SMART SERVICE WELT Recommendations for the Strategic Initiative Web-based Services for Businesses - acatech
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SMART SERVICE WELT Recommendations for the Strategic Initiative Web-based Services for Businesses March 2014
Imprint I
Authors Graphics
Smart Service Welt Working Group isotype.com
Prof. Dr. Henning Kagermann (co-chair) HEILMEYERUNDSERNAU ■ GESTALTUNG
acatech
Frank Riemensperger (co-chair) Printing
Accenture GmbH Christian & Cornelius Rüss
Dirk Hoke (spokesperson Sub-committee 1)
Siemens AG
Contact
Dr. Johannes Helbig (spokesperson Sub-committee 2) acatech – National Academy of Science and Engineering
Deutsche Post AG Unter den Linden 14
Dirk Stocksmeier (spokesperson Sub-committee 2) 10117 Berlin
]init[ AG www.acatech.de
Prof. Dr. Wolfgang Wahlster (spokesperson Sub-committee 3)
Publication date: März 2014
Deutsches Forschungszentrum für Künstliche Intelligenz (DFKI)
Prof. Dr. August-Wilhelm Scheer
(spokesperson Sub-committee 4)
Scheer Group GmbH
Dieter Schweer (spokesperson Sub-committee 5)
Bundesverband der Deutschen Industrie (BDI)
acatech – National Academy of Science and Engineering
The Working Group would also like to thank the following organisa-
tions for their support:
Editorial staff Accenture GmbH
Sigrid Stinnes Boehringer Ingelheim Pharma GmbH & Co. KG
Accenture GmbH Deutsche Bahn AG
Deutsche Post AG
Veronika Stumpf Deutsche Telekom AG
Stefanie Baumann Google Germany GmbH
acatech IG Metall
Nokia GmbH
Robert Bosch GmbH
Copy editing SAP AG
Dunja Reulein secunet Security Networks AG
English translation
Joaquin Blasco
Dr. Helen Galloway
Layout and typesetting © Copyright reserved by the authors. All rights reserved. This work
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accuracy of manufacturers’ data.Contents
Contents
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 04
Working Group members | Authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 08
1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
2 Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
2.1 The Smart Service Welt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
2.2 New digital infrastructures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
3 Challenges and opportunities for Germany and Europe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
4 Use Cases in the Smart Service Welt. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Use Case 1: From product to service: expanding a product portfolio . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Use Case 2: Use Case 2: Optimising the operation of industrial facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Use Case 3: Patient-centred digital healthcare: enhancing prevention and treatment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Use Case 4: Technology data marketing: a manufacturer expands the control point at
the customer interface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Use Case 5: Europe-wide networking of charging station operators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Use Case 6: Targeting consumers at the dinner table: a personal process assistant for buying
and preparing food and providing nutritional advice. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38
Use Case 7: Virtualisation of telecoms infrastructure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
2 Smart Service WeltContents
Contents
5 Enablers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
5.1 Software-defined platforms. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
5.2 Service platforms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
5.3 Information and knowledge as the fourth factor of production . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
5.4 Education and training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
6 Innovation-oriented Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
6.1 The importance of data to modern industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
6.2 Security issues for government, industry and the public . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
6.3 Removing the entry barriers for SMEs and startups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
7 Provisional recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
The Smart Service Welt Working Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
Smart Service Welt 3I Executive Summary
Executive Summary
Executive Summary
Information and communication technology has be- nation of products and services to meet their individual
come an integral part of our industry and society as a needs anytime, anywhere. Businesses must therefore
whole. Digitally enabled products, processes and ser- get ready to cooperate with partners from other indus-
vices are increasingly being combined in innovative tries and systematically and continuously adapt or ex-
ways to create on-demand, personalised Smart Ser- pand their product and service portfolios.
vices that meet the needs of individual consumers.
These new services and business models make use of Digital infrastructures and enablers
the growing volume of data that is being captured every New digital infrastructures will be required to enable
day in all areas of our private and working lives. physical and digital services to be combined to create
The disruptive impact of Smart Services is already innovative Smart Services. These infrastructures will
being keenly felt in the retail trade, for example in online play a system-critical role in the imminent transforma-
marketplaces. However, the changes are also affecting tion of our economy and society. The key requirement in
the traditional business models of Germany’s flagship terms of technology infrastructure is the upgrading of
industries, such as the automotive, mechanical en- the broadband network in order to enable networking
gineering, chemicals, electrical engineering, medical of products, services and people in different areas such
technology, logistics and energy technology industries, as public transport infrastructure, healthcare and the
not to mention the rest of the economy. These indus- urban environment.
tries are already benefiting from the support of Web-
based services. In the not too distant future, however, However, it is the platforms built on this infrastructure
the business models of suppliers, manufacturers and that will hold the key to success. These platforms can
operators alike will be faced with a genuine revolution be divided into three levels. Smart Products themselves
as a result of being systematically digitised, analysed, simultaneously serve as networked physical plat-
augmented with Smart Products and Services and net- forms, for example an individual car acting as a node
worked with each other. on the Internet or a machine in a factory equipped with
Web-based control. The Smart Products are constantly
Germany has set itself the goal of becoming the num- capturing data which is then collated and processed at
ber one country in Europe in terms of digital growth. the next level, known as software-defined platforms.
With its first strategic initiative “Industrie 4.0”, Germany Since these platforms are deployed in many different
has already taken an important step towards being the areas of application, they need to meet all type of
first country to tap into the potential of this new form of requirements. It is therefore necessary to deliver re-
industrialisation. Now, the second strategic initiative, search and technological developments across a wide
entitled “Smart Service World”, is focusing on the value range of different fields. Software-defined platforms en-
chains that incorporate the Smart Products made by able modular configuration of value chains which can
Industrie 4.0 once they have left the factory. Smart then be combined to form network-like business mod-
Products are combined with physical and digital ser- els. In this context, the key concept is virtualisation,
vices to create Smart Services that then can be mar- thanks to which the different products, processes and
keted as a flexible, on-demand service. actors need no longer to depend on specialised hard-
An extraordinary paradigm shift is taking place in our ware. Finally, the data are refined at the service plat-
economy. Individual suppliers of traditional products form level in order to create Smart Services. The ser-
and services will no longer be at the centre of the new vice platform connects all kinds of different product
model but consumers in their respective roles as users, suppliers and service providers, allowing completely
patients, employees, technicians, passengers, entre- new services to be put together. For this to be possible,
preneurs, etc. Consumers will expect the right combi- all the companies involved must speak the same lan-
Smart Service Welt 5Executive Summary
guage. Service platforms therefore facilitate digital co- tion will not be possible unless people are confident
operation between businesses by stipulating basic about the security of both Smart Services and their per-
rules governing the interactions between the various sonal data and convinced that the physical infrastruc-
actors and objects. They will provide standards, tools, ture can be reliably controlled by digital means.
processes, interfaces and in particular simple mecha-
nisms for clarifying the legal basis of cooperation in dis- Challenges and opportunities
tributed business processes. The new digital business models in the Smart Service
Welt will cause existing control points to shift towards
The seven use cases described in this report show software-defined platforms and service platforms or
how the business models and services based on these lead to the emergence of completely new ones. As a
platforms may differ significantly depending on their result, leading providers of digital business models in
specific application and consumer profile. This is illus- different industries will attempt to gain control of the
trated by the example of a company that operates a platforms to become the leading suppliers of the digi-
networked charging station infrastructure for electric tal control points for Smart Services. However, any
vehicles. Only customers who have signed a contract intermediary that is able to supply the customer and
stipulating how the service will be paid for can current- data interfaces of smart, networked products and ser-
ly use this company’s charging stations. In the future, vices can occupy a key service control point that could
the same company will use a service platform that potentially relegate the manufacturers and providers of
holds data about all of its own charging stations as well these Smart Products and Services from the position
as charging stations belonging to other operators. This of leading suppliers to being just one among many in-
platform will provide a billing and payment system for terchangeable suppliers.
electric mobility that is accepted throughout Europe, Germany must treat digitisation as an opportunity and
allowing all electric vehicle users to charge their batter- seek to creatively harness its disruptive power. Any
ies at any station belonging to any operator. Further- business that is quick to recognise the opportunities
more, the marketplace also connects other service pro- provided by Smart Services and implement the corre-
viders both to each other and to the charging sponding innovations will be able to tap into this po-
infrastructure operators. As well as simply charging tential for growth. The digital infrastructures are a key
their vehicles, this means that customers can also ben- to the success of German industry, since they are ush-
efit from additional services. For example, they can use ering in a fundamental transformation of our economy
their mobile phones to find and reserve a charging slot and society. Germany is a global market leader in the
at the nearest available charging station. engineering and manufacture of complex Smart Prod-
ucts. It now needs to develop critical system knowl-
The digital infrastructures are, however, no more than edge about digital value networks and hybrid Smart
technological enablers. In order to unlock the full eco- Services. Having already commenced work on intro-
nomic and social development potential of these digital ducing the Internet of Things, Data and Services into
infrastructures, new innovation, information, organisa- the manufacturing environment, Germany has consoli-
tional and human resources management methods spe- dated its strengths in networked physical platforms and
cifically targeting Web-based services will be required. is therefore in a well-positioned starting point.
Different businesses will need to pool their expertise
and form alliances. It will also be necessary to employ Recommendations of the Smart Service World Working
education and training programmes and new learn- Group
ing technologies to ensure that people are well pre- Technological sovereignty is of system-critical impor-
pared for the digital society, both in their capacity as tance in maintaining and expanding Germany’s ability
employees of new digital enterprises and as sovereign to innovate and compete. A number of programmes ad-
consumers. Moreover, a successful digital transforma- dressing some of the key technologies required to up-
6 Smart Service WeltExecutive Summary
grade Germany’s digital infrastructures have already
been established. As well as research and develop-
ment, the establishment of the Smart Service World
will also call for industrial and industrial policy initia-
tives. In addition to the continued development of the
Industrie 4.0 Platform, the Working Group therefore
recommends four further initiatives:
1) The establishment of cross-industry national
competence centres for Smart Service platforms.
2) The establishment of knowledge platforms to
enable the joint development of products and
services by several different companies.
3) The formulation of an Integrated Research Agen-
da on “Software-defined Platforms”.
4) The creation of a single digital market in Europe.
In order to be at the forefront of the digital Smart Ser-
vices market, Germany will need to develop leading
software-defined platforms and service platforms. This
will play an essential role in securing Germany’s com-
petitive position in the global market and will also be
indispensable for helping to find flexible solutions to
some of the challenges facing our society, such as
healthcare provision. There is an opportunity for Smart
Services bearing the “made in Germany” brand to be-
come known for providing systemic solutions, not only
in Germany but around the globe.
Smart Service Welt 7I Working Group members Authors
Members | Authors
Working Group members | Authors
Chairs Ole Vollertsen, Deutsche Post DHL AG
Prof. Dr. Henning Kagermann, acatech Dr. Heinrich Arnold, Deutsche Telekom AG
Frank Riemensperger, Accenture GmbH Thomas Schiemann, Deutsche Telekom AG
Ernst Joachim Steffens, Deutsche Telekom AG
Dr. Tom Kirschbaum, Door2Door GmbH
Sub-committee spokespersons Dr. Stephan Wess, Empolis GmbH
Sub-committee 1 – Integrated Production and Service Prof. Dr. Emanuele Gatti, Fresenius Medical Care SE
Innovation & Co. KGaA
Dirk Hoke, Siemens AG Dr. Ullrich Dietz, GFT Technologies AG
Dr. Alexandra Schroeter, GFT Technologies AG
Sub-committee 2 – Internet and Service Economy Sandro Gianella, Google Germany GmbH
Dr. Johannes Helbig, Deutsche Post DHL AG Ansgar Baums, Hewlett-Packard GmbH
Dirk Stocksmeier, ]init[ AG Dr. Michael Brandkamp, High-Tech Gründerfonds
Management GmbH
Sub-committee 3 – Technological Enablers Andreas Pfeiffer, Hubject GmbH
Prof. Dr. Wolfgang Wahlster, DFKI Malte Friedrich-Freska, idalab GmbH
Liliane Ludin, ]init[ AG
Sub-committee 4 – Business Organisation Dr. Christian Plenge, Metro Group AG
Requirements Tanja Böhm, Microsoft Deutschland GmbH
Prof. Dr. August-Wilhelm Scheer, Scheer Group Christoph Wendker, Miele & Cie. KG
GmbH Dr. Boris Blechschmidt, Mister Spex GmbH
Dr. Fred Schneidereit, mobileVision GmbH
Sub-committee 5 – Innovation-oriented Framework Dr. Michael Bültmann, Nokia GmbH
Dieter Schweer, BDI Achim Schlosser, ParStream GmbH
Julia Kleber, polidia GmbH
Alexander Rigo, PS-Team Deutschland GmbH &
Members from industry Co. KG
Marco Brunzel, AGIV GmbH Peter Schmehl, PS-Team Deutschland GmbH &
Dr. Joachim Schaper, AGT Group GmbH Co. KG
Uta Knebel, Allianz AG Harald Hönninger, Robert Bosch GmbH
Dr. Ralf Schneider, Allianz AG Dr. Dieter Hötzer, Robert Bosch GmbH
Markus Lampart, Blue Yonder GmbH & Co KG Dr. Dieter Garus, RWE AG
Martina Bergmann, Boehringer-Ingelheim Pharma Dr. Reiner Bildmayer, SAP AG
GmbH & Co. KG Dr. Stephan Fischer, SAP AG
Dr. Till Luhmann, BTC AG Dr. Caroline King, SAP AG
Dr. Ralf Belusa, coronaris GmbH Michael Böffel, secunet Security Networks AG
Michael M. Kuhn, Daimler AG Volker Schneider, secunet Security Networks AG
Ingo Schwarzer, Deutsche Bahn AG Gerhard Mutter, SICK AG
Dr. Ingo Rollwagen, Deutsche Bank AG Michael Butschek, Siemens AG
Dr. Lars Slomka, Deutsche Bank AG Dr. Jan Kirsten, Siemens AG
Dr. Antje Stobbe, Deutsche Bank AG Michael Steinbauer, Siemens AG
Dr. Adrian Nitsche, Deutsche Lufthansa AG Guido Stephan, Siemens AG
Tobias Maurin Broil, Deutsche Post DHL AG Dr. Gero Decker, Signavio GmbH
Smart Service Welt 9Members | Authors
Dr. Ammar Alkassar, Sirrix AG Prof. Dr. Günter Müller, Institute of Computer Sci-
David Hanf, smava GmbH ence and Social Studies (IIG), University of Freiburg
Dr. Wolfram Jost, Software AG Prof. Dr. Andreas Knie, InnoZ
Carsten Kestermann, Software AG Prof. Dr. Rudi Studer, KIT (Karlsruhe Institute of
Fabian Schmidt, Software AG Technology)
Dr. Harald Schöning, Software AG Prof. Dr. Christoph Weinhardt, KIT
Sascha Schubert, Spendino.de Olaf Reinhold, Leipzig University
Lutz Villalba, Start-up www.madegrid.com Prof. Dr. Rainer Alt, Leipzig University
Michael Minis, tamyca GmbH Stephan Sachse, Leipzig University
Detlev Hoch, thehighground Prof. Dr. Gerhard Weikum, MPI (Max Planck Institute)
Dr. Reinhold Achatz, Thyssen-Krupp AG Prof. Dr. Andreas Butz, LMU Munich
Karsten Hoff, Thyssen-Krupp AG Prof. Dr. Tobias Kretschmer, LMU Munich
Klaus Bauer, Trumpf GmbH & Co. KG Sara Hofmann, University of Münster
Gerd Brenner, Trumpf GmbH & Co. KG Prof. Dr. Jörg Becker, University of Münster
Karsten Tonn, Trumpf GmbH & Co. KG Prof. Dr. Otmar Schober, University of Münster
Daniel Steinberg, Vodafone GmbH Prof. Dr. Susanne Boll-Westermann, Offis
Michael Milbradt, Volkswagen AG Prof. Dr. Oliver Thomas, Osnabrück University
Thomas Zembok, Volkswagen AG Dr. Sebastian Leder, HPI University of Potsdam
Alfonso von Wunschheim, Xing AG Prof. Dr. Christoph Meinel, HPI University of Potsdam
Andreas Antrup, Zalando GmbH Sirko Hunnius, The Potsdam eGovernment Compe-
tence Center
Prof. Dr. Tino Schuppan, The Potsdam eGovernment
Academic members Competence Center
Prof. Dr. Achim Kampker, RWTH University Aachen Elisabeth Eppinger, University of Potsdam
Prof. Dr. Günther Schuh, RWTH University Aachen Thomas Niessen, Trusted Cloud Kompetenzzentrum
Prof. Dr. Stefan Jähnichen, TU Berlin Prof. Dr. Jens Dittrich, Saarland University
Prof. Dr. Volker Markl, TU Berlin Prof. Dr. Volker Wulf, University of Siegen
Prof. Dr. Jörg Müller, TU Berlin
Prof. Dr. Michael Abramovici, Ruhr Universität-
Bochum Members from other organisations
Prof. Dr. Claudia Langowsky, Brandenburg University Elena Gomez, AOK – Federal Association of the
of Applied Sciences AOK
Prof. Dr. Diane Robers, EBS Universität für Jan Christian Sahl, BDI
Wirtschaft und Recht Dr. Joachim Bühler, BITKOM (Federal Association for
Prof. Dr. Helmmut Krcmar, Fortiss München Information Technology, Telecommunications and New
Walter Ganz, Fraunhofer IAO Media)
Dr. Josephine Hofmann, Fraunhofer IAO Dr. Pablo Mentzinis, BITKOM
Thomas Renner, Fraunhofer IAO Constanze Osei-Becker, BITKOM
Prof. Dr. Michael ten Hompel, Fraunhofer IML Steffen von Blumröder, BITKOM
(Institute for Material Flow and Logistics) Johannes Weicksel, BITKOM
Luise Kranich, FZI Research Center for Information Dr. Roland Deinzer, BDA (Federal Employment
Technology, University of Saarbrücken Agency)
Prof. Dr. Stefan Tai, FZI Research Center for Informa- Martin Gross-Albenhausen, bvh (German E-Com-
tion Technology, University of Saarbrücken merce and Distance Selling Trade Association)
10 Smart Service WeltMembers | Authors
Sebastian Schulz, bvh Dr. Michael Littger, Deutschland sicher im Netz e.V.
Mirco Dragowski, Deutsche Startups e.V. Sebastian T. Crusius, Hubject GmbH
Konrad Klingenburg, DGB (Confederation of Prof. Dr. Christoph Igel, DFKI
German Trade Unions) Dr. Norbert Reithinger, DFKI
Dr. Michael Liecke, DIHK (Association of German Eva Schulz-Kamm, DIHK
Chambers of Commerce and Industry) Andreas Brandt, Deutsche Börse AG
Dr. Sandra Schulz, ECO Internetverband Prof. Dr. Boris Otto, Fraunhofer IML
Iris Wolf, IG BCE trade union Andreas Steffen, ]init[ AG
Dr. Ludwig Bohrer, Department of the Interior and Christian Fabry, RWTH Aachen University
Sport, Berlin Senate Thomas Feld, Scheer Group GmbH
Olaf Franke, Department of the Interior and Sport, Dr. Ulrich Löwen, Siemens AG
Berlin Senate Fabian Hüske, TU Berlin
Stefan Kistler, TÜV IT GmbH Berthold Haustein, Würzburg University
Richard Goebelt, TÜV Vd Prof. Dr. Dr. Eric Hilgendorf, Würzburg University
Gerhard Schaas, ZVEI (German Electrical and
Electronic Manufacturers' Association) Additional authors from the Working Group
sub-committees
Authors – core team Dr. Svenja Falk, Accenture GmbH
Dr. Sebastian Krolop, Accenture GmbH Thomas Bachem, Deutsche Startups e.V.
Lutz Kneer, BDI Prof. Dr. Arno Elmer, gematik GmbH
Dr. Lars Schatilow, Deekeling Arndt Advisors in Nicole Weik, gematik GmbH
Communications GmbH Prof. Dr. Björn Niehaves, Hertie School of
Dr. Uwe Radetzki, Deutsche Post DHL Governance
Jörg Heuer, Deutsche Telekom AG Dr. Constanze Kurz, IG Metall trade union
Smart Service Welt 11I 1 Introduction
1 Introduction
1 Introduction
In recent years, Information and Communication Tech- forms of social organisation both within and between
nology (ICT) has spread at an extremely rapid rate. the world of work and people’s private lives.
The growing digitisation of products and processes in Both the power and the disruptive force of these inno-
our economy is triggering far-reaching changes in vations first became apparent in industries that were
business models and the associated organisational relatively easy to digitise such as the media, music and
systems, networks, consumption patterns and ways of advertising (see also Fig. 1). In the space of a decade,
working. Germany has set itself the goal of becoming new digital market leaders with a global presence such
the number one country in Europe in terms of digital as Apple and Facebook have created completely new
growth. With the first strategic initiative “Industrie business models that have undermined the business
4.0”, Germany has already taken an important step. models of established companies that often only oper-
“Industrie 4.0” focused on the value chains used by ate at a regional level. This trend is now gaining further
manufacturing industry to make Smart Products and disruptive momentum as a result of the rapid growth in
the associated interactions between human beings the number of products and services connected to the
and machines. This report will address the second Internet. In the retail trade, Amazon, eBay and PayPal
strategic initiative, entitled “Smart Service Welt”. It is provide a telling example of the dramatic impact that
focused on the value chains based on these Smart hybrid services combining digital and physical services
Products once they have left the factory.1 The compo- – based on a mix of digital marketplaces, secure online
nents of the value chains considered in this report payment and first-class physical logistics – can have on
thus include the entire spectrum of tangible and intan- traditional business models.
gible digitally compatible services (Smart Services).
The number of Smart Products and Services connect- This transformation is set to affect a whole range of
ed to the Internet will continue to grow exponentially. other industries. The basis for new services is provided
This will result in the emergence of numerous innova- by the growing volume of new data being acquired
tive, Web-based business models as well as new every day across all areas of our private and working
Figure 1:
Maturity of digital
business models
Source: accenture
Smart Service Welt 131 Introduction
lives. In future, Web-based and physical services will This applies in equal measure to Germany’s flagship
be combined in order to meet the needs of individ- industries – such as the automotive, mechanical engin-
ual consumers. In this report, the term Smart Servic- eering, chemicals, electrical engineering, medical
es is used to describe these combinations of different technology, logistics and energy technology industries
service types. The key to the competitive success of – and to the rest of the economy, particularly innovative
Smart Services is entailed in the way they are custom- small and medium-sized enterprises. While today, man-
ised to provide benefits to individual consumers, both ufacturers’ and suppliers’ underlying business models
in specific situations and in their lives in general. By are already supported by Web-based services, so far
adopting a context-specific understanding of their ‘ser- they have not threatened them fundamentally. However,
vice users’, service providers can provide consumers as digitisation reaches a higher degree of maturity, it is
with context-specific combinations of services that unlikely to be long before businesses in Germany and
meet the specific requirements of their current situation Europe will experience a genuine revolution. This revo-
in terms e.g. of work, leisure, health, mobility, travel or lution will be characterised by the systematic digitisa-
education. tion of all business models in order to incorporate
The huge paradigm shift occurring in our economy will Smart Services and Products developed and organ-
undoubtedly have social repercussions, particularly in ised in smart networks.
terms of the continuing convergence of people’s work- Greater flexibility and an increased willingness to ex-
ing and private lives. Individual suppliers of traditional periment and take risks will become more important as
products and services will be replaced at the centre of a result of the rapid pace of innovation. Startups will
the new model by consumers in their respective roles as have an excellent opportunity to trial and implement
users, patients, employees, technicians, passengers, en- new business models in this uncertain environment.
trepreneurs, etc. Consumers will expect the right combi- Developments in the field of autonomous driving are an
nation of products and services to meet their individual example of the enormous impact that these changes can
needs anytime, anywhere (see Fig. 2). These expecta- have on an established flagship industry such as the au-
tions will influence future business models in the Busi- tomotive industry. If and when it becomes possible to
ness-to-Business (B2B) market as well as the Business- build and use autonomously driven cars that can reliably
to-Consumer (B2C) market. Consequently, businesses and safely convey passengers to their destination, and if
of all types will need to address the impact of these uni- suitable vehicles of the required size and feature set can
versal changes on their own business model. be made immediately available on demand for the cus-
Figure 2:
New digital infra-
structures and
Smart Services
Source: Deutsche Post DHL
14 Smart Service Welt1 Introduction
tomer’s next journey, then huge numbers of people can products and services will continue to multiply expo-
be expected to take advantage of this mobility service in nentially across all industries. Smartphones and tab-
order to meet their specific needs. The key selling points lets have rapidly become established around the
of autonomous cars will be increased comfort and the world as the mobile access portals for a whole host of
fact that passengers will be able to engage in a wide consumer-centric digital products and services, trans-
range of activities during their journey. As things cur- forming the way people consume and live their lives:
rently stand, no clear favourite has yet emerged in the “Digitisation is increasingly becoming a driving force
race for market leadership in a business model based on in all areas of innovation and of society.”2 The Internet
customer access, vehicle fleets, logistics and digital of Things, Data and Services will result in extensive
add-on services. The only certainty is that in the not too convergence of the physical and digital worlds and
distant future the automotive industry will look very differ- the emergence of smart digital infrastructures. These
ent to what it looks like today. have the potential to become a key driver of innovation
and growth. Any business – be it a manufacturer, ser-
However, it is important to avoid simply perceiving vice provider or intermediary – that is quick to recog-
these far-reaching structural changes as a threat to nise the opportunities provided by digitisation and
established organisations and businesses. Instead, implement the corresponding innovations will be able
we should seek to actively and creatively harness to tap into this huge potential for growth. It will be of
the disruptive power of digital innovations in order critical importance for the German industry to estab-
to take full advantage of the potential that they of- lish and become a supplier of these digital infrastruc-
fer for innovation and growth in both Germany and tures, since they are ushering in a fundamental trans-
the rest of Europe. The number of smart, networked formation of our economy and society.
1 See also the new German government’s coalition agreement of November 2013: “We will drive the
digitisation of traditional industry through the strategic initiative Industrie 4.0. Thereafter, the next step
will be to promote smart services.” (Coalition agreement between the CDU, CSU and SPD, Shaping
Germany’s future, 18th Legislative Period (November 2013, p. 139)
2 See Industry-Science Research Alliance (Ed.): Industry-Science Research Alliance Prospect Study. Pros-
perity through research – What tasks lie ahead for Germany? (in English), 2013, Berlin.
Smart Service Welt 15I 2 Vision
2 Vision
2 Vision
2.1 The Smart Service Welt
Smart Services and Products that connect to the Inter- allow both their manufacturers and intermediaries
net during operation will form the basis of a whole range to develop new business models. In addition to the
of new data- and service-based business models. The sale and servicing of products, they will also be
key enablers that need to be developed to make this able to offer combined digital and physical opera-
possible are digital infrastructures and services that are tion as a service. This will require the manufacturer
built on these infrastructures and can be reconfigured in or intermediary to acquire a profound understand-
various different combinations in order to create new ing of their customers’ needs and lives. One way in
value chains and networks (for further details, see Chap- which they will be able to gain a competitive
ter 5). The trends outlined below will go a long way to- advantage will be by gathering, analysing and
wards determining business models in the Smart Ser- accurately interpreting large volumes of data. For
vice Welt: example, the operators of diagnostic equipment
might collect and analyse data from all the diagnos-
• Digital industrial convergence and alliances: tic devices that they are responsible for operating
Individual companies often lack the capabilities and use this data to create new services, e.g. to
needed to unlock the development and growth provide suggested diagnoses. The volumes of data
potential of the digital revolution. In order to create involved in this type of model will be several times
integrated physical and digital products and services higher than in current business models.
from components that sometimes come from very
different industries, it will in many cases be neces- • Open innovation platforms and crowdsourcing:
sary to combine know-how from different companies. While a large amount of dedicated, specialised
The prime examples of this imminent digital industrial knowledge already exists today, it is very difficult for
convergence are the alliances that have been formed an individual to obtain information about the overall
in the fields of electric mobility and networked smart picture. In the future, ecosystems will be created for
cars. The ability to rapidly translate new alliances and knowledge sharing, training and continuing profes-
efficient forms of cooperation into innovative busi- sional development (CPD). An increasingly impor-
ness models is set to become a key competitive tant role will be played by teams that use virtual
advantage. This provides opportunities for new collaboration platforms to discuss complex ques-
intermediaries to bundle data and services from tions, find solutions and create innovations anytime,
different companies. While startups can play a anywhere. The startup ResearchGate is an excellent
particularly innovative role in this regard, manufactur- example of this trend. This professional social
ers also have a chance to act as orchestrators, networking site networks some three million scien-
shaping value networks in keeping with the interests tists around the world, allowing them to upload and
of their own company and promoting the establish- share papers and scientific data, discuss research
ment of ecosystems. questions and find people to collaborate with. Both
knowledge and learning and CPD services can be
• Everything as a Service: Combinations of prod- traded like goods in these expert communities. The
ucts and services will no longer necessarily be global digital knowledge sharing that this enables
acquired as property – instead, they will simply be can, for example, help to accelerate the develop-
used flexibly “as a service”, as and when required. ment of digitally enabled products and services and
While sharing and service business models such as reduce the time to market of the next product
those used by car hire companies are nothing new, release. The short life cycles of consumer IT prod-
they are gaining in popularity. Smart Products will ucts are a sign of things to come in this regard.
Smart Service Welt 172 Vision
• Security and trustworthiness: The Smart Service threat for businesses. By supplying the customer and
Welt will only flourish if users have complete data interfaces of smart, networked products and ser-
confidence in the security and dependability of vices, intermediaries can create a key control point that
Smart Services. If your autonomous car crashes could potentially relegate the manufacturers and pro-
into a tree either because the steering system failed viders of these Smart Products and services from the
or because someone hacked into the service, or if position of leading suppliers to being just one among
you learn of opaque agreements between the many interchangeable suppliers. In this context, the
operators of a piece of diagnostic equipment that meaning of ‘technological sovereignty’ is no longer
you are using and your life insurance company, then confined to the association of the “Made in Germany”
you will lose faith in these services. The collection, brand with world-class product technology. Instead,
storage and analysis of large volumes of data pose the term also now encompasses a certain symmetry
new data protection, data security and regulatory between product technology, digital business models
challenges. If physical infrastructure is to be and services, not just within Germany but throughout
operated digitally, then it is of paramount impor- the globe.
tance for this process to be secure. Protecting
individuals’ privacy, ensuring end users’ autonomy
by granting them comprehensive user and modifica-
2.2 New digital infrastructures
tion rights, and providing protection for digitally IT technologies have now become so affordable that
networked products are thus all key requirements virtually any product or service can support digital con-
for the successful functioning of the Smart Service nectivity and expandability. A tipping point has been
Welt. Furthermore, attitudes will need to change in reached, whereby these technologies have gone from
the B2B market. Even today, the sensors on board being an optional extra to comprising an integral part of
manufacturing machinery can be managed over the new solutions. Indeed, the reality is that they are al-
Internet. This has led to concerns among the ready in widespread use all over the world.
owners of the machinery about the danger of their New digital infrastructures are required in order to en-
company’s know-how falling into the hands of third able the synergistic combination of physical and digital
parties (see Use Case 2). A new approach to services that characterises the Smart Service Welt.
cooperation between companies is therefore called While there is no doubt that the much-discussed up-
for, together with clearly defined rules governing grading of the broadband network as part of the “Tech-
this type of interaction. One option might be to use nological Infrastructure” (Layer 4) is urgently neces-
independent intermediaries. sary, this on its own will not be sufficient to allow the
new digital business models to function properly. It is
Germany is a global market leader in the engineering only the platforms built on top of digital infrastructures
and manufacture of complex smart components and that allow these infrastructures’ disruptive impact to be
products. In view of the increasing proportion of soft- felt (see Fig. 3). The system-critical role of these plat-
ware embedded in these Smart Products, the fact that forms in the imminent transformation of our economy
they can connect to the Internet anywhere in the world and society will be comparable to that of the railways
and the emergence of new, data-centric business mod- during the 2nd Industrial Revolution.
els fuelled by the use of Smart Products, it is necessary The following types of digital platform will have a key
to reflect on how German and European industry can part to play:
develop critical system knowledge about digital value
networks that combine digital and physical services. • Networked physical platforms (Smart Products,
As already mentioned above, the ability to combine very Layer 3): Billions of Smart Products made by all
different digital and physical services to meet a specific kinds of manufacturers now exist for a wide variety
need can constitute both an opportunity and a potential of different applications. These products all connect
18 Smart Service Welt2 Vision
Figure 3:
Layer model:
digital infrastructures
Source: DFKI / acatech
to the Internet during operation. Many of them are lished, e.g. for mobility (see Use Case 5), electricity
also equipped with high-resolution sensor networks distribution, operating production equipment (see
that allow them to provide context-sensitive real Use Case 4), managing buildings or entire cities
world data both cheaply and in almost any granular- and in the field of healthcare (see Use Case 3).
ity. Moreover, Smart Products use actuators in
order to make their capabilities available as the • Service platforms (Smart Services, Layer 1):
building blocks of digital services. Smart Products Web-based business models that dynamically
thus simultaneously act as networked physical combine digital and physical services require
platforms. Examples include individual cars acting service platforms to enable modular configuration
as nodes on the Internet or Web-based control of a of value chains which can then be combined to
machine in a factory. form network-like business models. Within these
networks, all manner of suppliers of goods and
• Software-defined platforms (Smart Data, Layer services provide the service user with services that
2): The next requirement for creating innovative are either planned or put together on an ad hoc
business models is to enable planned or ad hoc basis (see Use Case 4). There are a number of
cooperation between Smart Products and their industries in Germany whose strength on the global
users. Software-defined platforms can employ market would appear to make networked solutions
virtualisation to integrate heterogeneous physical as service platforms for Web-based services an
systems and provide connectivity for Smart Prod- attractive proposition. These include mobility and
ucts. Highly automated cloud centres process huge logistics, healthcare, energy and resources, the
volumes of data (Big Data) and use learning retail trade, manufacturing, home, building and
algorithms to extract information almost in real time. urban management and education. A service
This information is then combined to generate new platform in a city could, for example, act as a
knowledge (Smart Data). The key technologies marketplace for a range of Smart Services delivered
include virtual data networks, semantics, big data, through smart cars, homes, streets and indeed
real-time analytics and cloud services, particularly smartphones. These services might include digitally
mashups as a service. It seems likely that a whole advertised special offers for people passing by a
host of software-defined platforms will be estab- retail store based on their personal preferences or
Smart Service Welt 192 Vision
a function that directs electric vehicles to the In order to facilitate digital cooperation between busi-
nearest charging station in response to an auto- nesses, service platforms or intermediaries and spe-
mated message sent by a sensor in the car’s cialised service, providers will have to supply stand-
battery indicating that it needs recharging. A variety ards, tools, processes, interfaces and in particular the
of intermediary business models will also become frameworks and principles needed to clarify the legal
established on these service platforms. These will basis of the cooperation (legal frameworks and on-
be operated by providers who use data and boarding processes). This will be done in form of dis-
information obtained through the operation of tributed business processes and will allow participa-
third-party products to provide new, value-added tion and cooperation between the different market
services offering e.g. cheaper prices or additional players to be enabled rapidly and without the need for
benefits (see Use Cases 2 and 6). Taxi apps, for significant additional preparatory work on behalf of the
example, enable digital, personalised and automat- individual actors.
ed location-based communication between the Intermediaries can help to build trust and enable new
customer and the next available taxi, bypassing the forms of cooperation. They provide the links that bridge
need to go through the taxi company’s office. the gap between the value creation components of dif-
Services become ‘Smart’ Services through the use ferent actors, enabling these components to be inte-
of smart data to configure and adapt the service to grated into a closed value chain. By balancing out the
meet the needs of the individual consumer and interests of the different actors, intermediaries ensure a
specific context. win-win situation for everyone involved. Knowledge that
they have obtained and made available about one par-
Service platforms will make it possible for individual ticular customer relationship can be applied as appro-
services in specific areas of people’s lives to be com- priate to a different customer relationship, thus facilitat-
bined to create aggregated value-added services for ing overarching global optimisation. Other functions
consumers. In order to enable flexible networking in a that can be performed by intermediaries include quality
digital ecosystem, the participating companies must assurance, the development of new business contacts
be willing to cooperate, must establish operational and and the clarification of the legal situation. It is clear from
information communication structures with each other all of the above that cooperation between different
and must be prepared to share previously proprietary businesses and industries will constitute a key com-
knowledge and the associated data and information. petitive advantage in the Smart Service Welt.
20 Smart Service WeltI 3 Challenges and opportunities for Germany and Europe
3 Challenges and opportunities
3 Challenges and opportunities for Germany and Europe
The approach taken by German innovation policy is to to build and control software-defined platforms and ser-
consolidate the country’s strengths while at the same vice platforms so that they can become the leading sup-
time minimising its weaknesses. Thanks to its highly- pliers of the digital control points for Smart Services.
skilled workforce and productive research infrastruc- Moreover, they will seek to increase the scalability further
ture, German industry is highly competitive compared by creating digital ecosystems. In other words, they will
to other countries around the world. Furthermore, Ger- make their platforms available so that third parties can
many is a leading supplier of manufacturing equipment. use them to develop their own Web-based business
Work has now commenced on the implementation of models, thus ensuring that they become even more
the strategic initiative “Industrie 4.0” which focuses on widely adopted and unlocking new sources of revenue.
the application of the Internet of Things, Data and Ser-
vices in industrial processes. Germany has thus already These platforms are still in the early stages of their de-
taken an important initial step towards being the first velopment and it remains to be seen whether the win-
country to tap into the potential of this new form of in- ners in this new market will be companies that already
dustrialisation and towards using the resulting quantum feel at home in the virtual environment and have under-
leap in knowledge and experience to secure the future stood that digital business models must be wholly de-
of its manufacturing industry. Over the coming years, mand-led and finely tuned to customers’ needs, or
smart factories will produce an even wider range of companies that are rooted in the real, physical world,
Smart Products that will act as platforms for Web- i.e. the companies that currently manufacture and oper-
based services, providing new opportunities to create ate Smart Products and Services. For example, will tra-
both value and jobs. By taking the measures described ditional manufacturers be able to cope with the chang-
above, Germany has consolidated its strengths in the es required to make autonomous cars, or might actors
third layer (“networked physical platforms”) of the digi- from outside of the automotive industry steal a march
tal infrastructure (see Fig. 3) and is therefore is there- on them by providing customer-centric solutions? Even
fore in a well-positioned starting point. today, it is becoming apparent that a key role will be
played by businesses that succeed in developing and
Nevertheless, further continuous effort and investment operating the platforms described above (see Use
will be required if Germany wishes to play a leading Case 4), controlling access to them, gaining the end
role in actively shaping the impending changes that are user’s acceptance and/or acting as intermediaries for
set to result in the disappearance of the traditional split Smart Services (see Use Cases 2 and 5). In most cas-
between the industrial and service sectors. In the new es, the keys to commercial success will be large num-
Smart Service Welt, digital business models will be ac- bers of users and the ability to create economies of
companied by a shift in existing control points and scale.
the emergence of new ones, i.e. a shift in the respon-
sibility of decision-taking pertaining to a business mod- Having taken the first step with Industrie 4.0, the cru-
el’s critical aspects. In a Web-based home care sce- cial second step now needs to be addressed. This will
nario, for example, it is quite conceivable that the care involve identifying the specific consumer and user pro-
service provider could be involved in decisions relating cesses that are important to German industry, defining
to the technical equipment used, the dosage of the pa- them in terms of software-defined platforms and ser-
tient’s medication and the selection of doctors to be vice platforms and ensuring that the relevant best
included in the network. practice solutions and standards are supplied by Ger-
many. Funding programmes have already been estab-
As a result, the providers of digital business models in lished for some of the key technologies required to
different industries and areas of application will attempt build the relevant digital infrastructure:
22 Smart Service Welt3 Challenges and opportunities
1. Sensor networks and Cyber-Physical Systems 2011, has delivered a number of key advances in this
(CPS): Powerful microcomputers known as embed- area. However, further research is required in order to
ded systems are now being built into all kinds of realise the vision of ‘Web-based services’.
different objects in their billions, endowing these
objects with ‘intelligence’ (Smart Products). Smart 4. Cloud computing: By separating applications and
objects equipped with sensors and actuators record the information required by them from the underlying
data from their surroundings and then use the data to physical infrastructure and the method used to deliver
influence these same surroundings. The physical and them (virtualisation), it becomes possible to use IT
virtual worlds thus converge to create CPS.1 Advanc- resources on demand, anytime, anywhere. As a result,
es in sensor technology are making it possible to resources can be used more efficiently, new applica-
capture ever more detailed information about the tions become available more rapidly and billing will
environment, thus enabling models to produce generally be based on actual usage. Cloud computing
increasingly accurate approximations of reality. Thanks is thus a key enabler of innovative Web-based ser-
to programmes such as AUTONOMICS (Federal vices. The TRUSTED CLOUD (BMWi) programme
Ministry for Economic Affairs and Industry – BMWi), has begun to address the requirements in this area.
Germany is well placed in this particular area.
Overall, Germany already meets many of the key re-
2. Big Data: The wealth of data generated by digital quirements for using software-defined platforms and
processes – commonly referred to as big data – can service platforms to become a leader in the Internet of
be mined using information extraction processes and Things, Data and Services. Germany is well placed
smart learning algorithms based on classification, with regard to sensor networks and CPS, big data and
regression and factor analysis. The data are analysed semantic technologies, although more work still needs
in real time and patterns are identified. These are in to be done in some areas to ensure that the relevant
turn used to derive information which can be corre- technologies are successfully and profitably marketed.
lated in order to produce new knowledge, turning ‘big However, as far as cloud computing is concerned, the
data’ into ‘smart data’. In other words, huge volumes of global market is currently dominated mainly by the US
unstructured data with a low information density are but also by China and Singapore. Almost half of the
distilled into high-quality data. Efforts to find smart leading cloud computing services on the German mar-
ways of using large volumes of data are being sup- ket come from the US.3 In order to create system-criti-
ported by the German government through the cal, software-defined platforms, it will be necessary to
funding of programmes such as BIG DATA (Federal drive the development of new cloud solutions from
Ministry of Education and Research – BMBF) and Germany and elsewhere in Europe. Clarification of the
SMART DATA (BMWi). legal framework and the ability to guarantee security
are among the most important challenges that will need
3. Semantic technologies allow data to be enhanced to be addressed in order to encourage greater take-up
with background information and linked to other of cloud computing by businesses, particularly SMEs.
relevant units of information. As a result, machines
become capable not only of reading content but also The establishment of software-defined platforms and
of understanding it, thus transforming data into service platforms is of fundamental importance if Ger-
information. This information can then be browsed and many and Europe wish to become global market lead-
interpreted more rapidly and efficiently. Instead of ers in the Smart Service Welt. The key to this will be
being swamped with huge quantities of information the creation of a single digital market in Europe that
from search engines, it becomes easier for people to allows consumers to use online content and services
“find” the right services and providers. The THESEUS in different countries and provides businesses, par-
research programme (BMWi)2, which concluded in ticularly SMEs and startups, with straightforward ac-
Smart Service Welt 233 Challenges and opportunities
cess to a European digital economic area. We need to
make the most of the opportunities that the Smart
Service Welt has to offer Germany and the rest of Eu-
rope. To this end, action programmes should be set
up to encourage consortia of large-scale undertak-
ings, SMEs and startups to work together to develop
the relevant platforms and establish them on the glob-
al market, thus ensuring that we become global lead-
ers in Smart Services.
1 For more details, see: Eva Geisberger/Manfred Broy (Eds.): agendaCPS – Integrierte Forschungsagenda 3 See Hans-Jürgen Appelrath/Henning Kagermann/Helmut Krcmar (Eds.): Future Business Clouds. Ein
Cyber-Physical Systems, acatech STUDY (in German), March 2012, Sankt Augustin. Beitrag zum Zukunftsprojekt Internetbasierte Dienste für die Wirtschaft, acatech STUDY (in German),
2 Federal Ministry of Economics and Technology (Ed.): The THESEUS Research Programme: New Tech- January 2014, Munich, p. 106.
nologies for the Internet of Services, 2010. Home page: theseus-programm.de/.
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