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THE PALGRAVE HANDBOOK
OF MANAGING
CONTINUOUS BUSINESS
TRANSFORMATION
Edited by Horst Ellermann, Peter Kreutter,
and Wolfgang Messner
The Palgrave Handbook of Managing Continuous
Business Transformation
 Reviews
“Businesses around the world have to cope with a continuously changing environ-
ment. This superb handbook provides a powerful collection of insights, concepts, and
guidelines for a successful change strategy. It is the long-thought link between aca-
demic research and practical implementation of digitalization.”
Lutz Goebel – CEO, Henkelhausen; & President, Die Familienunternehmer,
Germany

“The new world of work requires organizations to invest in resilient and innova-
tive business models. Taking examples from various industries, this handbook has
distilled knowledge on achieving client centricity within a changing environment;
it examines the impact of globalization and digitization on businesses embracing a
client centric approach.”
Flocy Joseph – Human Capital Leadership Institute, Singapore Management
University, Singapore

“The world economy is transforming rapidly from an analogue to a digital-based

technology-driven society; such a transformation requires businesses to move from
a transactional relationship to one that is interactional. This handbook uses applied
research and an interdisciplinary approach to better understand the salient components
of managing change through transformation.”
Arthur M. Langer – Director, Center for Technology Management, Columbia
University, USA

“Keeping up in a steadily changing business environment is challenging – and

sometimes exhausting. But businesses, small and big, domestic and international, need
to learn how to change and adapt, not only once but many times. This well-organized
and timely handbook brings together a wealth of practical and research experience.”
David Patient – Associate Professor of Organizational Behavior, Católica Lisbon
School of Business & Economics, Portugal

“Market- and environment-related forces constantly mete out new pressure for
change in a tightly interwoven network of cause-and-effect relationships. Change will
be the new normal in tomorrow’s business environment. This book is a good compass
of how to establish a resilient business model, and how to cope with change, both
expected and unexpected.”
Naveen Rajdev – Chief Marketing Officer, Wipro

“The impact of the current digitalization phenomenon on the business world is

probably only comparable to the changes wrought by the industrial age. Now, many
believe that we are undergoing a fourth industrial revolution. In such rapidly chang-
ing times, expert guidance, such as from this handbook, is highly appreciated.”
Michael Shepherd – Professor of Computing Science, Dalhousie University,
Canada
 Horst Ellermann • Peter Kreutter • Wolfgang Messner
Editors

The Palgrave
Handbook of
Managing Continuous
Business
Transformation
Editors
Horst Ellermann Wolfgang Messner
CIO Magazine / CIOmove Darla Moore School of Business
München, Bayern, Germany University of South Carolina,
Columbia, SC, USA
Peter Kreutter
WHU - Otto Beisheim School of
Management, Vallendar, Germany

ISBN 978-1-137-60227-5    ISBN 978-1-137-60228-2 (eBook)

DOI 10.1057/978-1-137-60228-2

Library of Congress Control Number: 2016960336

© The Editor(s) (if applicable) and The Author(s) 2017

The author(s) has/have asserted their right(s) to be identified as the author(s) of this work in accordance with
the Copyright, Designs and Patents Act 1988.
This work is subject to copyright. All rights are solely and exclusively licensed by the Publisher, whether the
whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations,
recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or
information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar
methodology now known or hereafter developed.
The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does
not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective
laws and regulations and therefore free for general use.
The publisher, the authors and the editors are safe to assume that the advice and information in this book are
believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors
give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions
that may have been made.

Cover illustration: © PIER / Getty Images

Printed on acid-free paper

This Palgrave Macmillan imprint is published by Springer Nature

The registered company is Macmillan Publishers Ltd.
The registered company address is: The Campus, 4 Crinan Street, London, N1 9XW, United Kingdom
 Preface

Managing change is probably the biggest challenge in today’s business world.

Market- and environmental-related forces are the driving forces behind these
challenges. For instance, globalization is a key force that shapes strategy,
structure, and operations of multinational and domestic companies alike.
Demographics are shifting. While you are reading this, the world’s popula-
tion will rise by 145 within the next minute. By 2025, there will be about
eight billion people on our planet—but with sharp regional variations. While
Africa and Asia are growing, Europe is expected to shrink. For businesses that
fail to respond adequately, these demographic shifts bring risks; but they also
create big opportunities for forward-looking organizations. Growing popula-
tion segments in the emerging markets develop their own dynamics driven by
completely different customer needs, often at what we call the bottom of the
pyramid. Organizations need to understand the discontinuity of customer
requirements when transcending into global markets. At the same time, tech-
nology and digitalization remove existing constraints and open up previously
unthought-of opportunities, affecting the lives of end-consumers and the way
how organizations operate alike. Social media lets companies directly hear
the voice of their customers, without having to wait for market researchers to
send out questionnaires and compile their reports. Big data allows companies
to understand their customers, make more accurate forecasts, and ultimately
take better decisions.
Undoubtedly, to take advantage of these developments, managing change
is at the core. And so, more than ever before, business transformation has a
prominent place on corporate agendas, because an organization’s future suc-
cess strongly depends on it. Coping with ever more rapid and ongoing change
is one of the predominant concerns of executives across industries and across

v
vi Preface

the world. Business transformation helps them to stay competitive amid a

wide variety of internal and external challenges.
Transformational shifts in our economic, environmental, geopolitical, soci-
etal, and technological systems offer unparalleled opportunities, but at the
same time threaten many traditional industries. Many of those shifts do not
work in isolation and neither in tandem. Instead, they are a tight-knit web of
complex and self-enforcing interconnections. They simultaneously and con-
stantly mete out new pressure for change in a network of cause-and-effect
relationships.
And because continuous change will be the new normal in tomorrow’s
market environment, business transformation can never be complete. It needs
to be understood as a continuous process, right from realizing its triggers,
defining a guiding policy as a transformation framework, all the way to coher-
ent execution of change across all layers of business.

The Main Objectives of This Book

Therefore, The Palgrave Handbook of Managing Continuous Business Transformation
offers a broad and comprehensive perspective of how to cope with change, both
expected and unexpected. It brings together many years of experience, current
perspectives, and future ideas of international business practitioners, academ-
ics, and market researchers. This book diagnoses the factors that trigger change
and drive continuous transformation. In doing so, it takes an interdisciplinary
approach, weaving together strategy with implementation, connecting people
with information technology, and linking customers with the businesses they are
buying from. While a lot of general business advice is published about change
and transformation, several of these issues are, in the required depth for this
important topic, not yet sufficiently covered by previous academic research.
By assessing existing research and current business trends, The Palgrave
Handbook of Managing Continuous Business Transformation is intended to serve
as a reference point for researchers studying continuous business transforma-
tion. With an applied research-driven philosophy, it provides firms and their
managers with a sound foundation for managing change, and also proposes
new directions. Case study material is added in order to help understand and
teach issues and solutions to graduate and executive classes.
As editors, with the much appreciated help of our contributing authors,
we put together this book for academic researchers, who wish to develop and
focus new research in the fields of International Business and Management;
Strategy, Entrepreneurship, and Innovation; Marketing; and Information
 Preface vii

Management. It will also be useful for business practitioners who are interested
and motivated to transfer academic research into real-life business strategy,
for example, senior management and heads of strategy departments, senior
management of professional service providers who want to position them-
selves higher up the value chain, and consultants working for strategy and
management consultancies.

The Structure of the Book

This book presents a collection of chapters that deal with the topic of continu-
ous business transformation in an international and cross-disciplinary man-
ner. They are written by a team of 48 leading academics, experienced market
researchers, and industry practitioners from Belgium, Germany, India, Japan,
Romania, Singapore, Switzerland, UK, UAE, and USA. Many of the con-
tributing authors are personally known to us through the networks of the
CIO magazine, Darla Moore School of Business at the University of South
Carolina, MYRA School of Business, WHU – Otto Beisheim School of
Management, and the Wipro Center for Business Resilience.
After an Introduction, the book is organized around four main sections:
Transformational Shifts, Achieving Customer Centricity, Dealing with New
Technology, and Leading the Change. We endeavored to build a red thread
from defining the book’s topic of continuous business transformation (Part 1);
understanding how transformational shifts pose challenges to today’s businesses
across vertical industries and geographies (Part 2); suggesting how companies
can strategically respond by connecting its products, services, and solutions
with its customers (Part 3); understanding how to create a technology strategy
and integrate it into the existing landscape (Part 4); and, finally, creating the
future, keeping the momentum, and staying ahead (Part 5). Part 5 also includes
directions for future conceptual work and research.

Part 1: Introduction
The Introduction contains two chapters. The first chapter, Continuous Business
Transformation: What Is It All About?, establishes that business transformation
is not only a long and complex process, but also a term used in a wide variety of
meaning by management consultants and strategy writers. Wolfgang Messner
sorts through the chaos of opinion and hype; he proposes a t­ wo-­dimensional
framework evolving around the key issues of nature and scope of strategic
viii Preface

change. He makes the point that continuous business transformation occurs

within the organization’s existing paradigm, and because it never stops, it
helps the organization to accelerate, build momentum, and deliver impact.
In Industry Life Cycles as an Underlying Source of Continuous Change, Peter
Kreutter presents a literature overview on industry life cycle research. He
offers theoretical ideas and valuable empirical results that explain evolutionary
processes at industry level. This not only provides the reader with an improved
understanding of entry, exit, firm growth, and survival during the course of an
industry’s evolution, but also shapes the inherent dynamics and the strategic
implications at the firm level.

Part 2: Transformational Shifts

Part 2 is titled Transformational Shifts. By looking at how transformational
shifts challenge many tradition-rich companies, it opens up the book’s funda-
mental perspective.
The second part starts with a literature review Lost in Transformation:
Strategy Formulation in a Digitized World, which discusses current challenges
for strategic management, and illustrates a novel and practical approach of
strategic renewal in a world lost in transformation. By assessing traditional
industry analysis in the light of today’s business reality, Nicole Gottschalck
and Christina Günther provide insights into an alternative and practical
framework for strategy formulation and implementation in a continuously
changing digitalized world.
In Leveraging Nature and Patterns in an Exponential World, Hans-Martin
Hellebrand argues that today’s world is shaped by the impact of exponential
technologies. To harvest their huge potential and to not be disrupted by their
immense power, today’s entrepreneurs and business leaders have to gain a
solid understanding of exponentials, and how to design organizations around
them. He provides solid advice on how to set up optimal structures and pro-
cesses, which enable organizations to turn the potential of exponentials into
company value.
In their chapter on The Effect of Digitalization on the Labor Market, Christian
Bührer and Christian Hagist ask how digitalization will change the division of
work, and which jobs are at stake. They make the point that societies will have
to react differently, depending on their demographics and their education sys-
tem. Rapidly ageing countries, like Germany and Japan, may even experience
fewer problems with respect to their labor market.
 Preface ix

Adam Bujak and Marcus Esser address the challenge of responding to

change in a structured way. Relying on the Kondratieff cycle theory, their
chapter Outcome-Driven Transformation reviews economic cycles, and the
transformation pressures they inevitably exert. Based on five transformation
levers, they demonstrate suggestions and practical findings ensuring smooth
execution in a fast-moving environment. Their case study describes employee
involvement stimulation, achieved through a targeted gamification approach.
Part 2 concludes with Transformation of Banking Institutions: Comparing
Germany and India. Taruna Gautam and Michael G. Schmitt demonstrate
that banks, which have their origins and a strong foothold in developed coun-
tries, should show increased interest in partnering with institutions from
developing markets. While banks in India and Germany operate in very dif-
ferent environments, they face, to some extent, very similar challenges of
global banking transformation.

Part 3: Achieving Customer Centricity

Part 3, titled Achieving Customer Centricity, departs from the insights devel-
oped in Part 2, and sketches strategies how firms can fundamentally align
their products and services with the wants and needs of their most valuable
customers.
In a conceptual chapter entitled The Changing Face of Customer Centricity,
Rajesh Gaurav and G Shainesh assess the impact of macro-environmental
factors on the evolving nature of customer centricity, and the need for firms
to embrace it.
Shailesh Chopra and Premkumar Rajendran challenge how today’s organi-
zations deal with client centricity. While organizations believe they are client
centric, only very few customers actually feel so. In their chapter Rethinking
Client Centricity to Reinvent Business Models, they provoke readers to think
through the deeper roots of client centricity and motivate them to unlearn
and re-learn. Only focusing on client centricity in such a differentiated way
will trigger an organization to continuously re-invent itself.
Because product line selection has been a complex problem for market-
ers across industries, Transforming Product Line Selection Strategy proposes a
robust decision model for marketers in dynamic business environments char-
acterized by uncertainty and lack of information. Subrat Sarangi considers
a set of intra-firm, inter-firm, and multi-market competition variables; he
proposes multi-objective mixed-integer fuzzy-goal programming as a meth-
odology for this decision model.
x Preface

While—at least in Continental Europe—the concept of Industry 4.0 has

gained enormous interest within the business community, the organizational
change required for its successful deployment is still in its infancy. In Industry
4.0: How to Manage Transformation as the New Normal, Thomas Ochs and
Ute Riemann aim to overcome the traditional perception that change is not
an episodic element, but a continuum. They showcase project experience
from Villeroy & Boch, a large manufacturer of ceramics, which has been
able to expand its position on the European home market while at the same
time continuing a course of internationalization, especially in the new growth
markets. To encourage innovative thinking, they propose a blended change
management approach adding elements of Design Thinking in order to make
Industry 4.0 successful.
Klaus Holzhauser and Philipp Schalla predict in their chapter Digital
Transformation in Manufacturing that Industry 4.0 will have a far more pro-
found influence on corporate business models and processes than the aspect
of customer experience, which was primarily associated with digital transfor-
mation up to now. The increasing intelligence in manufacturing plants, the
consistent incorporation of local intelligence into the production process and
logistics chain, and the resulting opportunities for information management
will bring massive changes to the entire process of work in manufacturing
companies, as well as to the direct environment of individual workers. While
this promises enormous added value potential for the manufacturing indus-
try, management must accept to bear the responsibility of actively managing
the change all the way down to the shop-floor level.
At the end of the book’s second part, Dirk Holtbrügge and Annalena
Zeier point out that, while industries are continuously becoming more and
more global, the national background of firms still matters. In their chapter
Country-of-Origin Effects in a Global Market: The Case of China, they explore
the perceptions of Chinese cars by European customers. They analyze and
compare the impact of country-of-origin effects on product evaluations and
purchase intentions of German and French consumers.

Part 4: Dealing with New Technology

Part 4 is about Dealing with New Technology. The chapters collectively suggest
sustainable ways for firms to stay competitive by sensing potential technology
impact, devising a technology-based strategy, and flexibly integrating it into
the existing landscape.
 Preface xi

In a first step toward securing continuous development processes, Klaus

Brockhoff advises in his chapter Customer Integration into Continuous
Development of IT-Based Services that developers of IT-based services should
be aware of potential conflicts arising from involving customers in co-­
development projects. He bases his analysis on extensive use of academic lit-
erature, including empirical research. His findings should help both decision
makers and those involved in running the projects to avoid conflicts.
The chapter Towards a Safer Tomorrow: Cybersecurity and Critical
Infrastructure addresses a type of threat that is relatively new compared to
other substantial well-known and well-researched risks for organizations. The
two authors, Solomon Karchefsky and H. Raghav Rao, provide insights into
the effects of recent destructive cyber-attacks, the divide between governments
and private industry, as well as lapses in security programs that prevent the
effective defense of critical infrastructure. In order to address these faults, they
demand scalable and risk-based processes to improve supporting processes of
cybersecurity in critical infrastructure, namely information sharing, account-
ability, and risk assessment.
Anna Kruse and Hans Pongratz cover the topic of free online courses,
so-called MOOCs. Their chapter Digital Change: How MOOCs Transform
the Educational Landscape specifically addresses how MOOCs transform the
landscape of higher education, and how institutions of higher education can
respond with agility to a rapidly changing landscape of tools and approaches.
Based on experiences of the Technische Universität München (TUM) with
MOOC initiatives, they provide commentary and analysis on current public
perception of MOOCs, as well as a hypothesis about the future trajectory of
MOOCs.
The chapter E-leadership for SMEs in the Digital Age notes that the business
climate is currently being transformed by digital technologies. Based on their
empirical research in Europe, Maksim Belitski, Weizi Li, Kecheng Liu, and
Yinshan Tang address one of the main challenges that the leaders of small
and medium-sized enterprises (SMEs) face today: How to align business and
information technology in an optimal manner to fully leverage the potential
of digital technologies?
Next, Nils T. Kohle contributes an interesting case study about the Digital
Transformation of a Swiss Ski Destination. He argues that digitalization does not
only affect companies but also affects holiday destinations. How can a travel
destination cope with the changes that come along with digitalization? And
how would the ideal strategy look like? Using Saas-Fee in Switzerland as an
example, he advocates establishing Destination Management Organizations,
xii Preface

which will need to follow radically different marketing processes in order to

adapt to customers’ continuously changing requirements.
The book’s fourth part concludes with a chapter on the Internet of Things:
Legal Implications for Every Business, in which Ulrich Bäumer, Miriam Keil,
and Sabine von Oelffen highlight that businesses deploying the Internet of
Things are subject to a variety of legal obligations. These are, due to their rigid-
ity, contrary to the open and flexible nature of the Internet of Things. And
while the Internet of Things blurs national boundaries, there is no uniform
legal framework with respect to liability questions. Businesses thus face liabil-
ity under numerous diverse national laws. Nonetheless, these legal challenges
will most likely not decelerate the rapid growth of the Internet of Things.

Part 5: Leading the Change

Part 5 is about Leading the Change. It goes to the core of how companies can
use the ideas provided in the previous parts of this book, create a new future,
and stay out in front. The work included in this part also highlights gaps in
current research, and provides directions for future research.
In their chapter Establishing Continuous Change, Erik Strauss, Jürgen Weber,
and Susanne Zubler note that almost every organization has to undergo radi-
cal transitions to be able to continuously change and adapt to dynamic eco-
nomic conditions. While the ability to transform has been primarily linked
to the private sector, even government and other public organizations are
moving toward a market-oriented logic. The authors provide evidence from
a German federal agency, and show that radical change is one way of getting
ready for continuous change, because, by shifting power structures in the
organization, it helps to overcome inert interdependencies between contex-
tual intra-organizational dynamics.
Moving back to the private sector, Enrico Rühle and Valerie-Laura Wagner
present the case of TÜV Rheinland India Pvt. Ltd., a provider of technical,
safety, and certification services. In their chapter Organizational Culture: An
Additional Perspective to the Balanced Scorecard, they suggest to add organi-
zational culture as a fifth and separate perspective to the balanced scorecard.
They see it as a necessary step, because to stay competitive in today’s market,
it is very much important to understand an organization’s employees as an
integral part of success. This is especially true when considering that talent
is becoming scarcer across the world. They develop a consistent and multi-­
dimensional framework, which is flexible enough to help focus on changes
originating from the marketspace or within the organization.
 Preface xiii

The conceptual chapter Integrating Holistic Marketing into the Stakeholder

Management Approach postulates that the sustainable business should not only
represent a major strategic challenge, but that it must become an effective
strategic solution. Mihaela Herciu and Claudia Ogrean suggest that organiza-
tions should integrate holistic marketing into their stakeholder management.
They introduce a strategic model that can lead to radical change of a firm’s
business model, while it can at the same time (re)position the firm within the
global architecture as a good corporate citizen. This creates a win–win situa-
tion for business and society.
Next, Wiboon Kittilaksanawong argues that corporate divestitures have
increasingly gained legitimacy as a strategic option for maximizing a firm’s
equity value, but that it is still not clear to academics and practitioners how
value creation really happens. His chapter Corporate Value Creation from
Restructuring Through Divestitures demonstrates that the drivers, paths, and
performance of corporate divestitures are interdependent. Managers have to
consider firm- and industry-level factors across geographic markets and tim-
ing of implementation to maximize value creation from divestitures.
Melissa Promes discusses flexible working environments in her chapter
entitled Adapting to Working Environment Change: Effects of Mobility and
Flexibility. While they allow organizations to accommodate continuous job
growth, make best use of existing building space, and help to contain costs,
they will inevitably result in the emergence of new challenges regarding an
individual’s satisfaction with the working environment; such change can be
perceived as threatening by some employees. In her chapter, she takes the
case of the BMW Group in Munich, and examines the effects that mobil-
ity and flexibility in the workplace have on perceived employee satisfaction
and well-being. Her empirical study provides concrete evidence for the need
to solve capacity issues in terms of job growth, as well as maintain a high
level of employee satisfaction and well-being in today’s continuously changing
environment.
In the last chapter of this book, Peter Boggis, Frank Dannenhauer, and
David Trafford explore how the role of leaders needs to change, given the
profound impact that digital technology continues to have on organizations.
Their chapter The Changing Role of Leaders for the Digital Age is based on
a longitudinal review of ‘digital project’ experiences across industries. They
suggest five leadership principles for the digital age, and conclude that many
organizations have yet to recognize the fundamental shift in the primary role
of leaders—together with the process of leadership—if they are to become
truly digitally enabled enterprises.
xiv Preface

Perhaps one of the salient qualities of this book is the variety of perspectives
from which authors try to tackle the challenge of managing continuous busi-
ness transformation in today’s business world characterized by frequent and
far-reaching shifts. We sincerely hope you will find this handbook useful for
your own research or business practice. Following good old academic practice,
throughout the book, all authors are consistently listed in alphabetic order.

April 2016 Horst Ellermann

Peter Kreutter
Wolfgang Messner
 Acknowledgments

This book would not have been possible without the great support of many
well-wishers and supporters, who have, in small and large ways, helped to
turn the initial idea of writing a book on change into reality. The number
of individuals involved is large. The result is now right in front of you, The
Palgrave Handbook of Managing Continuous Business Transformation.
First and foremost, we want to express our heartfelt appreciation to Wipro
Ltd., a leading Information Technology, Consulting and Business Process
Services Company. Wipro combines digital strategy, customer-centric design,
advanced analytics, and product engineering. It has endowed the Wipro Center
for Business Resilience as a research think tank at WHU – Otto Beisheim School
of Management in Düsseldorf (Germany). We also thank CIO magazine and
IDG Business Media for being partners in supporting this collaboration. The
Wipro Center for Business Resilience has created the necessary momentum and
support to move this project from idea to reality. We especially thank WHU –
Otto Beisheim School of Management, CIO magazine, Darla Moore School of
Business at the University of South Carolina, and MYRA School of Business for
allowing us to tap into their global research and business networks. Suffice to
say that our debt in creating the momentum for this book is enormous.
Putting this book together was in many ways a collaborative effort, involv-
ing contributions from 48 academics, market researchers, and business prac-
titioners from all over the globe. We want to thank all of our highly dedicated
authors, who have spent considerable amount of effort and time researching
and writing the content for the chapters of this book. Many chapters are
stocked with case studies and examples from organizations. We are indebted
to these companies for sharing their business transformation experiences with
candor and detail.

xv
xvi Acknowledgments

Every chapter accepted for publication in this book has gone through both
editorial and peer review. Many authors have gone the extra mile, and further
contributed to the peer-review process:
Taruna Gautam – IILM Graduate School of Management, Greater Noida,
India
Mihaela Herciu – Lucian Blaga University of Sibiu, Romania
Dirk Holtbrügge – Friedrich-Alexander-University Erlangen-Nürnberg,
Germany
Wiboon Kittilaksanawong – Saitama University, Japan
Weizi Li – Henley Business School, University of Reading, UK
Claudia Ogrean – Lucian Blaga University of Sibiu, Romania
Hans Pongratz – TUM Technical University Munich, Germany
Melissa Promes – Ludwig-Maximilians-University and BMW Group,
Munich, Germany
H. Raghav Rao – University of Texas, San Antonio, USA
Subrat Sarangi – KIIT School of Management, Bhubaneswar, India
Michael G. Schmitt – ISM International School of Management, Frankfurt,
Germany
G. Shainesh – Indian Institute of Management Bangalore, India
Valerie-Laura Wagner – TÜV Rheinland Middle East, United Arab Emirates
As reviewers, they worked hard to ensure the accuracy of facts and the logic
of reasoning, improve readability, suggest leads and research references, and,
in general, serve as an invaluable second opinion. Sometimes this process was
painful, for the reviewers, for the authors, as well as for us editors. There is no
right or wrong answer in comparing opinion and subsequent arguments. In
fact, such consultations are always to be welcomed in advancing science. And
so, we have always enjoyed the fascinating discussions about business trans-
formation, change, and technology, which have leapt forth and back between
academics and practitioners, industries, and continents. We are sure that we
have all learnt a lot from each other during this process.
The idea for this book developed around a series of editions of the
WHU General Management Plus Program. Promoted and led by Rebecca
Winkelmann, Managing Director Executive Education at WHU – Otto
Beisheim School of Management, these programs are aimed at enhanc-
ing general management knowledge in strategy, leadership, finance, change
management, and entrepreneurship. To stay ahead of competition, industry
leaders need to be able to quickly transform breakthrough ideas into viable
business models; the dynamics of today’s markets and their increasing pace
puts traditional management methods into question. We are extremely proud
 Acknowledgments xvii

to say that both faculty and alumni of these executive education programs
have contributed to this handbook as authors.
When we proposed the book’s idea to Palgrave Macmillan, we were very
fortunate to have Liz Barlow as a Senior Commissioning Editor on our side.
We personally met with Liz during the 2015 AIB Academy of International
Business Conference in Bangalore (India). She not only helped us to decide
on the right publishing format, but her comments and thoughtful additions
were invaluable in bringing clarity and balance to the book’s structure. Maybe
most importantly, she represented the book’s idea in Palgrave Macmillan’s
editorial meetings, and made sure we got the necessary approvals. Thank you,
Liz. Without you, this book would not have been possible. Later in the pro-
cess, Maddie Holder, Assistant Editor at Palgrave Macmillan, effectively (and
sometimes mercilessly) pushed us through the publication process so that we
keep to all our agreed timelines. As a result, we are proud to say that it took
the book no more than 18 months from idea to availability in the bookstores.
Finally, we would like to thank our colleagues at our respective institutions
for their help and support. We especially owe an incalculable debt to our life
partners and families. Without their unyielding support and endurance, this
and many of our other joint projects would not have been possible.
 Contents

Part 1 Introduction 1

1 Continuous Business Transformation: What Is It All About? 3

Wolfgang Messner

2 Industry Life Cycles as an Underlying Source

of Continuous Change19
Peter Kreutter

Part 2 Transformational Shifts 65

3 Lost in Transformation: Strategy Formulation

in a Digitized World 67
Nicole Gottschalck and Christina Günther

4 An Exponential World: Nature, Patterns,

and How to Leverage Them 95
Hans-Martin Hellebrand

5 The Effect of Digitalization on the Labor Market 115

Christian Bührer and Christian Hagist

xix
xx Contents

6 Outcome-Driven Transformation 139
Adam Bujak and Marcus Esser

7 Transformation of Banking Institutions:

Comparing Germany and India 151
Michael G. Schmitt and Taruna Gautam

Part 3 Achieving Customer Centricity 173

8 The Changing Face of Customer Centricity 175

Rajesh Gaurav and G Shainesh

9 Rethinking Client Centricity to Reinvent Business Models 189

Shailesh Chopra and Premkumar Rajendran

10 Transforming Product Line Selection Strategy213

Subrat Sarangi

11 Industry 4.0: How to Manage Transformation

as the New Normal 245
Thomas Ochs and Ute Riemann

12 Digital Transformation in Manufacturing 273

Klaus Holzhauser and Philipp Schalla

13 Country-of-origin Effects in a Global Market:

The Case of China 289
Dirk Holtbrügge and Annalena Zeier

Part 4 Dealing with New Technology 313

14 Customer Integration into Continuous Development

of IT-based Services 315
Klaus Brockhoff
 Contents xxi

15 Toward a Safer Tomorrow: Cybersecurity and Critical

Infrastructure 335
Solomon Karchefsky and H. Raghav Rao

16 Digital Change: How MOOCs Transform the Educational

Landscape 353
Anna Kruse and Hans Pongratz

17 E-Leadership for SMEs in the Digital Age 375

Weizi Li, Kecheng Liu, Yinshan Tang, and Maksim Belitski

18 Digital Transformation of a Swiss Ski Destination 417

Nils T. Kohle

19 Internet of Things: Legal Implications for Every Business 435

Ulrich Bäumer, Sabine von Oelffen, and Miriam Keil

Part 5 Leading the Change 459

20 Establishing Continuous Change461

Erik Strauss, Jürgen Weber, and Susanne Zubler

21 Organizational Culture: An Additional Perspective

to the Balanced Scorecard 495
Enrico Rühle and Valerie-Laura Wagner

22 Integrating Holistic Marketing into the Stakeholder

Management Approach 513
Mihaela Herciu and Claudia Ogrean

23 Corporate Value Creation from Restructuring

Through Divestitures 533
Wiboon Kittilaksanawong
xxii Contents

24 Adapting to Working Environment Change:

Effects of Mobility and Flexibility 553
Melissa Promes

25 The Changing Role of Leaders for the Digital Age 585

Peter Boggis, Frank Dannenhauer, and David Trafford

Index599
 Notes on the Authors

Ulrich Bäumer is a partner with the international law firm Osborne Clarke. He is a
member of the company’s Digital Business Group, and also co-heads the India
Group. Ulrich drafts and negotiates complex international outsourcing (especially
offshoring) contracts, and assists the firm’s technology clients in all commercial
aspects, including mergers and acquisitions (M&A). He also assists German compa-
nies in their legal requirements regarding their international operations. He is a guest
lecturer of IT-law at the National Law School India in Bangalore (India), at the
University of Cologne (Germany), and also a guest lecturer at WHU – Otto Beisheim
School of Management in Vallendar (Germany).
Ulrich has published in academic and practice-oriented law and business journals.
He is a sought-after speaker in conferences and workshops organized by agencies like
BITKOM and NASSCOM, EUROFORUM, as well as at the ITechLaw confer-
ences held in Europe and India. He was appointed ambassador of India by the city
of Cologne.
Ulrich received a Master of Law (LLM) from the George Washington University
(USA), and is Attorney at Law (NY).
Maksim Belitski joined the Henley Centre for Entrepreneurship (HCfE) at Henley
Business School at the University of Reading (UK) in January 2014 as a Lecturer.
Prior to joining Henley, Maksim was a Research Fellow at the Institute for
Development Strategies, Indiana University Bloomington (USA) and a Contract
Professor of Econometrics at the University of Bolzano (Italy). Previously, he held
appointments at Loughborough University (UK), University College London (UK),
University of Leicester (UK), University of Economics Bratislava (Slovakia), and
Belarusian State University in Minsk (Belarus). During over eight years on the fac-
ulty, he has taught courses on entrepreneurship, managerial economics, research
methods, quantitative methods for business and finance, econometrics at both under-
grad and graduate levels. He holds a Ph.D. in Social Sciences from the University of

xxiii
xxiv Notes on the Authors

Leicester (UK), and another Ph.D. in Economics from the University of Milan
(Italy). He is a ‘trusted’ researcher of the Secure Data Service Data Archive (UK) and
Virtual Micro-data Lab, Office of National Statistics (UK). Since 2013, he is a fellow
of the Higher Education Academy.
His research interests lie in the area of entrepreneurship, innovation, and regional
economics, with a particular focus on entrepreneurship as a spillover of knowledge
and creativity.
Peter Boggis is a Founding Partner of Formicio Limited. Prior to co-­founding
Formicio in 2010, Peter was a Senior Associate of nGenera (formally The Concours
Group), a US-based research, management consulting, and executive education com-
pany. Before that, Peter was a Vice President at CSC Index where he led the eBusiness
practice. Previously, he held senior consulting positions with Ernst & Young and
Deloitte. During his consulting career, he advised companies in Europe, North
America, South Africa, South-East Asia, and Australasia on all aspects of technology-
led transformation across many different industry sectors, including steel, mining,
chemicals, pharmaceuticals, financial services, and the automotive finance industry.
He has also designed, developed, and delivered experiential learning journeys for
executives to gain insights into the organizational capabilities needed to succeed with
technology-enabled innovation for business value.
Peter holds an MA in Modern Languages from Cambridge University (UK) and is
a qualified Chartered Accountant.
Klaus Brockhoff is Emeritus Professor of Technology and Innovation Management
of the University of Kiel (Germany), and an honorary professor of business policy at
WHU – Otto Beisheim School of Management in Vallendar (Germany). He is also
a member of the board of WHU Foundation and ESC Foundation.
For 35 years, he was a full professor at the University of Kiel and WHU – Otto
Beisheim School of Management. He held a number of visiting professorships in
Europe and the USA. Among his activities in business firms was the membership of
the supervisory board of an IT-provider for state and local governments in Northern
Germany. He has been a consultant to various companies and governmental insti-
tutions, and he served on supervisory boards and advisory councils of private and
public institutions.
He is a member of the German National Academy of Engineering Sciences and
the Berlin-Brandenburg Academy of Sciences. Klaus received his doctorate and habil-
itation degree from the University of Bonn (Germany). He was honored with an
honorary doctoral degree by the University of Berne (Switzerland).
Christian Bührer is a research assistant and Ph.D. student at the Chair of
Intergenerational Economic Policy at the WHU – Otto Beisheim School of
Management (Germany). He studied Economics at the University of Freiburg
(Germany), and finished his M.Sc. as best of class in 2014. His studies led
him to the University of Gothenburg (Sweden) and the University of Basel
 Notes on the Authors xxv

(Switzerland). In his master thesis, which was awarded by the Friedrich August
von Hayek Award, he examined the impact of leadership on the health of employ-
ees and analyzed the importance of this component with regard to an efficiently
designed occupational health management.
Adam Bujak heads Technology Transformation at Capgemini Business Services. In
his previous roles as Global Head of Delivery Excellence and SBU Competitiveness
and Industrialization Director, Adam has been instrumental to Capgemini’s transfor-
mation drive. Adam is an innovative and creative strategist with substantial finance
and technology acumen. His ability to lead teams on five continents and a successful
delivery of change projects yielded him the Delivery Diamond Award from the
Capgemini Group CEO and Chairman in the category ‘most complex and important
projects’. He lived and worked in Germany, Poland, Finland, India, and Australia.
He holds a Ph.D. in Strategic Management and a Master’s degree in Banking and
Finance from Europa Universität Viadrina in Frankfurt/Oder (Germany).
Shailesh Chopra is working for Deutsche Bank as Director in an infrastructure
function with regional responsibility. Shailesh has held international managerial posi-
tions for several years in electronics, automobile, and banking industries, with work
experience in quality management, process engineering, production, works engineer-
ing, and sales and marketing. A Master Black Belt in Six Sigma, Shailesh is an expe-
rienced trainer, mentor, and coach in areas of efficiency and organizational
excellence.
Shailesh has co-authored the best-selling book Delusion in Organisational
Excellence, published in 2013 by McGraw-Hill. He is an active member in the fields
of quality, process, and customer experience.
Shailesh attended leadership trainings from ISB in Hyderabad (India) and
ESMT in Berlin (Germany). He completed his MBA from SP Jain Institute of
Management and Research in Mumbai (India), and graduated in Electronics and
Power Engineering.
Frank Dannenhauer is the founding partner of troisval SA, a Swiss-based consult-
ing firm that advises senior leaders worldwide on organizational development and the
management of major transformations, especially in the digital domain. He is also a
Senior Associate at Formicio Limited.
Prior to this, Frank was in various senior roles in the pharmaceutical and chemical
industry, for example, as Divisional CIO for the pharma business of Merck. Overall,
he has over 20 years of experience in managing change and leading people on a global
basis.
Frank publishes quarterly viewpoint articles, and has been the co-author of a num-
ber of Formicio publications. Frank combines his background in economics with
his studies of organizational psychology, for example, his executive Master’s degree
in Consulting and Coaching for Change from INSEAD in Fontainebleau (France).
xxvi Notes on the Authors

Horst Ellermann is Publisher of the CIO magazine in Germany, Ambassador for

CIOmove in Germany, and moderator of the Hamburger IT Strategietage, one of
Germany’s most important annual IT- related conferences.
Earlier, Horst was the Editor in Chief of the CIO magazine in Germany, in charge
of the news department of the magazine Tomorrow and for IT-related news at the
Süddeutsche Zeitung, one of Germany’s leading daily newspapers. He publishes the
CIO Yearbook series (2011–2014, IDG Business Media) about the future of IT; the
series also contains IT-related background information from the largest companies
in Germany.
Horst obtained his Master of Arts in mass media, political science, and psychol-
ogy from the Free University of Berlin (Germany), and also studied statistics at the
University of Essex (UK).
Marcus Esser is in charge of Global Technology Innovation at Capgemini Business
Services. Applying the CD&E (Concept Development & Experimentation) process
in their Innovation Labs located at key Business Services delivery locations across
Asia, Europe, and the Americas, Marcus and his team help drive customers’ service
delivery improvement with groundbreaking technology concepts and solutions. This
includes the global introduction of Artificial Intelligence (AI)/Robotic Process
Automation (RPA), analytics/big data, cloud-based Software as a Service (SaaS),
OpenSource (OS), and thin clients. Since joining Capgemini in 2006, Marcus has
held a variety of technology roles with both Business Services and Consulting.
Prior to that, he worked for the Defense Industry setting up and operating
Innovation Labs with pioneering results. Marcus holds a Ph.D. in Physics from the
University of Twente (Netherlands).
Rajesh Gaurav is a research assistant at the Indian Institute of Management
Bangalore (IIM-B, India). He works on Data Analytics-related research, and consult-
ing projects at IIM-B.
Prior to joining IIM-B, Rajesh had 13 years of industry experience in various data
management projects. He has worked in various roles such as practice lead, architect,
consultant, and project manager in companies such as NxtGen and Infosys (India
and USA). He is passionate about deriving intelligence from data, and has experience
in analytics, business intelligence, data warehouses, and databases.
Rajesh has completed his B.Tech. from the Indian Institute of Technology
Kharagpur (India) and PGPX from MYRA School of Business in Mysore (India).
Taruna Gautam has an experience of almost 17 years in academics and research. She
is a Professor in the area of Economics and International Business at IILM in Greater
Noida, New Delhi NCR (India). She is currently working as a Program Director for
IILM’s Post Graduate Management Program. She is a postgraduate in Economics,
MBA in International Business, and Qualified National Eligibility Test for
Lectureship. She was awarded with her Ph.D. in International Business in 2007 from
the Department of Economics, Rajasthan University in Jaipur (India). During her
 Notes on the Authors xxvii

career, she has handled various responsibilities ranging from teaching, accreditations,
research, and program administration. She has conducted and designed various
courses for postgraduate management programs which include managerial econom-
ics, macro-economics, business environment, international business, foreign trade
procedures, and corporate governance. She has a good exposure of incorporating case
teaching pedagogy in her courses. Her research interest includes development eco-
nomics and international trade-­related issues. She has worked with National Institute
of Agricultural Marketing, a central government organization at Jaipur, as a research
associate handling government-­sponsored projects in agricultural marketing. Since
then, she has been associated with management institutions, as faculty in the area of
economics and international business. She has published four cases and several
research papers in national and international journals. Having organized several
national and international conferences, she has also edited conference proceedings.
Currently, she is actively looking forward toward associating with industry for pre-
paring case studies which can be incorporated into the curriculum.
Nicole Gottschalck is a research assistant and doctoral student at the IHK-Chair of
Small and Medium-Sized Enterprises at WHU – Otto Beisheim School of
Management (Germany). She started her Ph.D. in the field of Industrial and
Corporate Change in the beginning of 2015. Following studies at the University of
Gießen (Germany) and University of Bristol (UK), Nicole obtained two Master’s
degrees. For her Master’s degree in International Relations and European Studies at
the Centre International de Formation Européenne across the cities of Istanbul
(Turkey), Nice (France), and Berlin (Germany), she was rewarded with summa cum
laude and the title of Chargé de mission en organisations européennes et internatio-
nales. She finalized her postgraduate studies in European Studies with distinction at
the University of Leipzig (Germany).
Christina Günther studied international economics at the Universiteit Maastricht
(Netherlands) before she joined the Max Planck Institute of Economics in Jena
(Germany) as a research fellow. In her Ph.D. thesis, she explored innovative capacities
and competitiveness within the showcase industry of the German Mittelstand. She
completed her doctorate at the University of Jena in 2009.
In her current research projects, she investigates the challenges in growth processes
of small and medium-sized enterprises as well as the relationship between ownership
structure, location, innovation activity, and competitiveness. From 2010 to 2014,
Christina worked as assistant professor for Industrial Organization and Economics of
Innovation at the WHU – Otto Beisheim School of Management (Germany). Since
April 2014, she holds the IHK-Chair of Small and Medium-Sized Enterprises. As part
of her academic career, she spent several months at the Universitat Pompeu Fabra in
Barcelona (Spain) and the ITESM Instituto Tecnológico y de Estudios Superiores de
Monterrey (Mexico). For her research, she has been honored with numerous awards
internationally. Christina is a member of the Executive Board of the Academy of
xxviii Notes on the Authors

Management, Entrepreneurship Division. She has worked for numerous scientific

conferences and journals as a reviewer and as an academic consultant.
Christian Hagist is the chairholder for Intergenerational Economic Policy at
WHU – Otto Beisheim School of Management (Germany). The chair is endowed by
the German Association of Family Business Owners Die Familienunternehmer. In
addition, he is also Academic Director of the Wipro Center for Business Resilience at
WHU.
Christian has provided testimony to the German Bundestag and the Landtag
(state congress) of North Rhine-Westphalia on several occasions. Furthermore, he
has written several reports concerning topics like fiscal sustainability, health care,
and pension reform for companies, business associations, and political institutions.
Christian’s research focuses on public finance and social and economic policy. He
has published in national and international academic journals while also addressing
practitioners and politicians in transfer journals.
Christian received his Diploma in Economics after studying at the University of
Freiburg (Germany) and UW-Madison in Wisconsin (USA) in 2003. Afterward he
became a Ph.D. student/researcher at the Research Center for Generational Contracts,
University of Freiburg (Germany), and a Visiting Scholar at Boston University
(USA), where he worked together with Laurence J. Kotlikoff. In 2007, he received
his doctorate which was supervised by Bernd Raffelhüschen, and awarded with the
Friedrich August von Hayek Award. Furthermore, Christian received the Walter
Eucken Award for his postdoctoral studies by the University of Jena (Germany). In
2012, he obtained the venia legendi in Economics from the University of Freiburg.
During his postdoc studies, he visited the University of Bergen (Norway) as a visiting
scholar several times and taught at the Université XII at Paris (France).
Hans-Martin Hellebrand fosters innovation and collaborative activities at RWE’s
innovation center in Silicon Valley. In early 2015, he and four other senior executives
founded this innovation hub in California, focusing on business model innovation
and generating business for RWE in the USA. In the course of this mission, Hans-
Martin’s specialty has been data-driven business models, advanced analytics, eMobil-
ity, and solar.
Hans-Martin’s career has always been at the intersection of IT and financial steer-
ing. Before settling in Silicon Valley, he headed RWE’s group-wide IT-controlling and
led several projects, ranging from business intelligence system implementations for
complex outsourcing and offshoring projects to cost-saving projects with an annual
bottom-line impact worth hundreds of millions of Euros. Furthermore, he acted as
chief financial officer of RWE’s Hungarian IT subsidiary in 2011 and 2012.
Due to his broad and deep expertise in the IT-controlling segment, Hans-Martin’s
publications and speeches at various conferences have been mainly around IT steer-
ing models and intercompany IT-charging optimization. With his personal develop-
ment toward innovation and the associated move to Silicon Valley, he has started
publishing about innovation, start-up culture, and the Silicon Valley ecosystem.
 Notes on the Authors xxix

Hans-Martin holds a first-class Master’s degree in business administration and

graduated as valedictorian in his graduating class (2006) at the University of Bielefeld
(Germany). Furthermore, he successfully accomplished various high-class interna-
tional leadership and innovation programs.
Mihaela Herciu is Professor of Financial Management, Comparative Management,
and Financial Analysis at Lucian Blaga University of Sibiu (Romania), Faculty of
Economic Sciences.
After graduating in 1999, she has been working at the Faculty of Economic
Sciences, Lucian Blaga University of Sibiu, achieving great experience in teaching,
and practical skills in financial management field.
Mihaela has an active research agenda which focuses on the development of finan-
cial management and analysis, competitiveness, and business simulations. She has
published articles in international and national journals such as Management Decision,
Journal of Business Economics and Management, Global Business and Economics Review,
and Romanian Journal of Economic Forecasting; co-written chapters in important
books like A dynamic model for the Global corporation: the triad network-coevolution-­
competitiveness in Global Enterprise Management (Palgrave Macmillan, 2015, edited
by Angelo Camillo) and Strategic management between the constraints and incentives
of globalization – the role and contribution of business ethics and corporate social respon-
sibility in The Economic Geography of Globalization (InTech, 2011, edited by Piotr
Pachura); participated with scientific paper at more than 30 international and national
conferences. She is member of European Academy of Management, Academy of
Management (USA), and Financial Management Association; reviewer for journals
and conferences; and co-editor in chief of Studies in Business and Economics Journal.
Mihaela received her Ph.D. in Management from Lucian Blaga University of
Sibiu (Romania) in 2013. She also graduated a Postdoctoral School at the Romanian
Academy in 2013.
Dirk Holtbrügge is Professor of International Management (Head of Department)
at the School of Business and Economics, Friedrich-Alexander-­University Erlangen-
Nürnberg (Germany). His main research interests are in the areas of international
management, human resource management, and management in emerging markets.
He has published 7 books, 8 edited volumes, and more than 70 articles in refereed
journals such as Academy of Management Learning & Education, Asian Business &
Management, Business Strategy and the Environment, European Journal of International
Management, European Management Journal, Human Resource Management,
International Business Review, International Journal of Cross Cultural Management,
International Journal of Emerging Markets, International Journal of Human Resource
Management, Journal of Business Ethics, Journal of East European Management Studies,
Journal of International Business Studies, Journal of International Management, Journal
of Global Marketing, Journal of Product Innovation Management, Management
International Review, and Thunderbird International Business Review. He is also a
member of the editorial boards of International Journal of Cross Cultural Management,
Another random document with
no related content on Scribd:
secreto alguno, entendieron que
se les començaua a descubrir, y
ansi[615] acordaron de se
hurtar[616] y venirse en Brauante,
por no caer en las manos del Rey
que con cruel muerte castigara
ambos a dos. El qual con mano
armada vino a esta tierra por los
auer; y porque el duque los
defendió hizo tanto daño y mal en
esta tierra que..... Como el
huesped llegaua aqui dieron a las
puertas del meson golpes con
gran furia, y como yo estaba tan
deseoso que viniesse Arnao
arremeti a las puertas por las
abrir, y vile que se queria apear.
Regoçijosseme el alma sin
conparaçion y di graçias a Dios
por hazerme tan gran merced.
Senti en Beatriz vna tristeza
mortal, porque çierto aquella
noche esperaua ella hazer
anatomia de mi coraçon, por ver
qué tenia en él. Luego dimos de
çenar a Arnao y se acostó con su
muger. Otro dia de mañana
partimos de alli con mucho
regoçijo, avnque no mostraua
Beatriz tanto contento,
pareçiendole a ella que no se le
auia hecho a su voluntad. En esta
manera fuemos continuando
nuestras xornadas hasta llegar a
Paris, donde llegados procuró
Beatriz proseguir su intinçion[617]
y ansi en todos los lugares donde
auia oportunidad y se podia
ofreçer mostraua con todos los
sentidos de su cuerpo lo que
sentia su coraçon; y vn dia que se
ofreçió entrar en casa y hallarla
sola, como ya no podia disimular
la llaga que la atormentaua,
ençendido su rostro de vn
vergonçoso color se determinó
descubrir su pecho diziendo
padeçer por mi amor: que la
hiziese tanta graçia que no la
dexasse más penar, porque no
tenia ya fuerças para más lo
encubrir; y yo le respondi. Señora,
Arnao ha sido conmigo tan liberal,
que despues de auer arriscado en
el mar su vida por mi me ha
puesto toda su hazienda y casa
en poder, y más dispongo yo della
que él, y sola tu persona reseruó
para sí. ¿Cómo podria yo hazer
cosa tan nefanda y atroz faltando
a mi lealtad? y ansi a muchas
vezes que me dixo lo mesmo le
respondi estas palabras; y vna
mañana suçedió que vistiendose
Arnao para yr a negoçiar la dexó
en la cama, y sin que ella lo
sintiesse se entró Arnao en vn
retrete junto a la cama a vn
seruidor que estaua a la contina
alli, y luego suçedió que entré yo
preguntando por Arnao: y como
ella me oyó pensando que Arnao
era ya salido de casa me mandó
con gran importunidad llegar á sí,
y como junto a su cama me tubo
apañóme de la capa fuertemente
y dixo: Alberto, echate aqui, no
me hagas mas penar; y yo
dexandole la capa en las manos
me retiré fuera no lo queriendo
hazer; y luego me sali de casa por
no esperar mayor mal; y ella
como se sintio menospreçiada
començó a llamar sus criados a
grandes bozes diziendo que la
defendiessen de Alberto que la
auia querido forçar; y que por
muestra de la verdad
mostraua[618] la capa que le auia
yo dexado en las manos y que a
las bozes auia yo echado a huyr,
y añadió: llamadme aqui a Arnao
porque vea de quien fia su
hazienda y muger. Y a estas sus
bozes salió Arnao del retrete
donde estaua y dixole: Calla
Beatriz, que ya tengo visto que
corre él mas peligro contigo que
tú con él; y fue tanta la afrenta y
confusion que ella reçibio de ver
que todo lo auia visto Arnao que
luego alli delante de todos sus
criados y gente de su casa
subitamente murio; y como el
buen Arnao vio su desdicha, auer
perdido tan afrentosamente el
amigo y la muger acordó lo mas
disimuladamente que pudo
enterrar a ella y yrme a mi a
vuscar, y ansi de mi peregrinaje y
del suyo sabras en el canto que
se siguirá.

Fin del nono canto del gallo.

 NOTAS:
[566] G., acordado que por esa causa estuue en punto de perder
vn amigo.
[567] (Tachado). Siguesse el nono canto del Gallo de Luçiano,
orador griego, contrahecho en el castellano por el mesmo autor.
[568] G., fagrosa.
[569] G., Los vientos soberuios.
[570] G., çercauan.
[571] G., andauan.
[572] G., oyrse.
[573] G., grande.
[574] G., reconoçio.
[575] G., y.
[576] G., deuia.
[577] G., nuestro socorro y remedio.
[578] G., podimos.
[579] G., la.
[580] G., intinçion.
[581] G., podria ser mediçina.
[582] G., Dezia.
[583] G., intençion.
[584] G., parte.
[585] G., a.
[586] G., naçieron.
[587] G., reçibian.
[588] G., dormiendo.
[589] G., presa de sus amores.
[590] G., podiesse.
[591] G., alguna caça.
[592] G., veniendosele.
[593] G., bessa.
[594] G., pensatiua.
[595] G., cauallero afeminado.
[596] G., de.
[597] G., porque auian.
[598] G., del Rey.
[599] G., partes de.
[600] G., importunaua.
[601] G., su liçençia dellos.
[602] G., su.
[603] G., y le.
[604] G., briales y joyeles.
[605] G., la.
[606] G., de gozar los amores de Melisa.
[607] G., ricas y hermosas.
[608] G., conoçio.
[609] G., y.
[610] G., caualleria.
[611] G., la.
[612] G., y ansi siendo despojados de todos sus paños,
despidiendo su compañia, quedaron solos en una cama ambos
dos y sin luz.
[613] G., vna.
[614] G., contandole.
[615] G., por lo qual.
[616] G., salir secretamente.
[617] G., intençion.
 ARGUMENTO
DEL DEÇIMO
CANTO

En el deçimo canto que se sigue

el auctor prosigue lo mucho
que Arnao hizo por cobrar a
Alberto despues que su muger
se murio. En lo qual mostró
bien el valor de su amistad, y
quales todos los amigos
deuen ser[619].

Gallo.—Despierta, ¡o Miçilo! yo
te ruego porque quiero oy entre
los otros dias admirar con mi
facundia tu humana capaçidad,
quando veas por vn gallo
admirablemente mostrada la
grande y incomparable fuerça de
la santa y diuina amistad. Verás
con quanta razón dixeron los
antiguos que en este solo don y
virtud os quiso Dios hazer
semejantes a si. Exemplo
admirable nos dio, pues por esta
se hizo él semejante a vos,
vistiendo vuestra naturaleza y
miserable ser.
Miçilo.—Prosigue ¡o bien
auenturado[620] gallo, que no
tengo yo menos voluntad de te
oyr que tú de dezir, y llamote
generoso y bienauenturado pues
en algun tiempo mereçiste tener
vn amigo de tanto valor.
Gallo.—Pues sabras que luego
como Arnao enterró su Beatriz se
salió de su patria y casa con
intinçion de no boluer hasta me
hallar y ansi le pareçió que yo me
abria ydo para los amigos que
teniamos en Londres y Ingalaterra
para nuestras mercaderias; y ansi
partio derecho para allá, donde
me buscó con gran diligençia; y
dexemosle a él que con todo el
estudio y trabajo posible me sale
a vuscar; y quiero te dezir de lo
que suçedió en mi peregrinaçion;
yo luego que de casa de Arnao
sali me fue sin parar momento en
la çiudad el más solo, el más
miserable y aflito que nunca en el
mundo se vió, y acordandome de
lo mucho que yo deuia a Arnao
auiendo puesto la vida por mi,
como fuesse llamado de su
muger y le dixiesse lo que ella
fingió, que yo la auia querido
forçar y como ella le muestre la
capa que en las manos le dexé,
tan bastante indiçio de mi culpa,
qué dirá? que pensará? que
juzgará? que será razon de dezir?
Dirá luego: ¡o maluado! ¡o sin fe!
esto te mereçí yo; o este pago te
mereçió el peligro en que yo me
puse por ti? ¿En qué entrañas
sino fueran de un tigre cupiera tan
gran ingratitud? Pareçe que
vuscaste la espeçie de injuria en
que más me pudiste lastimar, por
mostrar más tu peruersa
condiçion. Pues si su nobleza y
su gran valor instigado del buen
destino que anda siempre vnido
con el estimulo de la verdad; si
esta lumbre de Dios que nunca al
virtuoso desamparó me quissiese
en ausençia faboreçer, ¿qué
alegará por mi parte? ¿que dirá
para me desculpar? ¡O! si yo
estuuiesse presente; y por
tenerme tan gran affiçion
deseasse oyr de mí alguna razon
avnque fuesse fingida ¿qué color
le podría dar yo quanto quiera
que fuesse verdadera? ¿o qué
fuerça ternia afirmando el
contrario su mujer? ¿Qué podrá
concluyr, sino, vete infiel,
maluado, ingrato, vilissimo, no
parezcas más ante mí? y ansí yo
le digo agora que no presuma de
mi ser yo de coraçon tan de
piedra que en mi vida parezca
ante él; y ansi acabadas estas
razones enxugando algun tanto
los ojos que yuan llenos de
lagrimas, que en ninguna manera
las podia contener ni agotar, me
apresuré al camino. Determiné en
my intinçion ofreçerme a los
peçes del mar si me quisiessen
comer, o rendirme de mi propria
voluntad a cosarios turcos infieles
que acabassen mi vida en
perpetua mazmorra, o prision; y
ansi yo me fue con la mayor furia
que pude hasta Marsella, donde
estauan a punto çiertas galeras
que haçia el Rey de Françia de
armada para yr por el mar, en las
quales me asenté por mi sueldo, y
como estuvo todo a punto y nos
dimos a la vela, no huvimos salido
del puerto ocho leguas quando
vimos asomar vna grande
armada, de la qual avnque luego
no alcançamos a ver más de seys
fustas, yendonos juntando más
vimos hasta diez, y despues
muchas más, y quando venimos a
reconoçer la deuisa de la naçion
hallamos que eran turcos; y como
nos vimos tan çercados de
nuestros enemigos y que ni
podiamos, ni era seguro, ni
honrroso huyr, avnque vimos que
era su flota doblada que la
nuestra nos determinamos
defender; y ansi estando la vna
flota a rostro de la otra y en
distançia que a vn golpe de los
remos se podian juntar,
leuantamos por el ayre de ambas
las partes tan grande alarido que
el tropel de los remos no sonauan
con la grita, ni las trompetas
podiamos oyr ninguno de la
pelea; y a este tiempo como los
remos hirieron a vna las aguas
con todas sus fuerças, ambas las
flotas se encontraron con gran
furia rostro con rostro, y todos
acudimos a la popa por herir cada
qual a su enemigo; y ansi
començó tan cruda la vatalla que
los tiros cubrian el ayre, y los que
cayan fuera de las galeras
cubrian el agua. Estauan vnas
con otras tan trabadas que no
pareçian las aguas, por estar
fuertemente aferradas con fuertes
gauilanes de hierro y cadenas, de
manera que todos podiamos ya
pelear a pie quedo como en
campo llano. Estauamos tan
apretados vnos con otros que ni
los remos podian aprouechar.
Estaua el mar cubierto de galeras
que ningun tiro heria de lexos;
pero cada qual estaua en su
galera ahinojado alcançando a
herir al enemigo avn con el
espada. Era tanta la mortandad
de los vnos y de los otros que ya
la sangre en el mar hazia espuma
y las olas andauan cubiertas de
sangre quaxada, y cayan tantos
cuerpos entre las galeras por el
agua que nos hazian apartar
avnque estauan fuertemente
afferradas, de manera que nos
hazian perder muchos tiros, y
muchos cuerpos que cayan al
agua medio muertos tornauan a
sorber su sangre, y apañados
entre dos galeras los hazian
pedazos, y los tiros que
desmentian en vaçio de las
galeras quando llegauan al agua
herian cuerpos que avn no eran
muertos, que con su herida los
acabauan de matar: porque todo
el mar estaua lleno de entrañas
de hombres que los reçibiessen.
Aconteçieron alli cosas dignas de
oyr y de notar, en las quales se
mostraua la fortuna a partes
donde queria espantosa y
arriscada. Acaeçio a vna fusta
françesa que ençendidos en la
pelea todos los que estauan en
ella se pusieron a vn borde
dexando del todo vaçio el otro
lado por donde no auia enemigos,
y cargando alli el peso se
trastornó la fusta tomando debajo
todos los que yuan dentro, que no
tuuieron poder para estender sus
braços para nadar, pero[621] todos
pereçian[622] en el mar
acorralados en agua çerrada.
Suçedió tambien que yendo
nadando vn mançebo françes por
el mar, que auiamos formado
amistad poco auia él y yo, se
encontraron dos fustas de rostro
que cogiendole en medio no
bastaron sus mienbros ni huesos,
tan molidos fueron, a que no
sonassen las fustas ambas vna
con otra, por quedar él hecho
todo menuzos y molido como sal.
En otra parte de la vatalla se
hundió vna galera françesa, y
viniendose los della todos
nadando a socorrer a otra
compañera, con el agonia de
escapar de la muerte alçauan
sus[623] braços asiendose a ella
para subir; y los miserables de
dentro temiendo no se
hundiessen todos si aquellos
entrauan los estoruauan que no
llegassen y ellos[624] con el temor
de las aguas echando mano de lo
más alto que podian de la nao,
cortauanles desde ençima los
braços por medio, y dexandolos
ellos colgados de la fusta que
auian elegido para socorro cayan
de sus propias manos, y como
yuan sin braços a manera de
troncos no se podian más sufrir
sobre las aguas, que luego eran
sorbidos. Ya toda nuestra gente
estaua sin armas, que todos
nuestros tiros auiamos arrojado; y
como el furor que trayamos nos
daua armas, vno toma el remo y
rebuelue con él a su contrario;
otro toma un pedaço de la galera
y no le faltan fuerças para tirarlo;
el otro trastorna los remadores
para sacar vn vanco que poder
arrojar. En fin, las fustas que nos
sostenian deshaziamos para
tener con qué pelear, o con qué
nos defender. Avn hasta aqui te
he contado el peligro sufridero;
pero avn el daño que nos hazia el
fuego con ninguna defensa se
podia euadir ni huyr. Porque nos
tirauan los turcos hachos
empegados con sufre, pez, çera y
resina, que arrojauan de si gran
fuego vibo, y como llegauan a
nuestras fustas luego ellas lo[625]
reçebian y los alimentauan de su
mesma pez de que estauan
nuestros nauios labrados y
calafeteados; y ansi las llamas
eran tan fuertes y tan vibas que
no bastauan las aguas del mar a
las vençer y apagar, mas antes
yua en pedaços ardiendo la fusta
por el mar adelante con todo
furor. De manera que los que
yuan nadando ya no se podian
socorrer de las tablas que yuan
por el mar; porque visto que el
fuego vibo que en ellas estaua
ençendido los abrasaua, escogian
antes ahogarse en las crueles
hondas, o a lo menos gozar lo
que pudiessen de aquella
miserable vida con esperança de
poder de alguna manera ser
saluos, antes que faboreçerse del
fuego que luego en llegando a la
tabla los abrasaua y consumia. Ya
inclinaua a la clara la vitoria y nos
lleuauan a todos de corrida sin
poderlos resistir: de manera que
nos fue forçado rendirnos, porque
ya avn no auia quien nos
quisiesse dar la muerte, porque
eran tantos nuestros enemigos
que todo su ardid era prendernos
sin poder ellos peligrar. Y ansi
como nos entraron fuemos todos
puestos en prision; y dexado lo
que de los otros fue, de mí quiero
dezir que fue puesto en vna
cadena por el pescueço con otros
diez, y puestas vnas esposas a
las manos; y ansi nos metieron en
vna[626] susota debajo de
cubierta. Estauamos tan juntos
vnos con otros, y tan apretados
que ningun genero de exerçiçio
humano auia lugar de poner en
effecto sin nos ofender. En fin en
esta manera boluieron para su
tierra con esta presa, y llegados a
vna gran fuerça de Grecia en la
Morea fuemos todos sacados de
las galeras y metidos en prision
allí. Con aquella mesma
dispusiçion de hierros y miseria
fuemos lançados en vna honda y
horrible mazmorra y carçel de vna
humida y obscura torre, donde
quando entramos fuemos
reçebidos con gran alarido de otra
gran multitud de presos cristianos
que de gran tiempo estauan allí.
Era aquel lugar de toda miseria,
que en breue tiempo se acabauan
los honbres por la dispusiçion del
lugar, porque demas de otros
daños grandes que tenia era
grande su humidad, porque
estauan en dos o tres lugares dél
manaderos de agua para el
seruiçio de la fuerça. Teniamos el
cuerpo echado en la tierra, los
pies metidos en vna viga que
cabian çincuenta personas, y el
cuello en la cadena, y ningun
exerçiçio humano se auia de
hazer sino en el mesmo lugar. De
manera que solo el infiçionado
olor que de aquella carçel salia
era de tanta corruçion[627] que no
auia juizio que en breue tiempo
no le bastasse corrromper, sino al
mio, que huya la muerte de mi. Ni
yo nunca padeçi en ningun tiempo
muerte que no fuesse de mejor
suerte que aquella vil y miserable
vida que alli passé. No teniamos
otra recreaçion sino sacarnos en
algunos tiempos alguna cantidad
de nosotros a trabajar en los
edifiçios y reparos de los muros y
fuerças de la çiudad, y ansi
saliamos cargados de hierros, y
solo pan de çeuada, o zenteno,
era nuestro mantenimiento[628]; y
avn pluguiera a dios que dello
alguna vez nos pudieramos de
mediar. Esto quiero que notes;
que a la contina los maestros de
las obras escogian los mejores y
mas dispuestos trabajadores. De
manera que conuenia esforçarnos
en la mayor flaqueza nuestra a
trabajar más que lo sufrian
nuestras fuerças, por gozar de
aquella miserable recreaçion. En
fin comprauamos con nuestros
seruiles trabajos aquella captiua
libertad de algun dia que al
trabajo nos querian elegir. En esta
vida, o por mejor dezir muerte,
passé dos años, que del infierno
no auia otra differencia sino la
perpetuidad. Aqui auia vna sola
esperança de salud, y era que
quando se aparejaua armada,
escogia el capitan entre nosotros
los de mejor dispusiçion para el
remo, y aquellos salian que él
señalaua; desnudos y
aherrojados a vn banco los
ponian vn remo en la mano y los
auisauan que remassen con
cuydado; sino con vn pulpo o
anguilla que traya en la mano el
capitan de la galera los çeñia por
todo el cuerpo que los hazia
despertar al trabajo. Esta era la
mas cierta ventura en que nos
podiamos libertar, porque yendo
aqui el suçesso de la batalla era
de nuestro mal ó bien ocasion; y
ansi suçedió que por mandado
del gran turco aparejó vna gran
flota Baruarroja para correr la
Calabria y el reyno de Siçilia, y
quisieron los mis hados que
fuesse yo elegido con otros
cristianos captivos para vn remo,
donde fue puesto en aquella
dispusiçion que los otros; y ansi
pasando el mar Adriatico salio de
Genoua Andrea Doria capitan de
las galeras de la cristiandad[629]
con gran pujança de armada, y
dio en la flota turca con tan gran
ardid que en breue tiempo la
desuarató echando a lo hondo
quatro galeras, y prendio dos, en
la vna de las quales venia yo; y el
cosario Baruarroja se acogio con
algunas que le pudieron seguir.
Pues suçedio que luego nos
metieron con la presa en el puerto
de Genoua, y como se publicó la
vitoria por la çiudad, todos
quantos en ella[630] auia
acudieron al agua a nos ver.
Agora oye, Miçilo, y verás como a
lo que Dios ordena no podemos
huyr.
Miçilo.—Dichoso gallo, dy, que
muy atento te estoy.
Gallo.—Pues como ya te dixe,
Arnao auia corrido a Londres y
toda Ingalaterra, Brauante,
Flandes, Florençia, Sena,
Veneçia, Milan, y todo el Reyno
de Napoles y Lombardia
vuscandome con la diligençia y
trabajo posible; y no me auiendo
hallado en dos años passados
vino a Genoua por ver si podria
auer alguna nueua de mi, y ansi
suçedió llegar al puerto por ver
desembarcar la gente del armada,
donde entre la otra gente alcançó
a me uer y conoçer, de lo qual no
reçibio poca alegria su coraçon, y
auiendo conçebido que por causa
del temor y empacho que dél yo
ternia por ningunos regalos ni
palabras se podria apoderar de
mí, ni yo me confiaria dél, mas
que en viendole echaria yo a huyr,
por tanto penso lo que deuia de
hazer para cobrar el amigo tan
deseado; y ansi con este auiso lo
mas diligentemente que pudo se
fue al gouernador y justiçia de la
çiudad, haziendole saber que en
aquella gente que venia en las
galeras tomadas a Baruarroja
auia conoçido vn honbre que auia
adulterado con su muger; que le
demandaua[631] le pusiesse en
prisiones hasta que del hecho y
verdad diesse bastante
informaçion, y fuesse castigado el
adulterio conforme a justiçia y
satisfecha su honrra; y estando
ansi, que el capitan me queria
libertar, llegó la justiçia muy
acompañada de gente armada
por me prender, y como llegó con
aquel tropel de ruydo y armas que
la[632] suele acompañar y
apañaron con gran furia de mi
diziendo: sed preso; yo respondi;