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Dr.-Ing. Rainer Lutze, Dipl.-Inform. LuSTCon Logo

The Digital Business Model

Typically, a digital business model can be characterized by one or more of the following elements:

  • Customers will be incorporated at eyes level in the development and continuous optimization of products and services by social networks, crowd sourcing, in order to improve proximity and dedication to customers as well as achieving maximum internal efficieny.

  • Data concerning the product use and its current status, concerning product sales, suppliers, stockpiles and warehouses, customers and their preferences related to the products and services, competitors, ... will be available for company decision making as up-to-date data, real time data.. These potentially verge comprehensive, but unstructured data sources, big data, will be suitably accumulated and aggregated within a company cockpit. More and more, the internet of things (IOT) with its IP cross-linked sensors will be an indispensable presupposition for the availability of such data. The data will be provided to authorized parties via apps everywhere on mobile devices and presented in a cognitive efficient way.

  • The corporate IT will be the strategic tool for implementing the digital business model and delivers competitive advantages. The chief information officer (CIO) of the company primarily has to act as a chief innovation officer and digital leader, he has to be the driving force and mastermind of the new digital business models.

Technology and
Innovation Management (TIM)

Only seldom, commercially successful innovations are achieved incidently. In most cases, they will be the result of a comprehensive and careful selection, assessment and elaboration of ideas and research results. We support the systematic search for, planning and elaboration of innovations - based on approved innovation patterns like the St. Gallen catalogue of business model innovations - and fitting to the specific company situation within its life cycle (J.F. Moore, 1993).

Enterprise life cycle as defined by J.F.Moore 1993
Picture credits: © Dr.-Ing. Rainer Lutze Consulting

IT Due Diligence

In the scope of asset deals, corporate mergers and acquisitions, the analysis und assessment of the IT-system capabilities and performance as well as the suitability of the IT organization for executing its business processes will have a central importance. Beside conflicting company cultures, incompatible and non-integrable IT-systems are the main reason for failing corporate mergers and acquisitions.

Our longtime experience in corporate restructuring and optimal positioning of the companywide IT helps to delimit IT risks to a minimum. Analysis and rating of the company's current situation will be intertwined with technical / organizational planning and optimization of potential fusioned corporate szenarios.

Customer involvement as critical success factor
Picture credits: © Maksim Kabakou /