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.

scholarly journals Blessing or curse: Does digitalization foster business model innovation? Evidence from a quantitative empirical study

2020 ◽  
Vol 1 (2) ◽  
pp. 44-65
Author(s):  
Patrick Ulrich ◽  
Alexandra Fibitz
Keyword(s):  
Empirical Study ◽  
Business Model ◽  
Quantitative Study ◽  
Business Models ◽  
Digital Technologies ◽  
Business Model Innovation ◽  
Digital Transformation ◽  
Business World ◽  
Digital Strategy ◽  
The Relationship

This study analyses whether and how digital transformation affects business models. Digitalization influences businesses regardless of size, industry, and structure. Thus, companies are often forced to rethink their value architecture in order to remain competitive and not vanish from the business world. Therefore, deepening the understanding of the relationship between digitalization and business models is of utmost importance for both practice and academia. We examine the interdependencies of the utilization of digital technologies and the execution of a digital strategy on business model innovation, and the extent to which the digitalization level is influencing this relation. Furthermore, we depict the results from a quantitative study among a sample of 166 German companies. The results indicate that business model innovation is positively influenced by a higher pursuit of digital technologies and the adoption of certain digital strategies. The digitalization cluster further stresses the importance of digital actions for the companies’ sustainability.

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

Demystifying AI: What Digital Transformation Leaders Can Teach You about Realistic Artificial Intelligence

2019 ◽  
Vol 61 (4) ◽  
pp. 110-134 ◽  
Author(s):  
Jürgen Kai-Uwe Brock ◽  
Florian von Wangenheim
Keyword(s):  
Artificial Intelligence ◽  
Case Studies ◽  
Public Interest ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Senior Managers ◽  
Technological Advances

Recent years have seen a reemergence of interest in artificial intelligence (AI) among both managers and academics. Driven by technological advances and public interest, AI is considered by some as an unprecedented revolutionary technology with the potential to transform humanity. But, at this stage, managers are left with little empirical advice on how to prepare and use AI in their firm’s operations. Based on case studies and the results of two global surveys among senior managers across industries, this article shows that AI is typically implemented and used with other advanced digital technologies in firms’ digital transformation projects. The digital transformation projects in which AI is deployed are mostly in support of firms’ existing businesses, thereby demystifying some of the transformative claims made about AI. This article then presents a framework for successfully implementing AI in the context of digital transformation, offering specific guidance in the areas of data, intelligence, being grounded, integrated, teaming, agility, and leadership.

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 Digital Transformation and the New Normal in China: How Can Enterprises Use Digital Technologies to Respond to COVID-19?

2021 ◽  
Vol 13 (18) ◽  
pp. 10195
Author(s):  
Ching-Hung Lee ◽  
Dianni Wang ◽  
Kevin C. Desouza ◽  
Richard Evans
Keyword(s):  
Business Model ◽  
Pathway Analysis ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Business Leaders ◽  
Humanitarian Crisis ◽  
Chinese Enterprises ◽  
New Normal ◽  
Pandemic Response ◽  
Trajectory Guidance

The COVID-19 pandemic, a worldwide health and humanitarian crisis, has created unique challenges for citizens, governments, and organizations alike. Business leaders ask ‘what is the new normal, post-pandemic?’ while industries become more complex and uncertain. Premises sit empty, employees work remotely, and customers possess less disposable income. However bleak, opportunities do exist. Organizations will, however, need to transform. Technology will need to be used to respond to the pandemic, and organizations must re-structure to better function. This paper examines the role that digital technologies can play in responding to pandemics and outlines four classifications of digital technologies for pandemic response. An as-is/to-be pathway analysis is presented using case studies from Chinese enterprises to provide trajectory guidance for moving forward to the new normal. After analysis from an incorporated technology-centric and business model-based framework perspective, six fundamental enterprise strategies are presented that are derived from literature and empirical observations.

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.

DIGITAL STRATEGY — INTEGRATED APPROACH AND GENERIC OPTIONS

2019 ◽  
Vol 23 (08) ◽  
pp. 1940005
Author(s):  
DANIEL SCHALLMO ◽  
CHRISTOPHER A. WILLIAMS ◽  
JOCHEN LOHSE
Keyword(s):  
Case Studies ◽  
Service Provider ◽  
Integrated Approach ◽  
Strategic Analysis ◽  
Product Platform ◽  
Structured Interviews ◽  
Strategy Formulation ◽  
Strategic Principle ◽  
Strategic Options ◽  
Digital Strategy

The purpose of this paper is to develop an integrated approach for a digital strategy including generic options. Our research is based on our previous contribution in which we have analysed and compared existing approaches on digital strategy. We expanded this research by conducting 13 semi-structured interviews to gain insights from experts on digital strategy (researchers and consultants). We also analysed 10 case studies collected using semi-structured interviews with company representatives. Our findings show that digital strategy, although still in its infancy, is currently a significant topic across several industries. The paper offers an integrated approach for the development of a digital strategy which consists of six phases: external strategic analysis, strategic forecasting, internal strategic analysis, strategic principle, strategic options and strategy formulation. Within the integrated approach we also deliver four generic digital strategies: product provider, service provider, product platform operator and service platform operator.

Digital Transformation

2022 ◽  
pp. 1-22
Author(s):  
Irene Ciccarino ◽  
Carla Diniz dos Santos da Silva
Keyword(s):  
Strategy Implementation ◽  
Digital Transformation ◽  
Retail Sector ◽  
Strategic Issues ◽  
Strategic Process ◽  
New Strategy ◽  
Brick And Mortar ◽  
Holistic Concept ◽  
Retail Company ◽  
Transformation Strategy

The COVID-19 pandemic has intensified the digitization of traditional businesses. In the retail sector, e-commerce played a fundamental role and promoted major changes in the consumer pattern. This evolution and its impact can be studied through the digital transformation lens, which is a multidisciplinary and holistic concept that encompasses a new strategy and new ways of strategizing. The present study aims to describe the digital transformation strategy implementation path at a Brazilian pre-digital retail company and discusses the role the COVID-19 pandemic had played. Moreover, the case highlights important strategic issues and provides the opportunity to analyze whether it is a strategic process or a strategic practice. Thus, it can enlighten which theory best supports DTS studies. This study also increases the understanding of the strategic configuration of digital transformation embracing context, process, and outcomes. And it also sheds light on the dilemma between brick-and-mortar stores and digital ones.

Building Blocks of Successful Digital Transformation: Complementing Technology and Market Issues

2020 ◽  
Vol 17 (01) ◽  
pp. 2050004 ◽  
Author(s):  
Ulrich Lichtenthaler
Keyword(s):  
Artificial Intelligence ◽  
Building Blocks ◽  
Strategy Implementation ◽  
Digital Transformation ◽  
Primary Reason ◽  
Strategy Formulation ◽  
Strategic Renewal ◽  
Conceptual Paper ◽  
Strategic Transformation ◽  
Implementation Steps

Strategic transformation is the primary reason why digitalization, artificial intelligence and related changes are on the top of most corporate agendas. Currently, many firms have completed the stage of strategy formulation for their digital transformation and are in the phase of strategy implementation. Here, many firms face major difficulties, which often result from an emphasis on technology issues at the expense of market-related issues. Following the innovation-based view and a conceptual framework of technology push and market pull effects, this conceptual paper presents important building blocks of successful digital transformation. On this basis, it illustrates the typical focus of most firms at present and highlights the limitations of these approaches. To overcome these limitations, several implementation steps are presented. As such, this paper contributes to research into digital transformation and artificial intelligence as well as into managing strategic renewal in light of technological change.

scholarly journals CHINA’S DIGITAL POLICY: SYSTEM ANALYSIS AND IMPLEMENTATION PROSPECTS FOR UKRAINE

2021 ◽  
Vol 137 (3) ◽  
pp. 4-17
Author(s):  
MAZARAKI Anatolii ◽  
ROSKLADKA Andrii ◽  
IVANOVA Olena
Keyword(s):  
Comparative Analysis ◽  
Rapid Growth ◽  
Driving Force ◽  
System Analysis ◽  
Digital Transformation ◽  
State Support ◽  
Policy System ◽  
Effective Implementation ◽  
Digital Strategy

A system analysis of the phenomenon of rapid growth in China’s digitalization pro­cess was carried out. Various areas of digital transformation are highlighted. The analysis of the main principles and driving force of China’s state digital strategy is carried out. We found out that state support was the key to effective implementation of advanced techno­lo­gies, wide and systemic implementation scale of China’s digital policy. A comparative analysis of the transformational processes of digitalization of China and Ukraine was carried out.

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