Capability maturity and capability readiness models are designated management tools in scholarly literature. One of their applications is in shaping roadmaps, projects, and programs. Typically, individual articles tackle the two topics separately and the way the two management tools are intertwined. Scholarly literature shows the need to link the two tools. These tools tend to refer to digital transformation or include digitalization in their construction. A specific example is the TRL1-TRL9 capability maturity model used by NASA and by the European Union. This is the reference for conducting research, development, and innovation activities at the European Union. It models roadmaps and all project management techniques. A specific case study is considered in this chapter. Findings show the reference to manage research, development, and innovation activities at the European Union and NASA is a capability maturity model, a project management tool, and includes digitalization business information systems as the tools for business activity and business process management.

The past decades have seen the emergence of business ecosystems. Their historic evolution is important, as ecosystems are deemed new business models to progressively replace the old ones. Ecosystems are broadly and vaguely defined in literature review, where they represent new network business models. Empirical data about European project calls show precise definitions of ecosystem types and activities that are subject to European project funding calls. These definitions apply to new commercial entities recently created and funded by such European project calls. The chapter aims to build theory with a case study about emerging business practices with high instrumental value to other businesses, which may apply for European project calls. The methodology is a descriptive case study. Findings are the level of detail and focus on business practices exceed that of general and vague theory, thereby allowing business practice to contribute to theory and enrich it. Definitions of ecosystem entities and ecosystems management activities to be used across the European Union are this addition.

This chapter is a descriptive and explicative case study about value creation at Siemens in an uncertain and in a certain environment. Siemens has implemented economic value-added-based management since 1998. The empirical data analysis highlights value creation at Siemens at the beginning of the innovation lifecycle, when the environment is uncertain, and at the end of the innovation lifecycle, when contracts are signed, and the environment becomes predictable. Innovation is first placed in open networks, in which start-ups are essential, to which venture capital is allocated using business models. This is the ideation stage of the product lifecycle, when competitive advantage, the essence of value creation in both theory and the Siemens example, is created. Innovation matures, and Siemens closes contracts with customers about existing customer offerings. These contracts are managed as projects and funded with equity and debt. This is the stage when sufficient data exists to plan economic value added, the focus of Siemens' corporate governance.