Business Strategy in the Digital Age. Digital Transformation, Disruption and Cybersecurity

2017 ◽  
pp. 75-94
Author(s):  
Manuel Gago-Areces
Keyword(s):  
Business Strategy ◽  
Digital Age ◽  
Digital Transformation

FORMATION OF HUMAN CAPITAL IN THE DIGITAL TRANSFORMATION PARADIGM

2020 ◽  
Vol 2 (5) ◽  
pp. 115-119
Author(s):  
M. V. SAVINA ◽  
◽  
A. A. STEPANOV ◽  
I.A. STEPANOV ◽  
◽  
...  
Keyword(s):  
Human Capital ◽  
Digital Age ◽  
Digital Transformation ◽  
Educational Process ◽  
Knowledge And Skills ◽  
Main Components ◽  
The Impact ◽  
Modern Era

The article highlights the problems of the impact of "digitalization" of society on the formation and transformation of human capital, and above all, the development of new competencies, knowledge and skills. The main components of human capital in the modern era, the features of the formal and informal educational process are clarified and disclosed. The necessity of minimizing the precariat class is proved. The main directions of qualitative improvement of human capital adequate to the challenges of the digital age and globalization are defined.

ANALYSIS OF THE STRUCTURAL DYNAMICS OF THE DIGITAL ECONOMY IN TODAY'S REALITIES

2021 ◽  
Vol 14 (1) ◽  
pp. 40-47
Author(s):  
Tatуana Ivanovna LOMACHENKO ◽  
Keyword(s):  
Structural Dynamics ◽  
Digital Technology ◽  
Business Strategy ◽  
Production Management ◽  
Production Efficiency ◽  
Business Processes ◽  
Business Environment ◽  
Digital Economy ◽  
Digital Transformation ◽  
Evolutionary Stage

Nowadays, there is no consensus that digitalization is a threat to business security or an opportunity to comprehensively manage the entire chain of business processes in real time, taking into account incoming data from all assets. However, political and economic instability, demand volatility, and competition are all a set of global challenges that digital transformation has responded to. In industry, the competitive advantage has become not the ownership of the enterprise, the firm, but access to digital technology, on which the efficiency of work with specific resources depends. The processes of forming individual business segments related to production management based on modern digital technology have already been launched and most companies are focused on this direction. The article reveals the features of the evolutionary stage of digital economy development, presents the relationship of this process with the formation of the conceptual framework from the theoretical foundations, substantiated in the 1990s by foreign and domestic scientists to modern approaches in the interpretation of digital economy definitions. The article proposes the structural dynamics of the digital economy in today's realities, revealing internal problems, opportunities for economic growth, maturity and readiness of the state to new ways of doing business in the digital economy and digital transformation, to form the country's national strategy. In addition, the conditions under which digital transformation opens up new opportunities for the business environment, the public sector and society as a whole are presented. Changes in business strategy, organizational forms, business process capabilities, new approaches in working with clients, competitive advantages, increase in profit sources are analyzed. As a result, the efficiency of the whole system increases, which allows to reach a fundamentally new level of production efficiency in a short time.

Corporates in the Digital Age

2021 ◽  
pp. 1519-1532
Author(s):  
Hammad Azzam
Keyword(s):  
Digital Age ◽  
Customer Experience ◽  
Digital Transformation ◽  
Data Driven ◽  
Essential Factor ◽  
Global Culture ◽  
Customer Interaction ◽  
The Way

A proposition for digital transformation of global groups into efficient enterprises is introduced. At the heart of the proposition is a transformational practice aimed at creating a customer-focused, data-driven global culture in any customer-serving company. The digital age has added a level of complexity to the way we acquire and serve customers. Doing a good job in the traditional channels is not enough anymore. Online is increasingly becoming the channel of choice with the two main customer-interaction paradigms: sell and service. And building a great customer experience is probably the most essential factor of success for both functions.

Digitizing the History Classroom

2021 ◽  
pp. 79-106
Author(s):  
Adam Crymble
Keyword(s):  
Historical Context ◽  
Digital Age ◽  
Digital Transformation ◽  
History Curriculum ◽  
Historical Themes ◽  
The Web

This chapter charts how the history curriculum changed as a result of “digital” influences. From successive waves of learning statistics and spreadsheets, to mastering the Web, to an obsession with methodology in the absence of any historical content, and finally a return to historical themes, the classroom of the digital age was in a state of flux. The chapter argues that there was no overarching plan for a digital transformation of the historical classroom. Instead, the profession witnessed a well-intentioned reaction against perceived gaps in teaching provision led by passionate individuals who experimented widely with the tools of the day. Understanding those siloed approaches in historical context provides a roadmap for how the profession can better harness change moving forward.

Adopting a digital transformation strategy to enhance business network commons regeneration: an explorative case study

2020 ◽  
Vol 32 (4) ◽  
pp. 561-585
Author(s):  
Alessia Zoppelletto ◽  
Ludovico Bullini Orlandi ◽  
Cecilia Rossignoli
Keyword(s):  
Business Strategy ◽  
Digital Transformation ◽  
Business Networks ◽  
Longitudinal Case Study ◽  
Business Network ◽  
Sustainable Business ◽  
Content Type ◽  
Italian Case ◽  
Transformation Strategy

PurposeThis article aims to understand whether and how a digital transformation strategy (DTS) can strengthen the relationship between network organizations and the generation/regeneration of their business network commons (BNC). Further, it investigates the role of the DTS in managing the BNC, a critical source of business network success.Design/methodology/approachA two-year longitudinal case study of an Italian business network operating in the wine sector was conducted.FindingsThis study provides theoretical insights into the digital, sustainable shift of a business network. On combining a network's business strategy and its DTS, digital resources are a key driver to promote BNC regeneration. A DTS undertaken to manage, regenerate and preserve the BNC can positively affect organizational variables, such as participatory architecture, and the network-level organizational integration and can help in preventing opportunistic behaviors affecting the BNC. Moreover, the DTS supports quality and social responsibility.Research limitations/implicationsThis study focuses on an Italian case and its findings are hence not generalizable. It would be interesting to study sustainable business networks' digital shift in different socioeconomic contexts as well as in different industry settings.Practical implicationsNetwork SMEs and other stakeholders (institutions, competitors and consumers) can foster the transition from a “business-as-usual” strategy to a long-term strategy for digitalized management of common resources.Originality/valueThe study is at the intersection of, and contributes to, several research streams. It contributes to the digital transformation literature by adding information on the positive externalities of digitalization in the social and economic environment. It also contributes to the early streams of organizational and managerial literature on the BNC.

Corporates in the Digital Age

2019 ◽  
pp. 39-52
Author(s):  
Hammad Azzam
Keyword(s):  
Digital Age ◽  
Customer Experience ◽  
Digital Transformation ◽  
Data Driven ◽  
Essential Factor ◽  
Global Culture ◽  
Customer Interaction ◽  
The Way

A proposition for digital transformation of global groups into efficient enterprises is introduced. At the heart of the proposition is a transformational practice aimed at creating a customer-focused, data-driven global culture in any customer-serving company. The digital age has added a level of complexity to the way we acquire and serve customers. Doing a good job in the traditional channels is not enough anymore. Online is increasingly becoming the channel of choice with the two main customer-interaction paradigms: sell and service. And building a great customer experience is probably the most essential factor of success for both functions.

Change Management in the Digital Transformation Projects

2021 ◽  
pp. 91-97
Author(s):  
Nuno Geada
Keyword(s):  
Change Management ◽  
Digital Age ◽  
Digital Economy ◽  
Digital Transformation ◽  
Growth Potential ◽  
The Face ◽  
Huge Impact ◽  
Great Growth

Digitization is currently radically and exponentially changing business across all sectors. Organizations are facing the challenge of managing all rapid and repetitive adaptation in the face of changing infrastructures in order to correspond with the needs of the digital age, so organizations must be aware to avoid unnecessary disruptions to business. The digital economy shows great growth potential in the scope of transactions between companies. Today, consumers have a huge impact on the economy, as we are in a society that is always “online” and well informed.

The future of work: how HR drives digital transformation in the new normal

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ramkumar Chandrasekaran
Keyword(s):  
Business Strategy ◽  
Digital Transformation ◽  
Asia Pacific ◽  
Content Type ◽  
Technology Leaders ◽  
Global Leader ◽  
Information Technology Services ◽  
Technology Services ◽  
Shed Light

Purpose The purpose of this paper is to shed light on how organisations can leverage digital transformation by discussing the importance of having a zero-trust approach when it comes to security. This is something that is imperative, and so this paper aims to provide advice on how organisations can keep their networks and systems safe from cyberattacks and opportunistic cybercriminals. Design/methodology/approach This paper is a thought leadership piece and draws on Tata Consultancy Services (TCS’) COVID-19 Business Impact Survey, which surveys nearly 300 executives on how they are planning and managing the near and long-term impacts of the coronavirus pandemic. Those surveyed represented mostly large companies across 11 countries in North America, Europe and Asia-Pacific. Moreover, 63% of these companies had an annual revenue of over $5bn. Findings The findings from the survey revealed that most organisations lack digital capabilities, and the coronavirus pandemic is exposing these weaknesses. It found that companies with essential digital capabilities (“leaders”) have held up better during the pandemic than those without (“followers). Moreover, the survey demonstrated that there is a significant lack of clarity on how to strategically move on multiple digital fronts cost-effectively. Originality/value As TCS is a global leader in information technology services, consulting and business solutions, this paper provides value to senior business and technology leaders in organisations that hold influence over the company’s security strategies. By focussing on zero trust, this paper recommends how such leaders can rethink and reassess their business strategy to thrive in a post-pandemic world.

scholarly journals INDEPENDENSI MEDIA TEMPO DAN PENGARUH EKONOMI POLITIK DALAM PRAKTIK STRUKTURASI

2021 ◽  
Vol 4 (1) ◽  
pp. 24-38
Author(s):  
Elik Susanto
Keyword(s):  
Political Economy ◽  
Business Strategy ◽  
Qualitative Method ◽  
Digital Age ◽  
Negotiation Process ◽  
Business Development ◽  
Business Interests ◽  
Inductive Theory ◽  
The Media ◽  
Descriptive Approach

This research focused on how Tempo editors apply the principles of independence, maintain credibility, and maintain the integrity of journalists as a media business strategy in the digital age. It is no secret that in the media newsroom there are often conflicts, namely the pull between business interests and editorial attitudes. The opposition heats up as newsroom authorities deal with marketing, advertising sections, business development sections, as well as shareholders in news products. The purpose of this study is to see how the negotiation process and compromise the interests of it. At the end of the day, there are those who win and lose. Research using qualitative method with descriptive approach. In describing the findings, researchers will use inductive theory as a tool of hypothesis, observation, and analysis of Tempo practices applying independence in the influence of political economy structure. The researchers' findings state that in maintaining integrity as an effort to uphold the independence of Tempo is not easy to intervene by anyone when making a report on journalistic products.

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