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The purpose of this paper is to summarize an information technology (IT) initiative at Hilti Corporation that began with a local IT need and ended with the global transformation of the company’s customer service processes and infrastructures. The authors highlight 12 lessons learned from the transformation, which Hilti referred to as the Global Contact Center (GCC) program.

The authors analyze Hilti’s GCC program based on first-hand experience. Hilti applied an innovative, wave-like implementation approach that facilitated a fast roll-out, fostered peer-to-peer knowledge transfer, and helped to overcome reluctance to change.

The analysis of Hilti’s approach to its new customer service management reveals a number of simple, yet, critical lessons learned regarding leveraging IT-driven business value through global process transformation.

The case report can help researchers to further theorize about IT-enabled process transformation. The GCC program resulted in significant improvements in the performance and quality of customer service processes and enabled transparent reporting and performance measurement on a global scale.

Overall, the GCC case provides an illustrative example of successful process transformation at the global level that also demonstrates implementation challenges. As such, the case report can help practitioners in planning and executing similar projects toward customer service excellence.

Hilti’s GCC case not only provides fresh insights into a successful process transformation. As it focusses on customer service, it also concerns an application area that has received little in the way of attention from process transformation research.

While much existing research on multinational corporation (MNC) digital transformation has followed a linear design and implementation logic using cross-sectional data, the multiple and divergent needs of headquarters (HQ) and subsidiaries suggest that MNC digital transformation actually involves a more iterative journey. The purpose of this paper is to apply the theoretical perspective of embeddedness to better define the complexities of MNC digital transformation, and identify how HQ and subsidiaries can navigate the complexities.

This paper presents a longitudinal multi-case study of five Forbes Global 2000 firms that are HQ in Europe with large subsidiaries in the USA. The authors conducted in-depth interviews with 26 senior executives at HQ and subsidiaries over a 15-month period.

The process of digital transformation is significantly influenced by internal embeddedness (relationship of HQ with subsidiaries and across subsidiaries) and external embeddedness (relationship of subsidiaries with their local markets), and also by strategy, financial and technology considerations. While HQ and subsidiaries have different perspectives, an understanding of these influences can help HQ and subsidiaries navigate digital transformation.

HQ and subsidiaries can apply insights from this research to navigate the complexities of digital transformation.

This paper demonstrates that embeddedness is a useful theory to understand the complexities of MNC digital transformation.

The purpose of this paper is to explore the transformation of the Global Mobility (GM) function within global organisations from a tactical/transactional into a strategic function to add value to the business and international assignees.

The method of research is an exploratory, qualitative study using an interpretivist paradigm. In total, 37 GM specialists working and living across Europe, America and Australasia were interviewed.

Administrative burden, organisational culture and structure, lack of alignment with the business and talent management and the lack of capabilities of the GM function and GM specialists inhibit the transformation from a tactical/transactional GM function into a Strategic GM (SGM) function.

Although this study included a variety of stakeholders of the GM function, it did not include line managers and senior executives. Therefore, future research should capture the views on the GM function of middle and top management of global organisations to provide a more comprehensive view on SGM.

The designed “Global Mobility Specialists Competencies” model presents the competencies GM specialists and functions need to develop to be able to fulfil the role of a business partner and to create a GM function that is agile, flexible and responsive to create sustainable value for the organisation.

This paper identified the characteristics of the roles of the GM function and GM specialists unravelling how these influence the transformation of the GM function into a strategic function.

The purpose of this paper is to address a classic problem – pattern formation identified by researchers in the area of swarm robotic systems – and is also motivated by the need for mathematical foundations in swarm systems.

The work is separated out as inspirations, applications, definitions, challenges and classifications of pattern formation in swarm systems based on recent literature. Further, the work proposes a mathematical model for swarm pattern formation and transformation.

A swarm pattern formation model based on mathematical foundations and macroscopic primitives is proposed. A formal definition for swarm pattern transformation and four special cases of transformation are introduced. Two general methods for transforming patterns are investigated and a comparison of the two methods is presented. The validity of the proposed models, and the feasibility of the methods investigated are confirmed on the Traer Physics and Processing environment.

This paper helps in understanding the limitations of existing research in pattern formation and the lack of mathematical foundations for swarm systems. The mathematical model and transformation methods introduce two key concepts, namely macroscopic primitives and a mathematical model. The exercise of implementing the proposed models on physics simulator is novel.

Expanding on the findings of the SOPIFF research project, this paper aims to identify eight futures schools of thought, which are analyzed and critiqued through an integral framework. As “Part II” of a previous publication, it seeks to focus on the lower (plural) quadrants.

The paper adapts Ken Wilber's integral theory to clarify various philosophical orientations to the future. It also adapts Fredrich Polak's approach to futures as a matter of “social critique and reconstruction”; however, the approach is global, civilizational, and integral, so it proposes civilizational critique and integral reconstruction as a method for evaluating futures schools of thought.

The IF framework is found to be a valuable theoretical and analytical tool for clarifying images of the future; it shows lines of development within each quadrant and interactions between quadrants, illustrating the effectiveness of the four‐quadrant approach.

It further illuminates the “global problematique” expressed in the SOPIFF project and proposes the IF framework as a way to interpret those research findings.

This approach to futures/foresight studies broadens the range and offers more depth to conceptions of the future, so it should help to develop/improve futures methodologies/practices in general.

Civilizational critique and integral reconstruction of images of the future imply unprecedented social change.

The paper should help futurists to see and interpret the “bigger picture” of civilizational futures through revealing the “crack” of the modern image of the future, how it relates to the current world crisis, and what is needed to heal the crack, so a new vision of a preferred future can emerge.

Three major environmental changes are taking place regarding business-to-business salesforce. The first trend is the marketing discipline's shift from a product-focus to a service-focus. In response, firms are shifting their salesforce from a product-focus to providing integrated products and services or solutions to their customers. The second trend that is affecting salesforce is the enhanced utilization of technology, as technology is being used to handle some selling tasks (e.g., information provisioning). The third trend is globalization that is evolving to a stage where global salesforce originating from different countries is interacting with customers from different countries. This chapter suggests that these three trends are changing salesforce strategy, structure, and processes. The chapter reports on the decline in product-based salesforce, growth in customer-focused and global salesforce, globalization of salesforce, and the broader business and research implications. The shifts are dramatic and for researchers, it will be a new and fertile area of research.

A celebration of possible transformations of our radical and mainstream discourses of globalization. Begins by displacing two conventional dualizations that inform our scholarly theorizing and practice: between the global and the local and between our work and ourselves. Advocating politics of abundance and generosity that celebrates ontological exuberance and the creation of transformative realities, invites academic élites to co‐create global possibilities in the service of all life and all ways of life. Enjoying the multiple possibilities of texts three narrative evocations follow – the sacred, the erotic and the ecological. The postcolonial gifts of these three dimensions inform possible transformations for us as teachers, enquirers and practitioners. It concludes with invitations to action and offerings of service.

The purpose of this paper is to analyze the main global transformations of the healthcare sector and their underlying causes and effects.

The study focuses on several important trends including the increasing life expectancy and aging, the rise of non-communicable diseases, the risks of pandemics, medication expenditure, the globalization of healthcare and technological innovations such as digitization, robotic and nanomedicine.

The analysis indicates that the world populations will be much older in the near future and the healthcare sector will witness significant growth opportunities. The aging populations will put more pressure on healthcare systems and increase the incidence of non-communicable diseases. In a globalized world, the risks of global pandemics are expected to increase. The surge in the medication expenditure will put much pressure on healthcare systems, insurers, patients, employers and providers. The healthcare sector is characterized by its above-average growth in the USA and much of the developed world. Therefore, the share of healthcare in gross domestic product will continue to rise. The digitization and globalization of healthcare may involve major disruptions in the location and the type of care. New materials particularly nanoparticles will be used to enhance the precision, quality and efficacy of diagnostics, medications and treatments.

The paper touches on several areas including demographic, clinical, financial, managerial and technological transformations and examines their implications for the healthcare sector.

This chapter creates a logic that links the transformation of organizational consciousness with the creation of a more life affirming global consciousness. In it the author examines the relationship between the practice of Appreciative Inquiry, the concept of organizational consciousness and the need for global transformation. She suggests that Appreciative Inquiry, with its life giving focus, is uniquely suited to simultaneously bring about change in organizations and society through the elevation and evolution of organizational consciousness. Recognizing the need for transformation on a global scale, she challenges the field of organization development to move beyond the metaphor of organization culture toward the metaphor of organizational consciousness. Cultures are defined and bounded by national and corporate borders. Consciousness is all pervasive. It knows not boundaries of organizations, countries nor continents. Appreciative Inquiry practices, that involve the whole system in valuing the best of what is, envisioning generative possibilities and creating life-sustaining organizations, hold great potential for the evolution of organizational consciousness.

The unpredictable distribution of globalization has directed the world economy and revealed the need to establish cooperation in all business processes. This global structure also highlights the necessity of designing an agile supply chain that is capable of continuous information sharing during end-to-end transportation for the purpose of creating sustainable connections. In this process, various strategies enhanced with contemporary information and communication technologies have been developed to create a fast and accurate data-sharing network between logistics service providers and supply chain parties. However, unlike the short-term interruptions experienced in the past, COVID-19 has caused unprecedented problems in the dynamics of most economies. In eliminating these problems, it has been seen that information communication technologies, which provide the advantage of digital visibility in normal operations, need to be redesigned with the technology of the autonomous age. To meet this requirement, Industry 4.0, a revolutionary conceptual trend that started roughly a decade ago but that has become considerably more widespread during COVID-19, has been integrated into business models as a key concept that governs intelligent transformation in the chain. This process, which is today considered a compulsory intelligent transformation rather than an alternative method, has however led to some conflicts, especially in adaptation, expertise, and security subjects. This chapter of the book evaluates, within the scope of cybersecurity and workforce in logistics services, the conflicts created by the digital solution methods that have been integrated into business models to reduce the negative effects of COVID-19.