Managing Complexity in a Digital Transformation

Author(s):  
Elena Shirinkina ◽  
B. Sobirov

The relevance of the study is due to the fact that today doing business without digitalization is simply impossible, thanks to new technologies, operations have appeared that ten years ago we could not even imagine, and many of the familiar ones, in turn, have been transformed beyond recognition. At the same time, with the growth of the technological complex, corporate architectures continue to rapidly become more complex. The purpose of this study is to develop tools for managing complexity as one of the components of the VUCA world. The experience and evidence of why the leaders of digital transformation need to change their thinking are presented, the author's interpretation of complexity is given and how to manage it. The practical significance of the study will allow organizations to develop a strategy for the formation of a corporate culture in the context of digitalization of business processes.

2020 ◽  
Author(s):  
Maksym Odnorog ◽  
◽  
Mykhailo Pivtorak ◽  
Oksana Zagorodniuk ◽  
◽  
...  

To date, digital technologies and their widespread practice have formed the potential for completely new business models. However, most organizations are either in the early stages of the digital transformation process, or do not yet dare to form a digital business model that will provide real benefits from digital technologies. In any case, taking into account the enormous pace of global digitalization, it is extremely important to adapt the best practices of digital transformation to the improvement of the Ukrainian economy as soon as possible. Based on this, consider the process of researching new and adapting existing management models. Digital transformation – the introduction of modern technologies to radically change the business models of enterprise management today is considered the most important topic for organizations around the world. The requirements of the new digital economy represent the digital transformation as a conscious strategic process of business modification through adaptive management and implementation of digital technologies, ie the restructuring of existing business models. The same happens at industrial and agro-industrial enterprises, the analog period of which is coming to an end. Industries are entering the digital age, thanks to which enterprises are developing in accordance with the new focus. For this reason, it is very important for the formation of digital models of enterprise management to strategically understand the possibilities of digital technology development in their connection with business processes and business models. The analysis of the main traditional models of effective management of enterprises was carried out and their fundamental differences from the Ukrainian approach to management were revealed, the possibilities of implementation of the principles of existing business models by Ukrainian enterprises were considered. In addition, a roadmap for the transition from a traditional to a digital enterprise was proposed for consideration. The process of modeling the digital management system of the enterprise is revealed. Currently, a prerequisite for the prosperity of the economy of industry and agriculture and, consequently, the economy of Ukraine, is adaptive digital management as a basis for economic security of the enterprise. It was found that the relentless introduction of digital technologies, «copying best practices» can later be in reality as dangerous as the refusal to master new technologies. Therefore, choosing the direction of your own digitization, you must first study everything thoroughly, so as not to miss the moment and not to remain in the ranks of the latter or in the past.


2021 ◽  
Author(s):  
JY Hur ◽  
Wonhyuk Cho ◽  
G Lee ◽  
Sarah Bickerton

© 2019, © 2019 Asian Studies Association of Australia. Starting in 2012, the South Korean government has implemented a large-scale relocation of its central government agencies, which are now split between the existing capital city (Seoul) and a new administrative-capital city (Sejong). One of the most controversial aspects of the relocation has been the bureaucratic inefficiency caused by its split nature. ICT-enabled solutions, dubbed “Smart Work”, were adopted to deal with this challenge, but have not been effective in avoiding inefficiency. In this article, we argue that different forms of organisational inertia created resistance to switching from traditional work routines to Smart Work’s ICT-assisted equivalents. Various forms of inertia–psychological (anxiety around learning new technologies), cognitive (culture/norms in face-to-face work routines), technological (stickiness of pre-existing IT system), political (continued influence from elected officials), and resource allocation (success bias from previous digital government projects)–significantly influenced public managers’ work practices in Sejong. These types of inertia, we argue, have reinforced face-to-face communication rather than digital communication, on-site visits rather than video-conferencing, and fixed-time work rather than flex-work. Our findings challenge dominant views from functionalist models of digital transformation and emphasise the importance of cultural congruency between workplace norms and technophilic business processes.


2021 ◽  
Vol 126 ◽  
pp. 04004
Author(s):  
Elena Omelyanenko ◽  
Teofilo Tirto ◽  
Dmitry Volodin ◽  
Vitaliy Omelyanenko ◽  
Galina Kovtun

The research deals with the analytics of the features of business processes of a digital agency and the identification of promising aspects of digital marketing as a tool for B2B interaction in the Foodtech market. It is noted that the primary trend of the Foodtech sector deals with digital transformation. From the strategic point of view of creating a business model, it is necessary to understand that digital transformation involves the installation of modern hardware or software and fundamental changes in approaches to management, corporate culture, and communications. To increase the efficiency of the digital agency’s business model, the authors propose to consider digital marketing. The analysis of the effectiveness of the business model of the digital agency allowed us to identify the most problematic and, at the same time, promising components of the business model. Based on generalized approaches to business model management in the case of a digital agency in the design of relevant services, it is proposed to consider maximizing the speed and efficiency of business model transformation and minimizing the uncertainty of further digital service development based on customer relationship management.


Author(s):  
Oleksandr Brechko

Introduction. One of the main directions of ensuring the balanced development of the national economy is the digital transformation, which covers almost all spheres of life at the micro, meso and macro levels. An important component of the digital transformation of the economy is the service provision of its subsystems, which is carried out on the basis of a platform approach that is able to digitize social, economic and technological processes in the construction of ecosystems. In the context of the Fourth Industrial Revolution, digitalization has become a tool for commercializing the achievements of technological progress. This highlights the need to study the key determinants of digital transformation and opportunities for economic breakthrough.The object of research is the process of digital transformation of the constituent subsystems of the national economy.Purpose. The subject of the study is a set of scientific approaches and practical mechanisms for digitization of business processes as a factor of accelerated economic development.Goal. The study is devoted to substantiating the conceptual foundations of the digital transformation of the national economy in the context of its accelerated development.Methods. In the process of research general scientific methods were used: system, structural analysis, grouping in the study of structural elements and identification of factors and problems of digitization; historical analysis to consider the scientific principles and institutional mechanism of the digital transformation of the economy; comparative analysis in assessing the possibilities of implementing the service component of digitalization; economic analysis in assessing the current state of digital transformation of the national economy.Results. The article analyzes the essential determinants of the digital transformation  of the economy, establishes the objective need to introduce digital technologies in the  real sector. The scientific novelty of the obtained results lies in the substantiation of conceptual approaches to digital transformation by detailing the forms and methods of its implementation in economic processes.The practical significance of the obtained results is that the developed recommendations will be used to create organizational support for the digital transformation of the national economy at different levels of its functioning.Prospects. Prospects for further research are in the plane of the use of innovative mechanisms for digitization of business processes, the introduction of virtual digital assets, the creation of effective decentralized database management systems.


2020 ◽  
Vol 8 ◽  
pp. 598-605 ◽  
Author(s):  
Narcisa Roxana Mosteanu

Finance digital transformation has become the most commonly used words in the last decade. Enhancing the efficiency and the survival of institutions is related to the adoption of innovation of digital changes. Redesigning the organizational structure of any institution starts with employees and their skills and competencies. This article aims to show how the process of digitalization of the financial system and the adoption of new technologies have changed the approach of the workplace, the way of doing business and redefined the parameters of the financial products and services offered. The research presents the challenges faced by organizational design in the banking industry and how the structure of employees it is changed. Starting to form financial institutions cases and extrapolating to the labour market, in general, the paper underlines the movements of the job market and the possible solutions to redirect the specialization curriculums in order to equip people with those qualifications and skills which will make them employable on the current digitalized business environment.


2021 ◽  
Author(s):  
JY Hur ◽  
Wonhyuk Cho ◽  
G Lee ◽  
Sarah Bickerton

© 2019, © 2019 Asian Studies Association of Australia. Starting in 2012, the South Korean government has implemented a large-scale relocation of its central government agencies, which are now split between the existing capital city (Seoul) and a new administrative-capital city (Sejong). One of the most controversial aspects of the relocation has been the bureaucratic inefficiency caused by its split nature. ICT-enabled solutions, dubbed “Smart Work”, were adopted to deal with this challenge, but have not been effective in avoiding inefficiency. In this article, we argue that different forms of organisational inertia created resistance to switching from traditional work routines to Smart Work’s ICT-assisted equivalents. Various forms of inertia–psychological (anxiety around learning new technologies), cognitive (culture/norms in face-to-face work routines), technological (stickiness of pre-existing IT system), political (continued influence from elected officials), and resource allocation (success bias from previous digital government projects)–significantly influenced public managers’ work practices in Sejong. These types of inertia, we argue, have reinforced face-to-face communication rather than digital communication, on-site visits rather than video-conferencing, and fixed-time work rather than flex-work. Our findings challenge dominant views from functionalist models of digital transformation and emphasise the importance of cultural congruency between workplace norms and technophilic business processes.


2021 ◽  
pp. 22-36
Author(s):  
П.В. Терелянский ◽  
А.В. Троицкий ◽  
С.И. Ашмарина ◽  
А.В. Балановская ◽  
К.В. Раев ◽  
...  

Одним из ключевых направления трансформации системы образования становится развитие цифровой инфраструктуры вузов, что требует полного преобразования бизнес-процессов университета, с использованием новых технологий. Это позволит осуществить качественный скачок продуктивности работы университета, привлечение новых инвестиций, сокращение издержек на различные дублирующие процессы. Целью этих усилий является создание и внедрение единой модели управления всеми коммуникациями в вузе. С технологической точки зрения такая модель должна включать в себя организационно-административные решения, логически увязанные с глобальной информационной системой, представляющей собой систему поддержки принятия решений советующего типа. Все это должно представлять собой единое кросс-платформенное решение, с возможностью автоматизации любых бизнес-процессов университета, включающее информатизацию вузовского документооборота, организацию научно-исследовательской деятельности в едином модуле подготовки бухгалтерской и ведомственной отчетности, создание виртуальной приемной комиссии и служб деканатов, увязанных с мобильным многофункциональным центром контроля успеваемости и поддержки социальных проектов для студенчества, модуль онлайн-занятий и конференций, а также конструктор образовательных программ для профессорско-преподавательского состава. Ключевые слова цифровая трансформация; дистанционное обучение;стратегия информатизации; система управления проектами; цифровая платформа; система коммуникаций вуза;единое информационное пространство; система поддержки принятия решений. One of the key areas of transformation of the education system is the development of digital infrastructure of universities, which requires a complete transformation of the university's business processes, using new technologies. This will make it possible to make a qualitative jump in the productivity of the university, attract new investments, and reduce costs for various duplicate processes. The purpose of these efforts is to create and implement a single model for managing all communications at the university. From a technological point of view, such a model should include organizational and administrative decisions logically linked to the global information system, which is a decision support system of the advisory type. All this should be a single cross-platform solution, with the ability to automate any business processes of the university, including informatization of university document circulation, organization of research activities in a single module for preparing accounting and departmental reports, Creation of a virtual admissions commission and services of deaneries linked to a mobile multifunctional center for monitoring academic performance and supporting social projects for students, a module of online classes and conferences, as well as a designer of educational programs for faculty. Keywords digital transformation; distance learning; informatization strategy; project management system; digital platform; university communications system; a single information space; decision support system.


Author(s):  
Vasiliy Svistunov ◽  
Vitaliy Lobachyev ◽  
G. Kuzina

The purpose of this article is to establish the relation between the level of employee’s satisfaction and the achieved digitalization level of the company. At the same time, job satisfaction is considered as an important factor in the formation and development of corporate culture. The authors analyze a problem of decreasing the level of job satisfaction in the context of internal organizational changes occurring in the company as part of its digital transformation. The problem is that the creative component and motivational attitudes of employees decrease with the increasing use of modern information technology tools. In the context of digitalization, the development of an effective strategy for interaction between the company's top management and its employees is largely subject to the following chain of criteria: the automation level of business processes – the degree of satisfaction with working conditions by the staff – in the corporate culture of the company.


2020 ◽  
Vol 3 (11) ◽  
pp. 73-74
Author(s):  
SOLIYEV I.I

This article discusses the practical significance of the enterprise's chosen innovative development strategy. The process of implementing any innovative strategy in the article is based on the following innovations: the decision to switch to new technologies, updating the content and use of resources, advancing the requirements in the stages of restructuring all major and ancillary business processes


2021 ◽  
Author(s):  
Fernando Luis Creus

Abstract Technological advances unveil a dual reality in the oil and gas Industry. On one hand, the benefits of blockchain and artificial intelligence (AI), among others, has arrived to revolutionize the industry. On the other hand, industry professionals remain trapped in bureaucratic processes that undermine their performance. The diagnosis: knowledge workers, responsible for optimizing the recovery and economic performance of the fields, are the missing link in the digital transformation chain. They are suffering the digitalization of the status quo. This paper puts forward a broad digital transformation framework designed to increase the knowledge worker's productivity. Digital transformation is not just about the implementation and use of cutting-edge technologies. It is also the response to digital trends, and about adopting new processes and redesigning existing ones to compete effectively in an increasingly digital world. Prioritizing technology as the ultimate goal puts the business processes and the knowledge workers aside from the discussion. The key to this proposal is rethinking the business model according to the possibilities of new technologies based on a six-dimension scheme:Corporate strategy: It defines the long-term vision and investment criteria for value creation. Technology is an element within a business scheme that should not be analyzed in isolation.Digital strategy: Within the corporate strategy, what operational and strategic role does technology play? Should it only support the company's operation, or should it drive strategic reinvention?Culture: While digital transformation is the company's response to digital trends, culture is the muscle that provides (or not) the attributes required to succeed in this transformation endeavor. Innovation and creativity should be promoted as part of the company's DNA.Knowledge processes: A business model, built on new technologies, will necessarily impose new and automated practices. While the automation of physical processes is a fact, the automation of knowledge processes is the weakest link.Data governance: It defines the necessary conditions that guarantee the quality of the information and its strategic acquisition. Two elements are a must: the automation of processes, thereby avoiding arbitrariness in data management; and centralized databases, thereby eliminating data duplicity and criteria discrepancy.Data Science: At this point in the model, the company has efficient, automatic, and fast processes, assuring the quality and availability of the data from its conception to the final storage. Then, data scientists will have all the means, and a clear and aligned vision (corporate strategy) to extract meaningful insights for the business.


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