India

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Fabian Sempf

Principal

About Fabian

Fabian Sempf is a Principal at Arthur D. Little in Delhi, India. He is a member of the Technology and Innovation Management Practice, mainly focusing on Digital Transformation.

With a background in software engineering, Fabian has a deep technical understanding of innovative solutions and the IT behind them. However, since joining Arthur D. Little in 2011 in our Frankfurt office, he focused on the cultural, governmental, and processual aspects of the digital transformation. Combining these experiences, Fabian conducted many successful transformation projects in travel & transportation, telecommunications, and other industries focusing on innovation and digitalization.

Fabian holds a diploma degree in economics and computer science from the University of Technology Darmstadt and is fluent in German and English.

Education

University of Technology Darmstadt
Diploma degree in Economics and Computer Science

Insights

Digital transformation of work
Dr. Fabian Doemer, Fabian Sempf
Implementing a digital shift
Fabian Sempf, Dr. Fabian Doemer, Volker Pfirsching
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.
Hitting the Bulls-Eye: Value Sourcing
Bernd Schreiber, Fabian Sempf
The traditional procurement model does not help organizations achieve additional and sustainable financial targets. The CFO is asked to use the procurement department as an internal value partner to address and discuss new ways of spending the budget; often called value sourcing.
Beating the Unknown
Michael Kruse, Fabian Sempf
Businesses continuously face unsteady and challenging waters as the world becomes more complex and change happens every day. Nonetheless, most businesses support their decision-making processes using simple and static net present value or internal rate of return calculations – neglecting to assess the uncertainties present in the underlying assumptions.

Fabian Sempf

Principal

India

Contact & Follow

About Fabian

Fabian Sempf is a Principal at Arthur D. Little in Delhi, India. He is a member of the Technology and Innovation Management Practice, mainly focusing on Digital Transformation.

With a background in software engineering, Fabian has a deep technical understanding of innovative solutions and the IT behind them. However, since joining Arthur D. Little in 2011 in our Frankfurt office, he focused on the cultural, governmental, and processual aspects of the digital transformation. Combining these experiences, Fabian conducted many successful transformation projects in travel & transportation, telecommunications, and other industries focusing on innovation and digitalization.

Fabian holds a diploma degree in economics and computer science from the University of Technology Darmstadt and is fluent in German and English.

Education

University of Technology Darmstadt
Diploma degree in Economics and Computer Science

Insights

Digital transformation of work
Dr. Fabian Doemer, Fabian Sempf
Implementing a digital shift
Fabian Sempf, Dr. Fabian Doemer, Volker Pfirsching
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.
Hitting the Bulls-Eye: Value Sourcing
Bernd Schreiber, Fabian Sempf
The traditional procurement model does not help organizations achieve additional and sustainable financial targets. The CFO is asked to use the procurement department as an internal value partner to address and discuss new ways of spending the budget; often called value sourcing.
Beating the Unknown
Michael Kruse, Fabian Sempf
Businesses continuously face unsteady and challenging waters as the world becomes more complex and change happens every day. Nonetheless, most businesses support their decision-making processes using simple and static net present value or internal rate of return calculations – neglecting to assess the uncertainties present in the underlying assumptions.