung der Produktleistung (B2B vs. B2C)
  • Kürzere Innovationszyklen durch digitale Prototypen

Digital Revolution

GENERATING DATA

  • Supply Chain – Integrated supply chain extending beyond company boundaries, value-added networks from end customers and suppliers all the way to subcontractors
  • Inventory Management – Predictive inventory management; when the warehouse can predict its short-term needs, just-in-time delivery
  • IoT in the Production Area – Sensor data from production lines, predictive maintenance for machines
  • Communication Channels to Customers and Suppliers – People, machines

USING DATA

  • Link the core product and supplementary data-driven services to generate and offer innovative solutions, for example, customers lease production capacities instead of purchasing machines, manufacturing as a service

ADDING VALUE WITH DATA

  • New business opportunities (delivering a benefit for a limited time period instead of selling the physical product)
  • Increase customer loyalty and reduce competition by providing complimentary added value
  • Reduce downtime via timely prevention of errors or malfunctions
  • Shorter changeover times are driven by adaptive production planning
  • Reduced inventory levels with predictive planning and real-time monitoring of upstream value-added steps
  • Enhanced customer service is driven by real-time monitoring of product performance (B2B vs. B2C)
  • Shorter innovation cycles using digital prototypes

Be Tomorrows Disruptor

Every strategy must evolve to keep pace with future demands, but is your digital disruption strategy even ready to handle innovation challenges?

 

Being able to adapt or drive changes in the market through new business models is crucial to remain competitive.  However, the ability to effectively change the operating models is a harder task to manage.

 

Understanding this, leading organisations are now combining key capabilities into central transformation functions, tasked to streamline strategy execution.

 

Software AG has become a part of these journeys, by providing key business capabilities to support strategy execution. In this roundtable, we will share and discuss these stories and our vision on 21st-century business transformation.

Be Tomorrows Disruptor

Every strategy must evolve to keep pace with future demands, but is your digital disruption strategy even ready to handle innovation challenges?

 

Being able to adapt or drive changes in the market through new business models is crucial to remain competitive.  However, the ability to effectively change the operating models is a harder task to manage.

 

Understanding this, leading organisations are now combining key capabilities into central transformation functions, tasked to streamline strategy execution.

 

Software AG has become a part of these journeys, by providing key business capabilities to support strategy execution. In this roundtable, we will share and discuss these stories and our vision on 21st-century business transformation.

Digitale (R)Evolution

  • GEWINNUNG VON DATEN
  • Supply Chain – Integrierte Supply Chain über Unternehmensgrenze hinweg, Wertschöpfungsnetzwerke von Endkunden über Lieferanten bis zu Sublieferanten
  • Lager Management – Predictive Inventory Management – Wenn das Lager weiß, was es bald brauchen wird, Just-in-time Delivery
  • IOT in der Produktion – Sensordaten von Produktionsstraßen, Predictive Maintenance für Maschinen
  • Kommunikationskanäle zu Abnehmern und Lieferanten – Menschen, Maschinen

 

  • NUTZUNG VON DATEN
  • Verknüpfung von eigentlichem Produkt und ergänzenden datenbasierten Dienstleistungen zu neuen Angeboten, bspw. Kunde kauft nicht die Maschine, sondern abonniert Produktionskapazitäten, Manufacturing as a Service

 

  • MEHRWERTE VON DATEN
  • Neue Geschäftsfelder (den Nutzen zeitlich begrenzt zur Verfügung stellen anstatt das Produkt selbst zu verkaufen)
  • Höhere Kundenbindung, geringerer Wettbewerb durch ergänzende Mehrwerte
  • Weniger Ausfallzeiten durch rechtzeitige ermeidung von Fehlern, Störungen
  • Geringere Umrüstzeiten durch adaptive Produktionsplanung
  • Weniger Lagerhaltung durch vorausschauende Planung und real time Überwachung der vorgelagerten Wertschöpfungsstufen
  • Bessere Kundendienst durch real time Überwachung der Produktleistung (B2B vs. B2C)
  • Kürzere Innovationszyklen durch digitale Prototypen

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