Digital Strategy and Digital Transformation

2018 ◽  
Vol 61 (5) ◽  
pp. 66-71 ◽  
Author(s):  
MaryAnne M. Gobble
Keyword(s):  
Digital Transformation ◽  
Digital Strategy

Unveiling The Internal Forces Towards Digital Adaptation: A Change Perspective of Malaysian SMES

2021 ◽  
Vol 12 (1) ◽  
pp. 126-126
Author(s):  
Fariza Hanim Rusly ◽  
Yurita Yakimin Abdul Talib ◽  
Muhammad Rosni Amir Hussin Hafizah Abdul Mutalib
Keyword(s):  
Human Resources ◽  
Change Management ◽  
Information Flow ◽  
Value Creation ◽  
New Technologies ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Firm Structure ◽  
Internal Forces ◽  
Digital Strategy

Digital transformation, one of the key areas of change management in the digital age, is defined as a process of changes by the means of using IR technologies in firm's operation. The extant literature suggests that implementation of digital technologies could improve communication, information flow, thus contributing towards value creation and firm performance. Notwithstanding of scarce financial, human resources and strategic capabilities to adopt new technologies among SMEs (Lee et al., 2020), the firm structure, which is more flexible as compared to large firms, offers opportunity in terms of quick decision making (Ghobakhloo & Ching, 2019) for the owner to adapt the firm's business model with market changes and implement necessary changes to sustain in the business. Moreover, previous studies indicate SMEs gained benefit from technology adoption. Nevertheless, transformation towards digitalisation requires a considerable judgement of decision, investment and effort by management and among the employees. Keywords: Digitalisation,Digital Transformation, Digital Strategy, SME, Change Management

scholarly journals IMPROVEMENT OF THE DIGITAL TRANSFORMATION STRATEGY OF BUSINESS ON THE BASIS OF DIGITAL TECHNOLOGIES

2019 ◽  
Vol 6 ◽  
pp. 10-18
Author(s):  
Pavlo Hrynko
Keyword(s):  
Structural Model ◽  
Human Resources Management ◽  
Digital Economy ◽  
Digital Transformation ◽  
Enterprise Management ◽  
Theoretical Approaches ◽  
Digital Development ◽  
Digital Strategy ◽  
Characteristic Features ◽  
Practical Recommendations

This paper is a theoretical and methodological substantiation of the provisions for the transformation of business in the digital economy and the development of practical recommendations for the formation of an organization’s digital strategy. The characteristic features of changes in consumer behavior that contribute to improving the business management model in the digital economy through the development and implementation of a digital strategy are highlighted. The relevance of theoretical and methodological recommendations and organizational provisions of compositional management and the creation of a fundamentally new enterprise management subsystem are substantiated. Theoretical approaches to improving the organizational structure of enterprises in the digital economy are investigated. The goal and main trends in the field of human resources management are identified, which must be taken into account when forming the organization's digital strategy. The research models of the roadmap of digital transformation of the business, as well as the structural model of the digital development of the business model of the enterprise are presented.

scholarly journals How digitalization affects insurance companies: overview and use cases of digital technologies

2020 ◽  
Author(s):  
Christian Eckert ◽  
Katrin Osterrieder
Keyword(s):  
Business Models ◽  
Insurance Industry ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Use Cases ◽  
Insurance Companies ◽  
Comprehensive Overview ◽  
Industry Studies ◽  
Digital Strategy ◽  
It Departments

Abstract The digital transformation is of increasing relevance for insurance companies’ business models. It leads to opportunities as well as challenges, especially for IT departments as core enablers or preventers. Against this background, the aim of this paper is to provide a comprehensive overview of digital technologies (e.g., artificial intelligence, cloud computing) and the resulting use cases for the insurance industry. To this end, we conduct a review of academic articles, industry studies and publications of the supervisory authorities. We point to the resulting requirements for an insurer’s IT and find many interdependencies between the digital technologies. Our results therefore emphasize the importance of a holistic digital strategy.

scholarly journals Mobilizing the Synergy Potential of Digital Platform in Managerial Education

2021 ◽  
pp. 126-133
Author(s):  
V. G. Antonov ◽  
A. V. Raychenko ◽  
V. V. Maslennikov
Keyword(s):  
Sustainable Development ◽  
Applied Research ◽  
Digital Transformation ◽  
Virtual Space ◽  
Digital Platform ◽  
Science And Education ◽  
Digital Strategy ◽  
Methodological Approaches ◽  
Definition Of

The article studies modernization of digital platform potential in order to coordinate interaction of practice, science and education in the field of management. The key focus is made on the fact that as a result of digital organization development the role of virtual space becomes prevailing in managers’ work and nearly all traditional methods of management undergo drastic changes. Unique processes of managing digital organizations require revision of methodological approaches to the problem of sustainable development in conditions of digital transformation, which mainly has a turbulent character. It is underlined that the major problem of today’s management is the vague definition of different notions, whose understanding is crucial for managers, who otherwise cannot link digital strategy with their work. The article used materials and findings of fundamental and applied research done by authors within the frames of budget, business and initiative development of innovation, industrial and educational products. Testing of these solutions proved their need in the field of practical management, scientific research and managerial education.

scholarly journals Key Drivers of Digital Transformation in Greek Businesses: Strategy vs. Technology

2021 ◽  
Vol 29 (2) ◽  
pp. 33-62
Author(s):  
Maria Karekla ◽  
◽  
Yannis Pollalis ◽  
Michail Angelopoulos ◽  
◽  
...  
Keyword(s):  
Digital Technologies ◽  
Digital Transformation ◽  
The Self ◽  
International Studies ◽  
Self Evaluation ◽  
Anonymous Questionnaire ◽  
Key Drivers ◽  
Digital Strategy

Purpose: This article aims to assess strategy and technology as key drivers of Greek businesses’cdigital transformation and compare the results to those of international studies and sources. Methodology: A research was conducted on 124 Greek businesses from different sectors and industries with the use of an anonymous questionnaire from December 2019 to January 2020. Greek businesses were categorized as early, developing, and maturing according to their perceptions about the level of their digital maturity, and differences were identified. The results were finally compared to an international relevant survey. Findings: Several differences were located among the Greek businesses of the three digital maturity categories as formulated after their self-evaluation, and evolution has been identified on their perceptions about their digital strategy, its existence, objectives, and structure, which can be seen developing and expanding from the lowest to the highest levels of digital maturity. Originality: The findings can be useful in creating an initial picture of the perceptions and practices applied by Greek businesses to their use of digital technologies. They can also become a measure of comparison for the self-evaluation of Greek businesses in their efforts to digitally transform.

Assess Digital Maturity to Set Digital Transformation Strategy in Oil and Gas

2021 ◽  
Author(s):  
Mario Torre ◽  
Analyn Azancot ◽  
Fabián Florez ◽  
Wei Zhou
Keyword(s):  
Oil And Gas ◽  
Digital Transformation ◽  
Base Line ◽  
It Infrastructure ◽  
Management Level ◽  
Enhancement Method ◽  
Process Output ◽  
Digital Strategy ◽  
Step Transition ◽  
Oil Company

Abstract This paper presents a structured methodology for an oil company to embark on a digital transformation. It was implemented in several JVs with a NOC that includes three producing blocks with dozens of mature fields. The methodology has several key unique strengths: One is the ability to isolate the core-money-making processes and build a digital strategy around them. This shows early gains and at the same time becomes a buy-in support for management. Another advantage is the simplicity to define the "desired" digital maturity level using direct input from the final stakeholders. This is achieved by using the process enhancement method, a SIPOC technique (Supplier, Input, Process, Output, Customer analysis). Also, an important strength is the methodology does not ignore the existing IT infrastructure, nor the field systems (i.e., SCADA) and re-uses them, as much as possible, giving enough time for a transition or an upgrade when needed. Several tools are provided in this paper that makes the methodology consistent, auditable, and strong to support the designed digital strategy to any management level with high chance of approval. The methodology is flexible enough to be run on various types of contracts, hydrocarbon phase or operational environments. As with any method, it relies on commitment from the top and base line in the organization, requiring open and honest evaluation of current inefficiencies and, equally important, resources (budget and people). In summary, a digital transformation is not a sudden leap from a company's current analog status to an instantaneous digital state of being. Rather, it is a progressive, step-by-step transition of core processes and user-centric workflows that requires careful planning and a thoughtful methodology to find the most suitable scenario for each company.

Creation of a system of management and coordination of R&D of high-tech enterprises in the context of digital transformation

2021 ◽  
pp. 116-125
Author(s):  
Ekaterina Dmitrievna Dobrova
Keyword(s):  
Economic Development ◽  
Market Value ◽  
Digital Transformation ◽  
High Tech ◽  
Successful Implementation ◽  
Coordination System ◽  
Digital Strategy

The article discusses the role of R&D in the activities of science-intensive enterprises, analyzes the problems arising in the implementation of investment activities in the context of digital transformation, and concludes that it is necessary to build a management and coordination system for R&D, focused on the successful implementation of a digital strategy and the growth of the market value of enterprises. The main tasks of building a system, its components, as well as measures and ways of solving problems arising in the process of management and coordination of R&D at enterprises in the new realities of economic development are given.

Human determinants influencing the digital transformation strategy of multigenerational family businesses: a multiple-case study of five French growth-oriented family firms

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Blandine Ano ◽  
Richard Bent
Keyword(s):  
Family Firms ◽  
New Technologies ◽  
Transformation Process ◽  
Family Businesses ◽  
Digital Transformation ◽  
Wealth Creation ◽  
Structured Interviews ◽  
Content Type ◽  
Digital Strategy

PurposeIn a context of technological disruption, companies face a digital imperative to adopt successfully emerging new technologies. While family firms have a huge potential for growth and innovation, they may – due to idiosyncratic but often limited resources, have to address the complex challenges induced by digital technologies introduction. The purpose of this paper is to explore how human and cultural resources influence the formulation and implementation of five French family firms' digital strategy.Design/methodology/approachBased on a phenomenological epistemology, semi-structured interviews among different generational cohorts of family business owners.FindingsThe thematic analysis highlights five main cultural and psychological determinants holding the potential for positive and synergetic outcomes while implementing a digital strategy: the change management nurtured by long-term sustainability, the emotional attachment to the firm, the entrepreneurial legacy influence, the personalised involvement of individual family members and the family owners' central focus on employees.Originality/valueThis paper is one of the first research projects exploring the digital transformation process of family businesses from the perspective of the firm's human capital. The participants of the study reveal idiosyncratic attitudes such as long-term orientation, entrepreneurial bridging and non-economic goals leading to competitive advantages and transgenerational wealth creation.

The Digital Transformation of Italy’s Public Sector

2020 ◽  
Vol 12 (1) ◽  
pp. 25-39
Author(s):  
Daniela Battisti
Keyword(s):  
Public Sector ◽  
Digital Transformation ◽  
The Public ◽  
Digital Performance ◽  
Digital Transition ◽  
Different Types ◽  
New Challenges ◽  
Digital Strategy ◽  
Policy Priority ◽  
The Right

Italy’s digital performance does not fare well in the international rankings. Italy has tried disparate options for digitally transforming the public sector. Throughout the years, different governments introduced different types of governance but, unfortunately, the situation has not improved. Most recently, though, there have been signs of change. The country is experiencing a new awareness; the new challenges that the digital transition is generating are becoming a policy priority. Continuity and consistency in the country’s digital strategy are reasons to believe that the digital transformation of the public sector may be on the right track at last.

scholarly journals Implementing a Digital Strategy: Learning from the Experience of Three Digital Transformation Projects

2020 ◽  
Vol 62 (4) ◽  
pp. 37-56 ◽  
Author(s):  
Alessia Correani ◽  
Alfredo De Massis ◽  
Federico Frattini ◽  
Antonio Messeni Petruzzelli ◽  
Angelo Natalicchio
Keyword(s):  
Case Studies ◽  
Business Model ◽  
Rapid Growth ◽  
Digital Technologies ◽  
Strategy Implementation ◽  
Digital Transformation ◽  
Strategy Formulation ◽  
Business Architecture ◽  
Digital Strategy ◽  
Transformation Strategy

The rapid growth of digital technologies and the extraordinary amount of data that devices and applications collect each day are increasingly driving companies to radically transform the business architecture through which they create and appropriate value. However, companies may fail to extract value from digital transformation due to the disconnection between strategy formulation and strategy implementation. Through the analysis of three case studies of firms that digitally transformed their business—namely ABB, CNH Industrial, and Vodafone—this article presents a framework than can help companies implement their digital transformation strategy and thereby renovate their business model.

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