Page - 196 - in Digital Entrepreneurship - Impact on Business and Society

service providers can scale internationally by leveraging digital platforms and can develop new business ventures in different geographies (Täuscher and Laudien 2018). The healthcare digital platform links healthcare experts together, and they can communicatewith their peersworldwide andexchangeviewsandexpertise for medical diagnostics, which in turn help patients and healthcare providers since population health could improve by such collaboration. A platform is successful once it has acriticalmassofpartnerswhouse theplatform todevelopnewbusiness ventures by leveraging data from the platform. The healthcare digital ecosystem platform allows healthcare devicemanufacturers, healthcare payers, providers, and service providers to integrate their services seamlessly into the platform. Siemens has signed up a large number of partners to collaborate effectively in the digital platform. Currently, the platform supports data transparency across imaging sys- tems, maintenance and performance of assets, laboratory process automation, actionable analytics from diagnosis, and imaging software platforms for multi- modality reading. Siemens has transformed its service operating model by leveraging emerging technologies such as cloud, IoT, AI/ML, big data and developed new platform-basedserviceoperations, and it helped tocreatenewbusinessventuresnot only for Siemens but also for its ecosystem partners. The influence of emerging technologies initiates operating model transformation of an existing business and fosters entrepreneurshipwithin the organization. 4.3 GEDigital Cultural transformation is another key component for corporate digital entrepreneurship, and it is highly influenced by digital disruptions and digital technologies. Business model transformation and operating model transformation influenced by emerging technologies may not be sufficient for digital entrepreneurship without transforming the culture of the organization. The GE Digital example illustrates that. Digital transformation isnot about thedigitizationofexistingbusinessbut rather to transform products and services to software-defined assets and to utilize these digital assets to redefine thebusiness (Govindarajan and Immelt 2019).GE is a big industrial conglomerate, and in2010, it operatedmajor businesses suchas aviation, healthcare, energy, oil andgas, transportation, homeandbusiness solutions andGE Capital,with a revenue of $149.59B.GEbusinesses sold industrial equipment and service contracts (tomaintain that equipment) to their customers. The contribution of service revenue from those contracts was 58.5% in 2010 (GE Annual Report 2011).GE’s executives realized thatGEcould increase their earnings from service contracts by making their machines “Smart Machines”. However, the software service business was dominated by software service providers such as IBM, Toshiba, HP, and industrial businesses such asGE, Siemens, and others were not aggressively engaged in digital initiatives.Most of the industrial companies were relying on software service providers, and they outsourced their digital operations Corporate Digital Entrepreneurship: Leveraging Industrial… 201