Patterns for Resilient Value Creation: Perspective of the German Electrical Industry during the COVID-19 Pandemic
Abstract
:1. Introduction
1.1. Motivation
1.2. Academic Relevance: Contributions to Systems Engineering and Sustainable Development
1.3. Industrial Relevance: Impacts of the COVID-19 Crisis on the Electrical Industry
2. Literature Review
2.1. Resilient Value Creation
2.2. Business Models and Business Model Patterns
3. Methodology
4. Results and Validation
4.1. Results
4.2. Validation
5. Discussion and Future Recommendations
6. Conclusions and Outlook
Supplementary Materials
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Acknowledgments
Conflicts of Interest
References
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Objective | Brief Explanation | Number of Patterns |
---|---|---|
Adapt and align leadership | All changes which are necessary in the leadership style of the organization and the strategic orientation. | 10 |
Anticipate change in customer demand | Identify at an early stage how customer needs and distribution channels are changing, e.g., towards digital sales. | 10 |
Anticipate moment of rebound | Identify early on when the disturbance is over, and then prepare accordingly to ensure a smooth and fast ramping-up of operations. | 6 |
Create awareness on different scenarios and risks | Facilitate better understanding about the occurrence and effects of possible adverse events, as well as feasible countermeasures. | 12 |
Design a flexible system | Create a system and its components, be it individual organizations, supply chain or technical systems, to be easily modified. | 10 |
Empower people and create culture | Build competencies and motivation to create a higher individual resilience, as well as facilitate a cultural framework in which people can act resiliently. | 5 |
Enable agile actions | Facilitate quick and easy response to any changes when necessary. | 8 |
Ensure employees’ safety (in a health crisis) | Guarantee the physical and emotional wellbeing of the employees, especially in a health crisis. | 8 |
Ensure liquidity | Stay on top of finances to have sufficient cash available or be able to convert assets quickly into cash. | 15 |
Identify revenue opportunities | Question product and service listing and reorganize if necessary. | 6 |
Increase robustness | Create stability and reduce vulnerability to severe impacts by increasing redundancy and diversity. | 6 |
Increase transparency of the value creation system | Share information with suppliers and collect information, e.g., by “control towers”, and create visibility of material stocks. | 5 |
Use digital processes and work tools | Digitalize the complete system from E2E, and use digital tools to support employees. The basis is IT security, which is a top priority. | 9 |
Total | 110 |
Objective | Resilience Phases | ||
---|---|---|---|
Number of Patterns in Anticipation Phase | Number of Patterns in Coping Phase | Number of Patterns in Adaption Phase | |
Increase transparency of the value creation system | 3 | 3 | 2 |
Increase robustness | 6 | 2 | - |
Create awareness on different scenarios and risks | 10 | 4 | 4 |
Design a flexible system | 6 | 4 | 5 |
Empower people and create culture | 2 | 4 | 4 |
Enable agile actions | 4 | 6 | 1 |
Ensure employees’ safety (in a health crisis) | - | 7 | 1 |
Ensure liquidity | 2 | 12 | 6 |
Adapt and align leadership | 4 | 7 | 3 |
Anticipate change in customer demand | 2 | 9 | 3 |
Use digital processes and work tools | 7 | 4 | 9 |
Identify revenue opportunities | - | 3 | 4 |
Anticipate moment of rebound | - | - | 6 |
Total | 47 | 65 | 48 |
Business Model Element | Number of Patterns |
---|---|
Meta | 16 |
Key Partners | 23 |
Key Activities | 28 |
Key Resources | 52 |
Value Proposition | 9 |
Customer Relationships | 5 |
Channels | 9 |
Customer Segments | 8 |
Cost Structure | 17 |
Revenue Streams | 12 |
Characteristic of Electrical Industry and Relevance for Resilience | Related Resilience Objectives | Related Business Model Elements | Resulting Focus for Resilience Patterns (Reference for Pattern ID in Supplementary Table S1) |
---|---|---|---|
Mainly B2B-oriented: long-term and more rational business relationships but limited overview of quickly changing end-user markets |
|
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High share of turnover with capital goods: higher susceptibility to delayed investments by customers |
|
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High portion of digital products and services: ability to support customers’ increased transparency and flexibility needs to address crises |
|
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High degree of innovation: ability to realize new technologies and applications for changing needs |
|
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High number of SME: faster reaction capability but limited financial and personnel redundancies |
|
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Highly globally connected supply chains with limited supply alternatives: higher susceptibility to impairments, even locally. |
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Neumann, K.; van Erp, T.; Steinhöfel, E.; Sieckmann, F.; Kohl, H. Patterns for Resilient Value Creation: Perspective of the German Electrical Industry during the COVID-19 Pandemic. Sustainability 2021, 13, 6090. https://doi.org/10.3390/su13116090
Neumann K, van Erp T, Steinhöfel E, Sieckmann F, Kohl H. Patterns for Resilient Value Creation: Perspective of the German Electrical Industry during the COVID-19 Pandemic. Sustainability. 2021; 13(11):6090. https://doi.org/10.3390/su13116090
Chicago/Turabian StyleNeumann, Konstantin, Tim van Erp, Erik Steinhöfel, Felix Sieckmann, and Holger Kohl. 2021. "Patterns for Resilient Value Creation: Perspective of the German Electrical Industry during the COVID-19 Pandemic" Sustainability 13, no. 11: 6090. https://doi.org/10.3390/su13116090
APA StyleNeumann, K., van Erp, T., Steinhöfel, E., Sieckmann, F., & Kohl, H. (2021). Patterns for Resilient Value Creation: Perspective of the German Electrical Industry during the COVID-19 Pandemic. Sustainability, 13(11), 6090. https://doi.org/10.3390/su13116090