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Sander Wijnand (Sander) Jansen (Leiden. Nov. 9, 1972) is a Dutch Business Administration and author of management books on 4IR (Digital Revolution), Innovation and Digital Transformation. | [[File:Sander w janssen De Beeldredacteur.jpg|440px|right]] | ||
Sander Wijnand (Sander) Jansen ([[Leiden]]. Nov. 9, 1972) is a Dutch Business Administration and author of management books on 4IR (Digital Revolution), Innovation and Digital Transformation. | |||
Jansen's career has two phases. In the first phase, he works as an employee of various organizations on investments that aim to bring about disruptive change in the Information Technology and Media sectors. In the second phase, Jansen claims to be able to transfer his gained knowledge and experience in a generic way to managers in other sectors, through the management books, education and training." | Jansen's career has two phases. In the first phase, he works as an employee of various organizations on investments that aim to bring about disruptive change in the Information Technology and Media sectors. In the second phase, Jansen claims to be able to transfer his gained knowledge and experience in a generic way to managers in other sectors, through the management books, education and training." | ||
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Digital transformation creates a change or and realignment in the value chain from producer to the ultimate buyer. While an individual organization can take the lead, it can never complete a transformation entirely on its own. A partner network or participation in an ecosystem of organizations, according to Jansen, is necessary. | Digital transformation creates a change or and realignment in the value chain from producer to the ultimate buyer. While an individual organization can take the lead, it can never complete a transformation entirely on its own. A partner network or participation in an ecosystem of organizations, according to Jansen, is necessary. | ||
A sharp distinction must be made between profit and non-profit organizations when creating a data strategy and when putting the customer at the center. According to Jansen, government organizations in particular put their citizens and businesses at risk if this distinction is not made sharply<ref>[https://nl.wikipedia.org/w/index.php?title=Sander_W._Jansen&oldid=63058957 Sander W. Jansen] on Dutch wikipedia</ref> | A sharp distinction must be made between profit and non-profit organizations when creating a data strategy and when putting the customer at the center. According to Jansen, government organizations in particular put their citizens and businesses at risk if this distinction is not made sharply<ref>[https://nl.wikipedia.org/w/index.php?title=Sander_W._Jansen&oldid=63058957 Sander W. Jansen] on Dutch wikipedia</ref> | ||
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[[nl:Sander W. Jansen]] | [[nl:Sander W. Jansen]] | ||
Latest revision as of 21:50, 20 March 2023
Sander Wijnand (Sander) Jansen (Leiden. Nov. 9, 1972) is a Dutch Business Administration and author of management books on 4IR (Digital Revolution), Innovation and Digital Transformation.
Jansen's career has two phases. In the first phase, he works as an employee of various organizations on investments that aim to bring about disruptive change in the Information Technology and Media sectors. In the second phase, Jansen claims to be able to transfer his gained knowledge and experience in a generic way to managers in other sectors, through the management books, education and training."
Central ideas that Jansen elaborates in his books and trainings are:
Digital transformation is not about IT, but about what organizations do with technological solutions to move with a digitizing society. According to Jansen, it concerns the integral business operations, which are affected by digitalization. Digital transformation creates a change or and realignment in the value chain from producer to the ultimate buyer. While an individual organization can take the lead, it can never complete a transformation entirely on its own. A partner network or participation in an ecosystem of organizations, according to Jansen, is necessary. A sharp distinction must be made between profit and non-profit organizations when creating a data strategy and when putting the customer at the center. According to Jansen, government organizations in particular put their citizens and businesses at risk if this distinction is not made sharply[1]
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