Germany
Area of Focus
Dr. Fabian Doemer
Managing Partner
Head of Arthur D. Little Central Europe
About Fabian
Fabian is Managing Partner Central Europe at Arthur D. Little. He is based in our Frankfurt office, and is the Practice Leader of our Technology & Innovation Management Practice in Central Europe.
For over 20 years, Fabian has been serving clients cross sector in :
- IT Strategy, IT Architectures, IT Operating Models
- Digitalization
- Transformation of large enterprises and landscapes
- Big Data and Cloud Services
Examples of his work include:
- Fabian managed several complex business & technology transformation projects, including digital innovation and simplification/cost cutting for top-tier companies in different industries
- Digitalization strategies for several enterprises, e.g., insurance, railway, automotive supplier, airline
- Cost-cutting program on processes and IT with savings of ~100M€ per year
- Large-scale governance and organization optimization
- Business strategy for a large IT service provider
- Management of a >200M$ IT optimization program (architecture, processes, governance, security) for a telecommunication company
Fabian has a passion for professional photography and film making.
Education
University of Stuttgart
PhD in Business Administration and Computer Science
Mannheim University
Diploma in Business Administration and Computer Science
Past Experience
BMW
IT Management
Diebold Consulting
Consultant
Insights
Digital transformation of work
Blockchain in transport – Awaiting the breakthrough
Blockchain seems the perfect solution for the complex, decentralized supply chains of the transport sector, but results to date have been disappointing. In this article, we analyze the latest global research with industry executives and use the findings to determine what needs to happen for the technology to reach its potential.
Implementing a digital shift
Today, every company wants and needs to become digital. However, what this actually entails will be different depending on the industry, size of the company, and competitive environment. Businesses essentially need to find the right degree of digitalization – their digital “equilibrium”. By exploring some of the key problems traditional businesses face on their digital journeys, and how to overcome them, this article outlines how every business can realize the digital shift and create equilibrium.
Business-IT-Partnership: It’s complicated
There is no digital future without adequate information technology.In theory, IT should act as a business partner. As the central interface within the company, it connects all business operations and processes, forming the platform for digitalization. In reality, a perfect relationship between business and IT is rare.
Telecom operators: Open Innovation with start-ups
The latest start-up activity cycle represents not only an accelerated disruption to existing business models but also serves as a renewed opportunity for telecom operators to tap into growth and innovation. At the same time, operators are currently far from being the partners of choice for start-ups, but are rather seen as slow-moving, inefficient, non-decision making and ultimately non-value creating partners.
Dr. Fabian Doemer
Managing Partner
Head of Arthur D. Little Central Europe
Germany
Area of Focus
About Fabian
Fabian is Managing Partner Central Europe at Arthur D. Little. He is based in our Frankfurt office, and is the Practice Leader of our Technology & Innovation Management Practice in Central Europe.
For over 20 years, Fabian has been serving clients cross sector in :
- IT Strategy, IT Architectures, IT Operating Models
- Digitalization
- Transformation of large enterprises and landscapes
- Big Data and Cloud Services
Examples of his work include:
- Fabian managed several complex business & technology transformation projects, including digital innovation and simplification/cost cutting for top-tier companies in different industries
- Digitalization strategies for several enterprises, e.g., insurance, railway, automotive supplier, airline
- Cost-cutting program on processes and IT with savings of ~100M€ per year
- Large-scale governance and organization optimization
- Business strategy for a large IT service provider
- Management of a >200M$ IT optimization program (architecture, processes, governance, security) for a telecommunication company
Fabian has a passion for professional photography and film making.
Education
University of Stuttgart
PhD in Business Administration and Computer Science
Mannheim University
Diploma in Business Administration and Computer Science
Past Experience
BMW
IT Management
Diebold Consulting
Consultant
Insights
Digital transformation of work
Blockchain in transport – Awaiting the breakthrough
Blockchain seems the perfect solution for the complex, decentralized supply chains of the transport sector, but results to date have been disappointing. In this article, we analyze the latest global research with industry executives and use the findings to determine what needs to happen for the technology to reach its potential.
Implementing a digital shift
Today, every company wants and needs to become digital. However, what this actually entails will be different depending on the industry, size of the company, and competitive environment. Businesses essentially need to find the right degree of digitalization – their digital “equilibrium”. By exploring some of the key problems traditional businesses face on their digital journeys, and how to overcome them, this article outlines how every business can realize the digital shift and create equilibrium.
Business-IT-Partnership: It’s complicated
There is no digital future without adequate information technology.In theory, IT should act as a business partner. As the central interface within the company, it connects all business operations and processes, forming the platform for digitalization. In reality, a perfect relationship between business and IT is rare.
Telecom operators: Open Innovation with start-ups
The latest start-up activity cycle represents not only an accelerated disruption to existing business models but also serves as a renewed opportunity for telecom operators to tap into growth and innovation. At the same time, operators are currently far from being the partners of choice for start-ups, but are rather seen as slow-moving, inefficient, non-decision making and ultimately non-value creating partners.