ANDREAS HEIN
Doktorand (Ph.D Student) @ TUM
Change is the law of life and those who look only to the past or present are certain to miss the future –
My passions are new technologies, changing mindsets and transforming businesses to match the technological advance.
- Andreas Hein
- Munich, Germany
- kontakt@andreas-hein.info
- +49 176 6167 0291
- www.andreas-hein.info
Employment
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Research Associate (Ph.D Student)2017 - Present
Technical University of Munich
Research Associate and PhD Student at the Chair of Information Systems at TUM with a research focus on Digital Platform Ecosystems. Responsible for the business model creation for the TUM Living Lab Connected Mobility Project in regards to intermodal mobility platforms.
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Student & Independent professional2015 - 2017
Technical University of Munich
Postgraduate student at the Technische Universität München with major in Information Systems. Indipendent professional with focus on web-development and digital strategies.
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Senior Strategy Consultant2013 - 2015
IBM Deutschland GmbH
Senior Strategy Consultant in the inhouse department of IBM with focus on change management, strategic relationship alignment and program managagement.
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Trainee Inhouse Consulting2012 - 2013
IBM Deutschland GmbH
Intern at the inhouse consulting team. Steep learning curve in the field of management consulting, project management and change management.
Education
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Information Systems M.Sc2015 - 2017
Technical University of Munich
Postgraduate student at the Technical University of Munich majoring in Information Systems. Research focus on multi-sided platforms (e.g. Facebook, Airbnb or Uber) and agile methods in comination with iOS development.
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Information Systems B.Sc2009 - 2013
University of Applied Sciences Wuerzburg-Schweinfurt
Student at the University of Applied Sciences Wuerzburg-Schweinfurt focusing on mobile solutions. Granted scholarship at the institute of "international co-operative studies" I.C.S and selected for the program appliedsciences@IBM.
Business / Research
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Project Management
Assistant to Global Program Management / SCRUM Master
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Consulting
Change Management / Digital Transformation
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IT-Service-Management
ITIL
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MS-Office
Word, PPT, XLS
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Qualitative Research
Case Study Research / Grounded Theory
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Design Science
Constructive / Case Studies
Programming Skills
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Java
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Php/SQL
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Javascript (angularJS, jQuery)
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HTML 5 / CSS (Sass)
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Business Analytics (R)
Languages
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German (native)
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English (business fluent)
Some of my publications
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Ein Kompass für die Geschäftsbeziehung
Personalführung 4/2014.Business -
Geschäftsbeziehungen messbar machen
Akademie 4/2014.Business Ein Beispiel dafür ist die Partnerschaft zwischen Starbucks und „Barns and Nobles“, bei der Starbucks-Filialen in Bücherläden integriert wurden, um damit den Umsatz für beide Parteien zu steigern. Ein weiteres Beispiel für Kooperationen ist das Outsourcing, bei dem beispielsweise die vorher firmeneigene IT-Infrastruktur, die Applikationslandschaft oder auch unterstützende Geschäftsprozesse an einen externen Dienstleister ausgelagert werden. Besonders bei Outsourcing-Kooperationen entscheidet eine effiziente und effektive Zusammenarbeit über Erfolg und Misserfolg der gesamten Partnerschaft. Schließlich wird ein wichtiger unterstützender Unternehmensbestandteil ausgelagert. Um hohe Trennungskosten zu vermeiden, ist daher eine langfristige vertrauensvolle Partnerschaft auf Augenhöhe ein Schlüssel für den gemeinsamen Erfolg. -
Die weichen Faktoren managen
Personalführung 12/2013.Business Rund die Hälfte der Unternehmen plant weitere Auslagerungen ihrer Prozesse, wie eine Studie der Beratungsgesellschaften Horses for Sources (HfS) und KPMG zeigt. Um diese Art von Geschäftsbeziehung jedoch zu einem beidseitigen Gewinn zu bringen, sind besondere Spielregeln notwendig. -
Kooperation statt Konfrontation-Outsourcing erfolgreich gestalten
IM + io 1/2014, pp. 66-73.Business -
Multiple-Case Analysis on Governance Mechanisms of Multi-Sided Platforms
Multikonferenz Wirtschaftsinformatik2016, in Ilmenau, Germany.Conference The concept of multi-sided platforms (MSPs) plays an important role in the environment of companies with internet-based business models. In the recent years several new platforms emerged and disrupted long-established companies. Prominent examples are Uber or Airbnb, challenging the taxi and accommodation industry. The centerpiece of MSPs is the platform governance which orchestrates the communication between the involved parties. As this communication is crucial for each platform, this paper aims to analyze six different MSPs in terms of platform governance to identify how different mechanisms are implemented in practice and which tradeoffs different implementation strategies cause. The paper starts with a literature review to determine the state of research on platform governance mechanisms and synthesizes the results. After that, a multiple-case study is conducted to identify how the different companies implemented each dimension of platform governance. In a final step cross-case conclusions are drawn to highlight important tradeoffs, for example that centralized governance models offer a high degree of control in exchange for less user involvement and transparency when implementing governance mechanisms differently. -
Governance of nonprofit platforms – Onboarding mechanisms for a refugee information platform
SIG GlobDev Ninth Annual Workshop2016, in Dublin, Ireland.Conference The number of refugees arriving in Europe has increased dramatically in 2015. While governments, initiatives, and volunteers have invested substantial effort into supporting refugees, an information deficit impedes the efficacy of this collaboration. Information platforms are used to tackle this information deficit. However, the onboarding process of information providers is a critical challenge for the platforms’ overall success. On the basis of observations, interviews with information providers and user experience tests, we drafted a case study describing the governance strategies applied to establish a sustainable onboarding of information providers on a nonprofit information platform for refugees. Contributing to recent literature on platform governance, our results show that governance mechanisms are implemented differently for nonprofit platform ecosystems than for commercial platform ecosystems. Building on our results, we provide practical implications by deriving a platform governance strategy that supports a sustainable onboarding of information providers. -
The Challenge of Governing Digital Platform Ecosystems
In: Linnhoff-Popien Claudia, Schneider Ralf, Zaddach Michael (Ed.): Digital Marketplaces Unleashed2016. Springer, 2017 , 527-538.Book Chapter Multi‐sided platforms (MSPs) continue to disrupt long‐established industries. Therefore, there is a growing popularity to scientifically examine how and why those platforms become more and more economically important. The centerpiece to orchestrate the interaction between the involved parties is the platform governance. While past studies concentrated on describing and identifying those mechanisms, this article aims to provide more detailed knowledge of the practical implications of implementing platform mechanisms differently. With this goal in mind, the article conducted a literature review to identify important platform governance mechanisms. Building on that, a multiple case analysis was carried out examining seven successful MSPs and how they governed their platform. The results indicate that platform governance mechanisms are incorporated in different shapes and characteristics. The governance structure, for example, ranged from a very centralistic and autocratic organization to a more split approach with empowerment on the user side. Also, the accessibility varies from a high degree of openness to detailed background checks users need to pass in order to participate in the platform. Out of these findings, different tradeoffs can be derived. A high degree of openness, for example, goes along with a greater quantity of products or services, but lacks in quality and indicates a higher perceived risk. Overall this article shows the practical implications and characteristics of different platform governance characteristics and helps practitioners and scientists to learn from successful MSPs. -
Platform Configurations within Information Systems Research: A Literature Review on the Example of IoT Platforms
Multikonferenz Wirtschaftsinformatik2018, in Lüneburg, Germany.Conference This contribution aims to shed light on the usage and application of different platform constructs within the context of IoT platforms. The main motivation is that scholars and practitioners use the term platform frequently as an unspecific or vague construct. Different research streams shape and influence the concept of a platform. They range from economic practices like the Two-Sided Market (TSM), Multi-Sided Platform (MSP) or platform business models, over technical platform aspects including standardization and modularization, to the platform ecosystem and the concept of an IS platform fostering value co-creation. Within those concepts, the upcoming phenomenon of IoT platforms represents a specific case to analyze what constructs are used to which extent. Thus, the study helps future scholars to use the term platform more precisely and reveals the interrelatedness of the identified constructs. However, the literature review is only a first step towards demystifying the concept of a platform, due to the limited context of IoT platforms. -
Toward a Design Framework for Service-Platform Ecosystems
European Conference on Information Systems (ECIS 2018), in Portsmouth, UK.Conference The emergence of digital platforms disrupts the way we communicate, interact, and utilize services. We increasingly find ourselves in a world shifting away from Goods-Dominant (G-D) toward Service-Dominant (S-D) logic. One crucial aspect of this is the way we will use mobility in the future. In the past, we relied on goods in the form of privately owned cars to travel from point A to point B. Howev-er, platforms such as Uber, Lyft, DriveNow, and car2go change the way we use mobility from owning a car to using mobility as a service (MaaS). Although we have gathered knowledge about how to op-timize production processes in the G-D world, how to design successful platform ecosystems from an S-D perspective is unclear. In this article, we took a design science research approach to developing a framework that helps scholars to systematically compare, and practitioners to design, a mobility ser-vice platform ecosystem (MSPE). First, we started with a literature review to ground the artifact in S-D and MaaS research. We then developed the framework iteratively, drawing from literature and two case studies representing a public and private mobility platform. The resulting artifact is a first step toward providing a structural, reproducible framework to design MSPEs that ensures comparability across platform ecosystems. -
Business Model Innovation Strategies for Product Service Systems – An Explorative Study in the Manufacturing Industry
European Conference on Information Systems (ECIS 2018), in Portsmouth, UK.Conference In saturated, product-oriented markets, services provide the potential for differentiation and growth. Innovating a firm’s business model (BM) by adopting product service systems (PSSs) seems promising. However, research provides only limited insights on how manufacturing firms can innovate their BM towards offering PSSs. Literature lacks strategies not only to adopt PSSs, but also to further innovate existing PSS BMs. Therefore, this study analyzes reoccurring PSS BM patterns as well as innovation strategies to transform from one pattern to another. We use an explorative, qualitative study with interviews in 14 business units of large manufacturing corporations that are engaged in a PSS BM innovation initiative. Results show three PSS BM patterns, i.e. product-oriented manufacturing, use-oriented enabling and result-oriented service offering. We demonstrate their practical implementation and further derive a conceptual framework for PSS BM innovation describing six evolutionary or transformative innovation strategies. Evolutions, i.e. universalization, digitization and service expansion, change only modules of a BM, whereas transformations, i.e. servitization, integration and leapfrogging, affect the whole architecture. Limitations are the small number of interviews and related limited number of cases. Nevertheless, findings indicate transformation paths and extensions to existing research on PSS types regarding the customization and ownership of PSSs. -
Aufbau und Entwicklung von Geschäftsbeziehungen
Projektmanagement Aktuell 5/2017, pp. 51-56.Business Strategische Allianzen, Joint Ventures und andere langfristige Partnerschaften sind in der Geschäftswelt allgegenwärtig. Gerade in einer immer mehr global agierenden Welt werden Kooperationen immer wichtiger, um fehlende Kompetenzen auszugleichen oder neue Märkte zu erschließen. Ein Beispiel hierfür ist die Partnerschaft zwischen Apple und IBM. Die beiden Technologieunternehmen schmiedeten eine strategische Allianz, um die marktführenden Stärken beider Seiten gewinnbringend zu vereinen. Naturgemäß hat jede Zusammenarbeit zweier Unternehmen einen starken Einfluss auf deren geschäftliche Entwicklung. Aus diesem Grund darf die gemeinsame Kooperation nicht dem Zufall überlassen werden, sondern muss sorgsam geplant, eingeführt und überwacht werden. Dies gilt besonders für langfristige Partnerschaften. Die Relationship Alignment Methodik wendet alle drei Bestandteile in Kombination an. So werden die Erwartungen beider Parteien durch Tiefeninterviews und die Durchführung eines initialen strategischen Pulse Surveys transparent gemacht Diese Erkenntnisse werden von den Relationship Alignment Beratern ausgewertet und in einem Workshop mit beiden Parteien eingesetzt Unterstützend werden regelmäßig strategische und taktische Pulse-Umfragen durchgeführt, um Abweichungen auf dem zukünftigen Weg frühzeitig erkennen und gegensteuern zu können. Durch dieses Vorgehen können etwaigen Problemen wie unterschiedlichen Erwartungen, Revierkämpfen und Schuldzuweisungen schon von vorhinein der Wind aus den Segeln genommen werden.
Some of my projects
Contact info
- 80335 Munich, Germany
- Email: kontakt@andreas-hein.info
- Phone: +49 176 6167 0291
- Website: www.andreas-hein.info