Robert Winter – författare

While the Beethoven string quartets are to chamber music what the plays of Shakespeare are to drama, even seasoned concertgoers will welcome guidance with these personal and sometimes enigmatic works. This collection offers Beethoven lovers both detailed notes on the listening experience of each quartet and a stimulating range of more general perspectives: Who has the quartets' audience been? How were the quartets performed before the era of sound recordings? What is the relationship between 'classical' and 'romantic' in the quartets? How was their reception affected by social and economic history? What sorts of interpretive decisions are made by performers today? The companion brings together a matchless group of Beethoven experts. Joseph Kerman is perhaps the world's most renowned Beethoven scholar. Robert Winter, an authority on sketches for the late quartets, has created interactive programs regarded as milestones in multimedia publishing. Maynard Solomon has written an acclaimed biography of Beethoven. Leon Botstein is the conductor of the American Symphony Orchestra as well as a distinguished social historian and college president.Robert Martin writes from his experience as cellist of the "Sequoia Quartet". And the book is anchored by the program notes of Michael Steinberg, who has served as Artistic Advisor of the San Francisco Symphony and the Minnesota Orchestra.

"1+1=3. That is the equation that summarizes the theme of this book. The book’s message is to integrate the developmental principles of Agile with the result-focused approaches integral to performance consulting. Your outcomes in shaping human performance will be significant--and greater than if you only used one of these models. This is a book for anyone who seeks to work collaboratively with leaders to bring about continuously improving and sustainable organizational change." --Dana Gaines Robinson, coauthor of Performance ConsultingAgile Performance Improvement demonstrates the mutual benefits that accrue to the worlds of performance consulting and agile software development when the values and principles of both are blended synergistically under the guidance of practitioners skilled in both. The agile performance improvement model blends the principles of human performance technology with the frameworks and practices of Agile. The resultis an approach that maximizes the value of interactions among the consultant, the work team, and the customer. Unlike traditional end-to-end waterfall processes, agile performance improvement delivers value continuously and in small increments, relentlessly focusing on outcomes of value to the customer. Building on structures of Agile that are used in software development, such as Scrum, the agile performance improvement model considers the human component of holistic solutions in establishing a continuous stream of value.Bob Winter, a performance consultant, was the product owner for the corporate education scrum supporting an agile transition initiative for hundreds of engineering teams. From this cross-disciplinary experience, he discovered that the two cultures, two languages, and two methodologies of performance consulting and agile software development are—far from being incongruent, incompatible, or irrelevant to each other—in fact ideally suited to complement and support each other. Being agile improves the effectiveness of the performance consultant, and applying the lessons of human performance technology improves the effectiveness of software development teams.In Agile Performance Improvement, Winter teaches performance consultants how to apply agile principles, values, and methods usefully to the tasks of optimizing human performance in areas of practice not only adjoining but also well beyond the realm of software and IT engineering, such as corporate learning solutions, human resources systems, and non-software products. Conversely, he shows engineering teams immersed in an agile environment how to boost their performance using the principles and techniques taught and cultivated by performance consultants. The author, who has worked extensively on both sides of the traditional divide, recounts entertainingly but informatively how both sparks and fur can fly when geeks encounter people people.

Architectural coordination of enterprise transformation (ACET) integrates and aggregates local information and provides different viewpoints, such as financial, structural, or skill perspectives to the respective stakeholder groups, with the aim of creating a consensus and shared understanding of an enterprise transformation among the stakeholders. Its core purpose is to inform decision-makers with both local and enterprise-wide concerns so that the overall transformation goals can be successfully pursued, i.e. reducing inconsistencies and including local decisions in the overarching goals.This book consists of three major parts, framed by an introduction and a summary. To enable readers to gain a better understanding of the issues involved in real-world enterprise transformations as well as the possible role of architectural coordination and the associated challenges, Part I provides an analysis of status quo of corporate ACET practice. Part II then continues with an exploration of the challenges facing ACET from a theoretical perspective. Based on these challenges, Part III then presents a collection of components for a possible design theory for ACET. Instead of an integrated method, this collection of components constitutes method fragments that can be arranged in different ways depending on the perspective taken, the actual enterprise architecture management approach, the enterprise transformation type and the transformation’s context.

Digital transformation is one of the most discussed topics today because of its impact on society and the economy. This book explores how digital transformation can be made sustainable and how sustainability strategies can be integrated into the different phases of digital transformation development.

As a foundation for understanding and categorizing DSR artifacts, it proposes a more differentiated, empirically justified DSR artifact typology.

The two-volume proceedings set LNCS 16605 and 16606 constitutes the refereed main proceedings of the 21st International Conference on Design Science Research in Information Systems and Technology, DESRIST 2026, which was held in Münster, Germany, during June 8–10, 2026.Given the large number of high-quality contributions, the 2026 proceedings are published in three volumes: LNCS 16605 and 16606 as main proceedings include all accepted full papers, while LNCS 16607 contains all accepted Prototypes and Research-in-Progress Proceedings papers. DESRIST 2026 received a total of 231 submissions across all tracks and formats. The 48 full papers included in these main proceedings were carefully reviewed and selected from 108 full research paper submissions.The papers presented in LNCS 16605 and 16606 as main proceedings are organized in the following topical sections:Part I : Design for Better Futures: Beyond the Science of the Artificial (Theme Track); “From Insight to Impact” (General Track); The Future of Financial Services; Future of Data-Driven and AI-Enabled Design; Future of Healthcare and Wellbeing.Part II : Future of Design and Entrepreneurship; Future of Responsible and Sustainable Design; Future of Design Science Education; Future of Design Science Methodology; Future of Ecosystems for Design Science Research.

The two-volume main proceedings set LNCS 16605 and 16606 constitutes the refereed main proceedings of the 21st International Conference on Design Science Research in Information Systems and Technology, DESRIST 2026, which was held in Münster, Germany, during June 8–10, 2026.Given the large number of high-quality contributions, the 2026 proceedings are published in three volumes: LNCS 16605 and 16606 as main proceedings include all accepted full papers, while LNCS 16607 contains all accepted of Prototypes and Research-in-Progress Proceeding papers. DESRIST 2026 received a total of 231 submissions across all tracks and formats. The 48 full papers included in these main proceedings were carefully reviewed and selected from 108 full research paper submissions.The papers presented in LNCS 16605 and 16606 as main proceedings are organized in the following topical sections:Part I : Design for Better Futures: Beyond the Science of the Artificial (Theme Track); “From Insight to Impact” (General Track); The Future of Financial Services; Future of Data-Driven and AI-Enabled Design; Future of Healthcare and Wellbeing.Part II : Future of Design and Entrepreneurship; Future of Responsible and Sustainable Design; Future of Design Science Education; Future of Design Science Methodology; Future of Ecosystems for Design Science Research.

This book constitutes the thoroughly refereed proceedings of the 10th International Conference on Design Science Research in Information Systems and Technology, DESRIST 2015, held in Dublin, Ireland, in May 2015.

Architectural coordination of enterprise transformation (ACET) integrates and aggregates local information and provides different viewpoints, such as financial, structural, or skill perspectives to the respective stakeholder groups, with the aim of creating a consensus and shared understanding of an enterprise transformation among the stakeholders. Its core purpose is to inform decision-makers with both local and enterprise-wide concerns so that the overall transformation goals can be successfully pursued, i.e. reducing inconsistencies and including local decisions in the overarching goals.This book consists of three major parts, framed by an introduction and a summary. To enable readers to gain a better understanding of the issues involved in real-world enterprise transformations as well as the possible role of architectural coordination and the associated challenges, Part I provides an analysis of status quo of corporate ACET practice. Part II then continues with an exploration of the challenges facing ACET from a theoretical perspective. Based on these challenges, Part III then presents a collection of components for a possible design theory for ACET. Instead of an integrated method, this collection of components constitutes method fragments that can be arranged in different ways depending on the perspective taken, the actual enterprise architecture management approach, the enterprise transformation type and the transformation’s context.

Die Veränderung ist die einzige Konstante, insbesondere in der Nutzung der Informationstechnik. Sie ist auch das zentrale Anliegen der zweiten Auflage dieses Werkes zum Business Engineering, das auf die wichtige Frage eingeht, wie sich ein Unternehmen des Industriezeitalters erfolgreich in ein Echtzeitunternehmen der vernetzten Wirtschaft transformiert: Welche Geschäftsstrategien sind zukünftig erfolgreich? Wie können diese Strategien in Prozessen umgesetzt werden? Welche Anforderung sind an die technische Realisierung in Informations- und Kommunikationssystemen zu stellen? Wie fördern wir eine Kultur des Wandels? Der erste Teil des Buches ist den Grundlagen des St. Galler Ansatzes des Business Engineering gewidmet. Der zweite Teil fasst verschiedene Ansätze aus der angewandten Forschung zum Business Engineering zusammen, analysiert Geschäftsmodelle des Informationszeitalters, identifiziert Treiber des Wandels und liefert Instrumente für Veränderungsprozesse. Das Buch zeigt "Veränderern" Gestaltungsmöglichkeiten und Handlungsoptionen für Unternehmenserfolg in der vernetzten Wirtschaft auf und möchte anregen, diesen Wandel aktiv mitzugestalten.

Gegenstand dieses Buches ist das Management heterogener betrieblicher Applikationslandschaften. Hierbei beschränkt sich der Text nicht auf die Integrationsaspekte, die unter dem Stichwort Enterprise Application Integration (EAI) diskutiert werden, sondern er geht darüber hinaus auf Fragen der Planung, Bewertung und Steuerung von Applikationslandschaften ein. Es werden unterschiedliche Methoden und Techniken für die verschiedenen Aspekte der Applikationsintegration behandelt.Zugleich werden die Ergebnisse des Kompetenzzentrums "Application Integration Management" zusammengefasst, in dem vom Institut für Wirtschaftsinformatik der Universität St. Gallen gemeinsam mit fünf bedeutenden europäischen Unternehmen (Credit Suisse, Informatikzentrum der deutschen Sparkassen, Swisscom IT Services, Swiss Re, Winterthur Versicherungen) in den Jahren 2002 bis 2004 Konzepte, Methoden und Techniken für die Applikationsintegration in großen Dienstleistungsunternehmen erarbeitet wurden. Besonderes Gewicht wird dabei auf die praktische Umsetzbarkeit der Ergebnisse gelegt. So werden Beiträge von Forschenden des Instituts für Wirtschaftsinformatik durch Beiträge von Praktikern aus den beteiligten Unternehmen ergänzt.

Erfolgreiche Veränderung hängt von der zielgerichteten Umsetzung pragmatischer Konzepte ab. Das Business Engineering liefert diese Konzepte. Das Buch zeigt, wie sie in der betrieblichen Realität zu erfolgreichen Projekten führen. Die Nutzung der Informationstechnologie ist dabei das verbindende Element. Die von erfahrenen Praktikern des Business Engineering verfassten Beiträge drehen sich zum einen um technologiegetriebene Wertschöpfungspotenziale und zum anderen um den methodischen Transformationsprozess zum Unternehmen des Informationszeitalters. Sie beschäftigen sich mit den zentralen Fragen des unternehmerischen Wandels: Wie ändert sich die Geschäftslogik z.B. von Finanzdienstleistern, Industrieunternehmen oder Immobilienmanagement-Gesellschaften unterstützt durch innovative Anwendungen? Welche Potenziale ergeben sich für Supply-Chain-Management-Prozesse oder für ein innovatives HR-Management? Welche Effekte ergeben sich in Netzwerken? Wie lassen sich die Erkenntnisse in KMU anwenden?

Dieser Sammelband wird anlasslich des 15jahrigen Bestehens des Instituts fur Wirtschaftsinformatik der Universitat St. Gallen (IWI-HSG) herausgegeben. Er vereinigt die wichtigsten Arbeiten der ehemaligen IWI-Professoren Bartmann, Nastansky und Schmid sowie der derzeitigen IWI-Professoren Back, Brenner, Osterle und Winter aus ihrer jeweiligen Zeit am IWI-HSG. Damit dokumentiert er die Entwicklung des Business Engineering von seinen Anfangen bis 2001 anhand ausgewahlter, besonders gelungener Beitrage.