Conclusions

Carlo Bagnoli (), Andrea Albarelli (), Stefano Biazzo (), Gianluca Biotto (), Giuseppe Roberto Marseglia (), Maurizio Massaro (), Matilde Messina (), Antonella Muraro () and Luca Troiano ()
Additional contact information
Carlo Bagnoli: Ca’ Foscari University of Venice, Department of Management
Andrea Albarelli: Ca’ Foscari University of Venice, Department of Environmental Sciences, Informatics and Statistics
Stefano Biazzo: University of Padua, Department of Management and Engineering
Gianluca Biotto: Strategy Innovation S.r.l.
Giuseppe Roberto Marseglia: University of Pavia
Maurizio Massaro: Department of Management, Ca’ Foscari University of Venice
Matilde Messina: Strategy Innovation S.r.l.
Antonella Muraro: Avanade Italy S.r.l.
Luca Troiano: Zeb Consulting S.r.l.

Chapter 5 in Digital Business Models for Industry 4.0, 2022, pp 241-268 from Springer

Abstract: Abstract The aim of this work is to analyse in depth the advent of the Fourth Industrial Revolution and how the technological advancements can be implemented into a company’s business model. The first chapter delves into the theory of strategic innovation, the sources of innovation, and the frameworks necessary in order to conduct strategic analysis. The first chapter also describes the Fourth Industrial Revolution, defining its features and attempting to classify its underlying technologies according to a few known frameworks. The chapter concludes by citing the main operational drivers of the new industrial revolution. The second chapter analyses each of the nine enabling technologies in detail, identifying the main advantages in terms of operational benefits. The tables show more systematically the intersection among technologies, operational benefits and operational drivers and how they are connected with each other. In the third chapter, the results previously described are evaluated according to a strategic vision, presenting the new business models characterizing Industry 4.0 and proposing a final comprehensive framework. The research showed that digital-first business models may improve the ability of firms to respond effectively to rapid changes within the business environment. The fourth and last chapter illustrates a real-world business case study and suggests an assessment process guiding companies through the choice of the optimal digital paradigms and the development of digital as well as competitive strategies.

Date: 2022
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DOI: 10.1007/978-3-030-97284-4_5

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