FAKULTET

ORGANIZACIJE SPIS 3
I INFORMATIKE Usklađivanje motiva za
usklađivanje poslovne i
Pavlinska 2 EST. 1962. IS/IT strategije
42 000 Varaždin
Hrvatska

Doc.dr.sc. Katarina Tomičić-Pupek

Fakultet organizacije i informatike, Varaždin

Sveučilište u Zagrebu
Uobičajeni poslovni model
Common Business Model

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Uobičajeni poslovni model – Očekivanja: Sve ide po planu
Common Business Model – Expectation: Business as Usual

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Uobičajeni poslovni model – disrupcija tipa „Opet nema torbe”
Common Business Model – Disruption Missplaced Baggage Issue

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 Uobičajeni poslovni model – disrupcija tipa „Opet nema torbe”
Common Business Model – Disruption Missplaced Baggage Issue
• Disrupcije tendiraju postati dio Uobičajenog poslovnog • Disruptions have the Potential to become
modela part of the Business as Usual Plan
• Upravljamo li mi iskustvom naših korisnika? Kako • Customer Experience vs Quality – Planes
unaprijediti kvalitetu usluge? cannot run faster, but what about
Customer Care?

Zanima li me kako
Lost & Found Office se Aviokompanija
We are very sorry that you and
your companions were not able to osjeća?
pick up your baggage upon
arriving in Genoa on June 17,
2018. We can imagine how
frustrating and exhausting that
must have been for you. Please
accept our apologies for any
inconvenience caused.
Vs.

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Uobičajeni poslovni model 2 – povezani letovi
Common Business Model 2 – Connecting Flights

Zračna luka 3

Zračna luka 2

Zračna luka 1

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Uobičajeni poslovni model 2 – disrupcija „propuštanje povezanog leta zbog kašnjenja”
Common Business Model 2 – Connecting Flight Missed

Propušten let

Zračna luka 3

Zračna luka 2
promjena plana
leta

Zračna luka 1

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Uobičajeni poslovni model 2 – disrupcija „propuštanje povezanog leta zbog kašnjenja”
Common Business Model 2 – Connecting Flight Missed

Povezani let ćete

propustiti…

Zračna luka 3

Zračna luka 2

Zračna luka 1

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Uobičajeni poslovni model 2 – disrupcija „propuštanje povezanog leta zbog kašnjenja”
Common Business Model 2 – Connecting Flight Missed

• Izazovi ili prilike – kako za koga! • Challenges or New Opportunities?

• Jesu li naši tržišni takmaci agilniji od
nas?
• Hoće li se pojaviti nove usluge (već
jesu ☺ )
• Koje kompetencije trebaju imati naši
zaposlenici?
• Digitalne tehnologije mogu pomoći,
ali naglasak je na njihovom
pametnom korištenju!
• More agile Competitors
• New Services
• New Competencies to deliver
Services….
• Digital Technologies are available…
but it’s not all about technologies!

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 Dostupnost – 24/7
Availability – 24/7
Task and/or role recommender…

Rad u back officu

mora biti
usklađen i to ne
samo PRIVIDNO!

abc@
SMS Social www… mail...
Media chatbot

Help desk

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 Kaskadiranje promjena kroz sve organizacijske cjeline
Cascading changes between front and back office
• Brzina i dostupnost informacija, automatizirani
tijek izvedbe procesa i komunikacijske platforme
• Prevencija i korekcija disrupcija u
automatiziranom tijeku procesa…
…Dodjeljivanje zadataka, raspoređivanje
odgovornosti i opterećenja, upravljanje ulogama…
• Značaj novih kompetencija i vještina potrebnih za
prevenciju i korekciju disrupcija…
• Rutinske aktivnosti – automatizirani tijek
izvedbe procesa
• Disrupcije aktivnosti – kognitivna rješenja,
fleksibilnost u donošenju odluka,
intervencija u slučaju kritičnih faktora
ostvarenja misije
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• How fast and how public do we
communicate?Automated Processes
and multiple/omnichannel
communication
• Managing disruptions in automated
workflow: Importance of …
…Task allocation, workload
assignments, role recommender…
• Significance of new Competencies &
Skills needed to handle Disruptions…
• Routined activites – automated
workflow
• Disrupted activities – cognitive
solutions, decisional flexibility,
mission-critical intervention
A. Osterwalder

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 Published papers by industry
0 10 20 30 40 50 60 70 80

Computer Science

Business, Management and Accounting

Engineering

Social Sciences Insights about

Decision Sciences
publications related to
Economics, Econometrics and Finance

Medicine
„Digital transformation”
Environmental Science by industry
Materials Science

Mathematics

Energy

Arts and Humanities

Chemical Engineering

Earth and Planetary Sciences

Pharmacology, Toxicology and Pharmaceutics

Chemistry

Physics and Astronomy

Biochemistry, Genetics and Molecular Biology

Dentistry

Health Professions

Immunology and Microbiology

Psychology

Veterinary

Undefined
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 Key determinants of digital transformation
The analysis of identified scopes, pillars and areas of methodologies used to
assess DT made it possible to identify the convergence by key determinants of
digital maturity:
a) Strategy orientation – vision, management, leadership
b) Customer centricity – monitoring of customers' experiences, prediction of their
needs
c) ICT and process infrastructure – ICT resources, management of business
processes
d) Talent, capability and capacity strengthening – culture of permanent
investment in new skills, knowledge and capacities
e) Innovation culture and organizational commitment – commitment to
organizational culture, innovation culture and organizational factors.

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 Kontakt:
Doc.dr.sc. Katarina Tomičić-Pupek

Fakultet organizacije i informatike, Varaždin,

Sveučilište u Zagrebu
katarina.tomicic@foi.hr

www.interreg-danube.eu/digitrans
facebook.com/digitransEU
#DigitransEU
bit.ly/digitransme
This work by the DIGITRANS project is licensed under the
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License. To view a copy of this license,
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The European Commission support for the production of this publication does not constitute an endorsement of the contents which
reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the
information contained therein.
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