Fabian Sempf
Principal
Fabian transforms companies to be successful in our digital world by combining technological & IT knowledge, governance & process experience and cultural change management skills.
Areas of Focus
Education
University of Technology Darmstadt
Diploma degree in Economics and Computer Science
Fabian Sempf is a Principal at Arthur D. Little in Frankfurt, Germany. He is 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 in innovative solutions and the IT behind it.
However, since joining Arthur D. Little in 2011, 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.
Demystifying the future of hydrogen mobility in India
Exploring the potential of hydrogen to fuel India’s growth
Web3 & Metaverse — The rise of the new Internet & the India opportunity
Metaverse and Web3 are often used as umbrella terms for the next generation of the Internet, and the transformation they signify presents both a challenge and an opportunity for India. While some remain skeptical, we believe Metaverse and Web3 will lead the frontiers of the next wave of digital adoption for Indian industries. This Viewpoint explores the market potential of this next version of the Internet across different industries in India and gives an overview of the early use cases tested by industries in India and across the globe.
Toward a sustainable value chain for electric vehicles in India
India’s e-mobility space has seen rapid growth driven by the demand for cleaner transportation and is estimated to have 10 million electric vehicles (EVs) on the road by 2030. As the country aims to establish an EV value chain in India, environmental and social risks plaguing the value chain worldwide pose a significant challenge to India’s sustainability goals in the Indian government’s vision for 2030. This Viewpoint analyzes these risks and recommends an integrated approach by stakeholders to proactively tackle the challenges to sustainability in the EV value chain.
A bold vision for India’s digital health
A digital revolution driven by the Indian consumer awaits
Lost in translation
Despite two decades of accumulated experience, the majority of digital transformations still fail to meet expectations. The root causes typically relate to the often-difficult relationship between business and IT functions, resulting in the original strategic aims getting “lost in translation” during execution. In this Viewpoint, we explore how setting up a value office can help overcome common problems by tracking defined value and ensuring realization — leading to successful execution of the strategy.
E-mobility: Cell manufacturing in India
India is one of the largest automotive markets in the world, with demand only expected to rise in the coming years. With government’s push and increasing customer acceptance, electric vehicles (EVs) are gaining significant traction. However, for EV batteries, India remains largely dependent on imported lithium-ion (Li-ion) cells owing to limited local manufacturing capacity and a scarcity of raw materials.
Global electric mobility readiness index — GEMRIX 2022
Examining the transformation to EV mobility
Unlocking India’s electric mobility potential
Comprehensive report on the future of EVs in India
Unleashing innovation in IT
IT is still often seen as inflexible and costly
Digitalization has been at the top of the strategic agenda for over a decade (see Figure 1). IT assets, and the function that manages them, are usually seen as the backbone of the digitalization effort.
Digital transformation of work
Beating the Unknown
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.
Hitting the Bulls-Eye: Value Sourcing
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.
Crowd innovation fosters new business opportunities
As a practice, crowd innovation has been around for more than 200 years. But only in the digital age has it become the hot topic it is now. And it cannot be implemented with a “one size fits all” approach, but needs significant planning. The article looks behind the hype and discusses how companies can implement this effective route to new business opportunities.
Implementing a digital shift
Today, every company wants and needs to become digital. However, what this actually entails will be different depending on the industry, size of the company, and competitive environment. Businesses essentially need to find the right degree of digitalization – their digital “equilibrium”. By exploring some of the key problems traditional businesses face on their digital journeys, and how to overcome them, this article outlines how every business can realize the digital shift and create equilibrium.
Fabian Sempf is a Principal at Arthur D. Little in Frankfurt, Germany. He is 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 in innovative solutions and the IT behind it.
However, since joining Arthur D. Little in 2011, 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.
Demystifying the future of hydrogen mobility in India
Exploring the potential of hydrogen to fuel India’s growth
Web3 & Metaverse — The rise of the new Internet & the India opportunity
Metaverse and Web3 are often used as umbrella terms for the next generation of the Internet, and the transformation they signify presents both a challenge and an opportunity for India. While some remain skeptical, we believe Metaverse and Web3 will lead the frontiers of the next wave of digital adoption for Indian industries. This Viewpoint explores the market potential of this next version of the Internet across different industries in India and gives an overview of the early use cases tested by industries in India and across the globe.
Toward a sustainable value chain for electric vehicles in India
India’s e-mobility space has seen rapid growth driven by the demand for cleaner transportation and is estimated to have 10 million electric vehicles (EVs) on the road by 2030. As the country aims to establish an EV value chain in India, environmental and social risks plaguing the value chain worldwide pose a significant challenge to India’s sustainability goals in the Indian government’s vision for 2030. This Viewpoint analyzes these risks and recommends an integrated approach by stakeholders to proactively tackle the challenges to sustainability in the EV value chain.
A bold vision for India’s digital health
A digital revolution driven by the Indian consumer awaits
Lost in translation
Despite two decades of accumulated experience, the majority of digital transformations still fail to meet expectations. The root causes typically relate to the often-difficult relationship between business and IT functions, resulting in the original strategic aims getting “lost in translation” during execution. In this Viewpoint, we explore how setting up a value office can help overcome common problems by tracking defined value and ensuring realization — leading to successful execution of the strategy.
E-mobility: Cell manufacturing in India
India is one of the largest automotive markets in the world, with demand only expected to rise in the coming years. With government’s push and increasing customer acceptance, electric vehicles (EVs) are gaining significant traction. However, for EV batteries, India remains largely dependent on imported lithium-ion (Li-ion) cells owing to limited local manufacturing capacity and a scarcity of raw materials.
Global electric mobility readiness index — GEMRIX 2022
Examining the transformation to EV mobility
Unlocking India’s electric mobility potential
Comprehensive report on the future of EVs in India
Unleashing innovation in IT
IT is still often seen as inflexible and costly
Digitalization has been at the top of the strategic agenda for over a decade (see Figure 1). IT assets, and the function that manages them, are usually seen as the backbone of the digitalization effort.
Digital transformation of work
Beating the Unknown
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.
Hitting the Bulls-Eye: Value Sourcing
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.
Crowd innovation fosters new business opportunities
As a practice, crowd innovation has been around for more than 200 years. But only in the digital age has it become the hot topic it is now. And it cannot be implemented with a “one size fits all” approach, but needs significant planning. The article looks behind the hype and discusses how companies can implement this effective route to new business opportunities.
Implementing a digital shift
Today, every company wants and needs to become digital. However, what this actually entails will be different depending on the industry, size of the company, and competitive environment. Businesses essentially need to find the right degree of digitalization – their digital “equilibrium”. By exploring some of the key problems traditional businesses face on their digital journeys, and how to overcome them, this article outlines how every business can realize the digital shift and create equilibrium.
More About Fabian
- University of Technology DarmstadtDiploma degree in Economics and Computer Science