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4 Items
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IT Management Ashok Leyland: Embarking Upon New Age Digital Technologies (Case B)
Ashok Leyland (AL), the automotive arm of the conglomerate Hinduja Group of India, was among the world’s leading manufacturers of commercial vehicles. Venkatesh Natarajan, President of IT and Chief Digital Officer at AL, had actively led AL’s digital transformation movement for over a decade.
The case study “Embarking on New Age Digital Technologies (Case B)” is set in March 2022. Following the events of Case A— “Leveraging Digital Twins for Business Model Innovation,” it leaves the reader pondering how organizations manage change across their value chain. How can organizations prioritize digital interventions? Why do organizations need to create a digital mindset? How can new age technologies reduce the time taken for decision-making while maintaining the cost competitiveness of products and services?
Learning Objectives:
Understand how organizations align their digital transformation vision with the organization’s vision.
- Understand the concept of a digital twin and identify its business benefits.
- Understand how digital transformation helps create business model innovation.
- Understand how organizations manage change at the enterprise level by creating a digital mindset.
- What other organizations can learn from AL’s digital transformation journey.
- Understand how organizations can derive business benefits from monetizing data.
Published: Sep 30, 2024₹399.00 -
Strategy Ashok Leyland: Leveraging Digital Twins for Business Model Innovation (Case A)
Ashok Leyland (AL), the automotive arm of the conglomerate Hinduja Group of India, was among the world’s leading manufacturers of commercial vehicles. Venkatesh Natarajan, President of IT and Chief Digital Officer at AL, had actively led AL’s digital transformation movement for over a decade.
The case study “Leveraging Digital Twins for Business Model Innovation (Case A)” is set in January 2022. Natarajan reflected on AL’s digital transformation journey while addressing the “Future of Factories” summit in Chennai. He highlighted AL’s progress in the domain of Commercial and Connected Vehicles and described how AL transitioned from a product organization to a services-led, data-driven organization. He narrated how AL leveraged digital technologies to ensure its future readiness and mitigate turbulence in the business environment during the COVID-19 pandemic. Toward this end, AL created digital twins, which led to a plethora of business cases. The case study prompts the reader to consider whether connected vehicles could be translated to a higher share of wallet from the customer. Could this help amplify the returns from vehicle sales?
Learning Objectives:
Understand how organizations align their digital transformation vision with the organization’s vision.
- Understand the concept of a digital twin and identify its business benefits.
- Understand how digital transformation helps create business model innovation.
- Understand how organizations manage change at the enterprise level by creating a digital mindset.
- What other organizations can learn from AL’s digital transformation journey.
- Understand how organizations can derive business benefits from monetizing data.
Published: Sep 30, 2024₹399.00 -
IT Management Schneider Electric's India Smart Factory: Creating a Sustainable Value Chain (A)
The year was 2021. At his Gurugram office in Haryana, India, Anil Chaudhry, Zone President and Managing Director of Schneider Electric India Private Limited (SEIPL), sat working on his keynote address for a conference. He had been invited to present a globally relevant business case on energy-efficient practices for digital transformation and their application in the larger business ecosystem. SEIPL was a subsidiary of Schneider Electric (SE). The French industrial giant SE was a global leader in energy management and industrial automation and delivered solutions spanning hardware, software, and services. SE was also among the Fortune Global 500. Chaudhry was keen on showcasing the company's success in implementing digital transformation. The SE audit team found that SEIPL's Hyderabad factory (in Telangana) pioneered automated tools in 2016 when terms such as "Industry 4.0" and "digitalization" were thin on the ground. The factory successfully converted a brownfield facility into a smart factory in 2019, implementing EcoStruxure, a platform for accelerating digital transformation.Chaudhry had to address multiple questions based on the learnings and takeaways from the implementation at Hyderabad: Why did the need for creating a smart factory arise? How did this lead to digital transformation across the value chain? Were such implementations scalable? Could other industry players replicate this success by converting their non-IIoT -enabled facilities into smart factories? What aspects did organizations need to focus on while planning for such a transformation?
Learning Objectives
- (a) Study digital transformation in transitioning from a fragmented value chain to an extended enterprise, (b) Establish the importance of Industry
- 4.0, focusing on decarbonization and sustainability, (c) Understand how different members in the value chain derive business benefits by deploying Industry
- 4.0, (d) Identify organizational capabilities that act as enablers of digital transformation, (e) Understand what other organizations can learn from a globally recognized success story.
Published: Mar 31, 2024₹399.00 -
IT Management Schneider Electric's India Smart Factory: Creating a Sustainable Value Chain (Abridged)
The year was 2021. At his Gurugram office in Haryana, India, Anil Chaudhry, Zone President and Managing Director of Schneider Electric India Private Limited (SEIPL), sat working on his keynote address for a conference. He had been invited to present a globally relevant business case on energy-efficient practices for digital transformation and their application in the larger business ecosystem. SEIPL was a subsidiary of Schneider Electric (SE). The French industrial giant SE was a global leader in energy management and industrial automation and delivered solutions spanning hardware, software, and services. SE was also among the Fortune Global 500. Chaudhry was keen on showcasing the company's success in implementing digital transformation. The SE audit team found that SEIPL's Hyderabad factory (in Telangana) pioneered automated tools in 2016 when terms such as "Industry 4.0" and "digitalization" were thin on the ground. The factory successfully converted a brownfield facility into a smart factory in 2019, implementing EcoStruxure, a platform for accelerating digital transformation. Chaudhry had to address multiple questions based on the learnings and takeaways from the implementation at Hyderabad: Why did the need for creating a smart factory arise? How did this lead to digital transformation across the value chain? Were such implementations scalable? Could other industry players replicate this success by converting their non-IIoT -enabled facilities into smart factories? What aspects did organizations need to focus on while planning for such a transformation?
Learning Objectives
(a) Study digital transformation in transitioning from a fragmented value chain to an extended enterprise, (b) Establish the importance of Industry
4.0, focusing on decarbonization and sustainability, (c) Understand how different members in the value chain derive business benefits by deploying Industry
4.0, (d) Identify organizational capabilities that act as enablers of digital transformation, (e) Understand what other organizations can learn from a globally recognized success story.
Learn MorePublished: Mar 31, 2024₹399.00
4 Items
- Author Chandan Chowdhury Remove This Item