scholarly journals DIGITAL ENTREPRENEURSHIP IN THE CONDITIONS OF DYNAMICS OF GLOBAL ENVIRONMENT AND DEEPENING OF ITS VIRTUALIZATION

2021 ◽  
Author(s):  
Kateryna Kraus ◽  
Nataliia Kraus ◽  
Valerii Osetskyi
Keyword(s):  
Virtual Reality ◽  
Manufacturing Industry ◽  
Business Models ◽  
Business Processes ◽  
Real Estate Market ◽  
Digital Transformation ◽  
Digital Culture ◽  
Digital Infrastructure ◽  
Digital Entrepreneurship

The article substantiates author’s vision of the trends observed during digital transformation of entrepreneurship, which include digital development of priority areas of life, increasing flexibility and acceleration of business processes and their optimization, changing business values, development of digital infrastructure, use of new market opportunities, data operation, development of digital competencies and skills of citizens, digital strategy and digital culture, improved quality of service, digital partnership and cooperation, innovative opportunities for digital business development. The study found that high quality of digitization of business processes allow you to make a set of digital solutions in the field of software and automation. The essential characteristics of digital duplicates are determined, which offer tangible advantages in the functioning of digital entrepreneurship. Authors note that the ultimate goal of digital counterpart in the manufacturing industry is to create a closed feedback loop between virtual and real production through the use of the right digital infrastructure. The content of digital duplicates at new and operating enterprises is presented. An analysis of the experience of working in virtual reality during pandemic companies that are technology giants in terms of finding out the benefits and losses of virtualization and digitalization of their business. Authors noted that in today’s conditions of virtual reality, the Government of Ukraine should pay attention to the negative trend in the real estate market. This trend is caused by restrictions on doing business in the traditional format, the transition to freelancing and the format of virtual reality. It is proved that the concept of digital transformation of entrepreneurship has three main advantages relevant to any type of business: improving the efficiency of existing infrastructure; emergence of qualitatively new business models; increase revenue or reduce costs in existing business models. The authors are convinced that there are three areas in which new digital technologies can be used in business: customer search; operational processes; business model.

scholarly journals INNOVATIVE-DIGITAL ENTREPRENEURSHIP AS KEY LINK OF INDUSTRY X.0 FORMATION IN THE CONDITIONS OF VIRTUAL REALITY

2021 ◽  
Vol 7 (1) ◽  
pp. 47-56
Author(s):  
Nataliia Kraus ◽  
Oleksandr Marchenko
Keyword(s):  
Virtual Reality ◽  
Business Processes ◽  
Scientific Research ◽  
Digital Transformation ◽  
Digital Products ◽  
Key Innovation ◽  
Impact Of Technology ◽  
The Impact ◽  
Digital Entrepreneurship ◽  
Digital Spaces

Purpose of the scientific research. Purpose of the research is to present the features of formation and content of innovative-digital entrepreneurship as the foundation on which Industry X.0 is built in the conditions of new virtual reality and technologies that change the business in the direction of its digitalization. The object of the scientific research. The object of the scientific research is the process of digitalization of business activity as a key link in the formation of Industry X.0 through the prism of CFO-3600 competencies in terms of virtual reality, to indicate the features of digital transformation of the enterprise with Office 365. Methodology. On the basis of dialectical, systemic and matrix methods the digitalization of enterprises is investigated, which determines new quality and format of business work in new virtual reality. The comparative analysis of innovative-digital spaces that determine networking in the development of Industry X.0 is used. The result of the article. Key innovation problems that need to be solved in the conditions of formation of Industry X.0 are presented, among which are named: innovation infrastructure and financing innovation, capability to generate knowledge, to learn and disseminate knowledge, governance of innovation. It is determined that CFO tools are the ability to build competencies within financial service and delegate (dependence on individuals); actively use outsourcing (the ability to build partnerships); actively use cloud solutions (readiness of architecture, economy). Practical implications. The strengths and weaknesses of “digital managers” at the stage of formation of Industry X.0 in the conditions of virtual reality are revealed. Thus, the strengths include technological literacy and a broad outlook; knowledge of technological architecture; significant experience in project implementation; strategic thinking; understanding the impact of technology on business processes and customer/consumer behavior. The world innovation and digital spaces that form the virtual reality of Industry X.0, which specialize in the connection of digital products/services, digital engineering, digital production/operations, are indicated. Value/originality. It is proposed to implement digital transformation of the enterprise with Office 365 through: solving a number of tasks in the implementation of digital transformation project of the enterprise; taking into account the challenges and threats of implementing Office 365 for the enterprise; the expected result from the migration to Office 365; Office 365 as a tool for transformation (Office 365 E3, Enchange Online, Skype for Business, Microsoft Intune); values for entrepreneurship. The process of achieving confidentiality in digital enterprise is defined.

scholarly journals Digital Entrepreneurship: A Theory-Based Systematization of Core Performance Indicators

2020 ◽  
Vol 12 (10) ◽  
pp. 4018 ◽  
Author(s):  
Liliya Satalkina ◽  
Gerald Steiner
Keyword(s):  
Performance Indicators ◽  
Business Models ◽  
Business Processes ◽  
Innovation System ◽  
Digital Transformation ◽  
Socioeconomic System ◽  
New Business ◽  
And Performance ◽  
Entrepreneurial Activities ◽  
Digital Entrepreneurship

Digital transformation affects socioeconomic systems, bringing inevitable changes to business processes, particularly those related to resource demands, networking processes, and communication mechanisms within entrepreneurial activities. Furthermore, digital transformation leads to unintended side effects on the societal system and affects the competitiveness, resilience, and viability of the overall innovation system. It also fosters the formation of new business models or the reshaping of existing ones and determines digital entrepreneurship as a process or as an outcome of business activity. The tendencies of digital entrepreneurship differ concerning the underlying innovation system conditions. The analysis and the systematization of categories and performance indicators of digitalization and digital entrepreneurship provide a framework for micro- and macro analytic perspectives. This research aims to provide a theory-based systematization of the existing performance indicators that characterize digital entrepreneurship, with a particular focus on compound indicators that characterize the tendencies of digital entrepreneurship on a country basis in the period from 2016 to 2019. As a theoretical basis for categorization and further analysis of the indicators, we applied a set of 10 determinants of digital entrepreneurship. These determinants cover a broad range of elements (from individual patterns to organizational management processes and the influence of external infrastructure and institutional settings) that define the phenomenon of digital entrepreneurship within three core dimensions: the entrepreneur, the entrepreneurial process, and the relevant ecosystem. We defined how the subindices of the chosen compound indicators are interrelated with the determinants of digital entrepreneurship. Further correlation analysis was applied in order to define the systematic interrelations between the different dimensions of digital entrepreneurship as part of a socioeconomic system.

scholarly journals ESTIMATION OF BUSINESS VALUE AS AN ELEMENT OF FORMATION OF BUSINESS MODELS OF INDUSTRIAL ENTERPRISES AND AGRICULTURAL COMPLEX IN THE CONDITIONS OF DIGITALIZATION OF THE ECONOMY

2020 ◽  
Author(s):  
Maksym Odnorog ◽  
◽  
Mykhailo Pivtorak ◽  
Oksana Zagorodniuk ◽  
◽  
...  
Keyword(s):  
Best Practices ◽  
Business Models ◽  
Business Processes ◽  
New Technologies ◽  
Digital Technologies ◽  
Economic Security ◽  
Digital Transformation ◽  
Enterprise Management ◽  
Industrial Enterprises ◽  
Digital Management

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.

scholarly journals Management of ICT Implementations in Enterprises in Poland

2019 ◽  
Vol 8 ◽  
pp. 61-75
Author(s):  
Bogusława Ziółkowska
Keyword(s):  
Information Technologies ◽  
Business Models ◽  
Business Processes ◽  
Value Added ◽  
Digital Transformation ◽  
Social Consequences ◽  
Resource Configuration ◽  
Strategic Approach ◽  
The Face ◽  
Distance Communication

In order to develop and be competitive, modern enterprises, which function in an environment that is globalised, dynamic and subject to strong digitalisation pressure, need to implement information technologies in a way that will allow them, as they achieve further levels of virtualisation, to maintain, and even enhance, their ability to create value added. As business activity is moved to a space shaped by computers and IT networks and distance communication tools and forms are developed, the importance of establishing contacts and relations in the organisation and execution of value-creation business processes increases. Digitalisation of the economy and society is one of the most dynamic changes of our times, opening up new opportunities to create business models, while bringing uncertainty and various threats connected, among other things, with social consequences of the automation of production processes and security in a broad sense. The aim of the presentation is to indicate areas of activity in which information technologies are most often implemented in enterprises in Poland as well as managers' strategic approach to this problem in the face of digital transformation. The paper presents the level of Polish enterprises’ engagement in the process of digital transformation and shows how the progress in terms of implementation of modern ICT in the aspect of customer contacts, managing and executing contacts with suppliers and recipients and resource configuration, impacts the effectiveness of the enterprises surveyed.

scholarly journals Digitalization of Business Processes of Enterprises of the Ecosystem of Industry 4.0: Virtual-Real Aspect of Economic Growth Reserves

2021 ◽  
Vol 18 ◽  
pp. 569-580
Author(s):  
Kateryna Kraus ◽  
Nataliia Kraus ◽  
Oleksandr Manzhura
Keyword(s):  
Economic Growth ◽  
Virtual Reality ◽  
Data Storage ◽  
Industry 4.0 ◽  
Large Scale ◽  
Business Processes ◽  
Digital Transformation ◽  
Cloud Services ◽  
Scale Production ◽  
Cloud Platform

The purpose of the research is to present the features of digitization of business processes in enterprises as a foundation on which the gradual formation of Industry 4.0 and the search for economic growth in new virtual reality, which has every chance to be a decisive step in implementing digital strategy for Ukraine and development of the innovation ecosystem. Key problems that arise during the digitalization of business processes in enterprises are presented, among which are: the historical orientation of production to mass, “running” sizes and large batches; large-scale production load; the complexity of cooperation and logic between production sites. It is determined that high-quality and effective tools of innovation-digital transformation in the conditions of virtual reality should include: a single system of on-line order management for all enterprises (application registration – technical expertise – planning – performance control – shipment); Smart Factory, Predictive Maintenance, IIoT, CRM, SCM. Features of digital transformation in the part of formation of enterprises of the ecosystem of Industry 4.0 are revealed. The capabilities and benefits of using Azure cloud platform in enterprises, which includes more than 200 products and cloud services, are analyzed. Azure is said to support open source technologies, so businesses have the ability to use tools and technologies they prefer and are more useful. After conducting a thorough analysis of the acceleration of deep digitalization of business processes by enterprises, authors proposed to put into practice Aruba solution for tracking contacts in the fight against COVID-19. Aruba technology helps locate, allowing you to implement flexible solutions based on Aruba Partner Ecosystem using a USB interface. It is proposed to use SYNTEGRA – a data integration service that provides interactive analytics and provides data models and dashboards in order to accelerate the modernization of data storage and management, optimize reporting in the company and obtain real-time analytics. The possibilities of using Azure cloud platform during the digitization of business processes of enterprises of the ecosystem of Industry 4.0 in the conditions of virtual reality are determined.

scholarly journals Legacy Digital Transformation: TCO and ROI Analysis

2021 ◽  
Vol 12 (3) ◽  
pp. 163-170
Author(s):  
Ravi Kiran Mallidi ◽  
Manmohan Sharma ◽  
Jagjit Singh
Keyword(s):  
Return On Investment ◽  
Business Models ◽  
Business Processes ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Digital World ◽  
New Business ◽  
Core Elements ◽  
Business Needs ◽  
Security Organizations

Legacy Digital Transformation is modernizing or migrating systems from non-digital or older digital technology to newer digital technologies. Digitalization is essential for information reading, processing, transforming, and storing. Social media, Cloud, and analytics are the major technologies in today's digital world. Digitalization (business process) and Digital Transformation (the effect) are the core elements of newer global policies and processes. Recent COVID pandemic situation, Organizations are willing to digitalize their environment without losing business. Digital technologies help to improve their capabilities to transform processes that intern promote new business models. Applications cannot remain static and should modernize to meet the evolving business and technology needs. Business needs time to market, Agility, and reduce technical debt. Technology needs consist of APIs, better Security, Portability, Scalability, Cloud support, Deployment, Automation, and Integration. This paper elaborates different transformation/modernization approaches for Legacy systems written in very long or End of Life (EOL) systems to newer digital technologies to serve the business needs. EOL impacts application production, supportability, compliance, and security. Organizations spend money and resources on Digital Transformation for considering Investment versus Return on Investment, Agility of the System, and improved business processes. Migration and Modernization are critical for any Legacy Digital Transformation. Management takes decisions to proceed with Digital Transformation for considering Total Cost Ownership (TCO) and Return on Investment (ROI) of the program. The paper also includes a TCO-ROI calculator for Transformation from Legacy / Monolithic to new architectures like Microservices.

The Transformation of Traditional TVs Into Digital Platforms

2021 ◽  
pp. 102-114
Author(s):  
Hayat Ayar Senturk
Keyword(s):  
Customer Value ◽  
Business Models ◽  
Business Processes ◽  
Digital Transformation ◽  
Competitive Strategies ◽  
Business Decisions ◽  
Digital Platforms ◽  
Competition Analysis ◽  
Growth Opportunity ◽  
New Business

Digital transformation means developing new business models, unforgettable customer experiences, and competitive strategies by using digital technologies, thus creating efficiency in business processes and providing better customer value. While digital transformation is one of the important business decisions, more specifically, the pandemic and the increase in time spent at home have created a substantial growth opportunity for digital broadcast service providers. In this regard, the fact that an already growing market has increased its growth momentum with the effect of the pandemic has made the digital transformation of traditional TV media inevitable. In this study, digital broadcasting sector in Turkey has been examined in the context of strategic marketing management. In this way, by conducting the situation and competition analysis, suggestions were made regarding marketing strategies for Turkish digital platforms that have just entered the market.

scholarly journals Transformation of Manager Competences in Conditions of Digital Economy

2021 ◽  
Vol 18 (2) ◽  
pp. 142-151
Author(s):  
Yu. V. Syaglova ◽  
T. P. Maslevich
Keyword(s):  
Decision Making ◽  
Business Models ◽  
Business Processes ◽  
Business Environment ◽  
Complex Model ◽  
Process Approach ◽  
Digital Transformation ◽  
Managerial Decision ◽  
Commercial Activity ◽  
Digital Platforms

Today digital economic environment penetrates deeply in different spheres and industries of economy. Now doubt that digital transformations deal not only with outer environment of company functioning but also with their internal business-processes. The outer elements of digital transformation include such business-spaces, which in their essence were born as global, i. e. they are not connected with geographical location or specific segment of buying audience. We mean the development of the so-called digital platforms – ecosystems of digital business, where participants of different profiles or lines of commercial activity can be present, such as logistics, production, finance, marketing, sales, etc. Due to active emergence of outer aspects of digital transformation internal businessprocesses in such digital spaces are also subjected to transformations. These transformations in some cases are inevitable because of rising competition among companies inside one industry on the level of product range being sold and among related industries on the level of services that determine the company value for customers. In the digital business environment classical process approach undergoes serious changes due to transformation of business-models of business running, altered information opportunities, emergence of new digital competences of experts and technological breakthrough. The goal of the research is to develop a competence model of manager for decision-making in conditions of digital environment with regard to factors influencing the process of decisionmaking and advanced methodologies of management, such as Agile. The article shows conditions of digital transformation penetration in the business environment of present day companies, identifies factors of digital transformation impact on decision-making in management within the frames of the process approach, substantiates opportunities and threats of business-process digitalization in managerial decision-making and demonstrates new competences necessary for efficient functioning of business-processes. The authors put forward a complex model of decision-making in digital business environment, which gives an opportunity for companies to make the most effective managerial decisions.

scholarly journals The analysis of the digital transformation trends in the Ukrainian economy

VUZF Review ◽  
2021 ◽  
Vol 6 (4) ◽  
pp. 136-144
Author(s):  
Hanna Snopenko ◽  
Olga Balueva ◽  
Olena Tanchyk
Keyword(s):  
Development Strategy ◽  
Business Models ◽  
Business Processes ◽  
Industrial Revolution ◽  
Digital Economy ◽  
Digital Transformation ◽  
New Production ◽  
Fourth Industrial Revolution ◽  
Digital World ◽  
The World

The consistent evolution of technology around the world creates new production tools and opportunities for different economic agents. As a result, new economic structures are emerging as a result of industrial revolutions. Today, the digital economy is seen as the backbone of the fourth industrial revolution, as there is a clear shift in the underlying technology and signs of a technological and economic paradigm shift. The current stage of the industrial revolution is associated with the Internet communication technologies development, which has significantly changed the technology of business processes and has been called "digitalisation". Thus, the fourth industrial revolution and the third wave of globalisation are based on the digital economy. The article explores trends in the development of the Ukrainian economy under the influence of ubiquitous digitalisation. Digital transformation changes traditional business models of organisations, allowing them to occupy profitable niches in global markets, raising the prestige of business and the state as a whole. In today's environment, the level of digitalisation illustrates the degree of companies' competitiveness and is a determining factor in development strategy. To analyse the processes of digitalisation and determine the place of Ukraine in the digital world, the article identifies and describes four zones of digital transformation, which are particular to the world economies. It is determined that Ukraine has fallen into a zone of prospective economies, where digital infrastructure is limited. Still, digital development is accelerating, indicating the potential for digitalisation to flourish, which will benefit economic recovery from the COVID-19 pandemic and long-term transformation. Ukraine's integral digital transformation index score is placed at 2.81 out of a possible 5 in 2021. It was determined that the main barriers to the digital transformation development in Ukrainian business include ineffective legislation, insufficient funding and low digital literacy of the population. However, the highest score among the index components was given to companies' overall level of digital transformation. A positive result of the survey is confirmation of increased investment in the digital technologies development in Ukraine: priority investments in this area include customer interaction, data analytics and HR management.

scholarly journals Culture as an attribute of digital transformation

2021 ◽  
Vol 4 (1) ◽  
pp. 4-11
Author(s):  
S. V. Firsova ◽  
O. M. Danilina ◽  
A. A. Dashkov ◽  
V. Yu. Pokazanyev
Keyword(s):  
Employee Engagement ◽  
Information And Communication Technologies ◽  
Business Processes ◽  
Knowledge Society ◽  
Cultural Models ◽  
Digital Transformation ◽  
Point Of View ◽  
Digital Culture ◽  
Information And Communication ◽  
The Way

The article comprehends the concept of digital culture that appeared with the beginning of the information/digital era at the end of the last century. The paper considers digital culture from the point of view of the general resource of the knowledge society and as a new social ecology that determines the experience and capabilities of people at the present time, when the digital network environment has brought new practices, opportunities and threats. Speaking about culture in the context of information and communication technologies, the authors emphasize that its influence is even more significant, since the way it is used can affect the change in the essence of our communication and cultural models and become a support for the digital transformation of organizations. Digital culture is understood as the way that society uses to receive and process information. It is required to comprehend and create a new digital culture as a guarantor of the implementation and adoption of changes in the context of widespread digitalization and rethinking of business processes, distribution channels and relations with consumers, leading, in turn, to a change in the value proposition and the consumer segments themselves. Based on the analysis, the authors formulate and substantiate five main reasons why building a digital culture should become a key problem for the successful development of any organization: 1) digital transformation will not be complete without the development of a thriving digital culture; 2) insufficient organizational culture is detrimental to success in the digital age; 3) a strong digital culture is a competitive advantage for an organization; 4) a strong digital culture is the key to business longevity; 5) using a digital culture can increase employee engagement in the work process.

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