scholarly journals Application of Microservices for Digital Transformation of Data-Intensive Business Processes

2018 ◽  
Author(s):  
Janis Grabis ◽  
Janis Kampars
Keyword(s):  
Business Processes ◽  
Digital Transformation ◽  
Data Intensive

The Experience of Digital Transformation of Business Processes of Applied Experimental Research by Using the Multitenancy of the Resources

2021 ◽  
Vol 27 (1) ◽  
pp. 41-50
Author(s):  
V. A. Komarov ◽  
◽  
A. V. Sarafanov ◽  
S. R. Tumkovskiy ◽  
◽  
...  
Keyword(s):  
Experimental Research ◽  
Business Processes ◽  
Training System ◽  
Digital Transformation ◽  
Laboratory Research ◽  
High Tech ◽  
Laboratory Equipment ◽  
Experimental Laboratory ◽  
Business Functions ◽  
End To End

As part of the digital transformation of various areas of human activity, the urgent task is to transform existing business processes (BP) in order to increase their variability according to the needs of the customer, to increase productivity, quality and competitiveness of products. The introduction of end-to-end digital technologies allows for this. The article examines the experience of transforming the BP of experimental research in solving a number of applied tasks in the field of electronic instrumentation, which is obtained as a result of the introduction of operation technology for test, research and laboratory equipment based on the concept of multitenancy. Developed on the basis of the experience of the authors, a number of industrial samples and prototype multiuser distributed measurement-control systems implementing this concept have allowed to transform the following processes: end-to-end BP of tests on-board electronic equipment of spacecraft (communications, relay, navigation, geodesy, remote sensing, etc.); BP of forming the operational load of the spacecraft's on-board relay complex; BP of conducting experimental laboratory research in the industry training system. The effectiveness of modernized BP was evaluated on the basis of their formalized models and a set of qualitative indicators. The key resulting effects of transformation: improving the quality of BP by improving the informativeness of individual business functions and the efficiency of the use of high-tech experimental equipment; reducing the number of gaps in BP by reducing the number of business roles involved in their implementation; reducing the duration of BP by significantly reducing material and time costs and improving the productivity of individual business functions; transition to a service model "Laboratory As Service" for access to high-tech equipment while performing experimental laboratory studies based on digital educational environments.

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.

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 The “Smart Work” Myth: How Bureaucratic Inertia and Workplace Culture Stymied Digital Transformation in the Relocation of South Korea’s Capital

2021 ◽  
Author(s):  
JY Hur ◽  
Wonhyuk Cho ◽  
G Lee ◽  
Sarah Bickerton
Keyword(s):  
Large Scale ◽  
Business Processes ◽  
New Technologies ◽  
Central Government ◽  
Digital Transformation ◽  
Capital City ◽  
Digital Government ◽  
Face To Face ◽  
Work Routines ◽  
Traditional Work

© 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.

scholarly journals E-Leadership: The Implication of Digital Transformation for Leadership in Organizations in Africa

2020 ◽  
Author(s):  
Fetnani Cecilia
Keyword(s):  
South African ◽  
Large Scale ◽  
Business Processes ◽  
Digital Technologies ◽  
Structuration Theory ◽  
Leadership Competencies ◽  
Digital Transformation ◽  
Scale Transformation ◽  
Network Systems ◽  
Case Study Methodology

The paper discusses electronic leadership (e-leadership) competencies that would ensure organizational competitiveness in the digital transformation of an organisation or a unit of an organisation. Like any other large-scale transformation of a business that has high failure rates, digital transformation can fail and it is failing in organisations in Africa; making them bankrupt requiring business rescue or taking them completely out of business. Digital transformation is considered as the process of using digital technologies (integrating cyber-physical systems (CPS) i.e., (intelligent network systems) and business processes) to create and improve production, sustain customer experiences; thus, the use of digital technologies to integrate business process, office automation, industrial process and factory automation to transform business. It is therefore argued that most African organizations are currently faced with the critical challenge of determining the pre- convergence and convergence of technologies, their alignment with strategy and their integration with business processes and systems to build digital business infrastructure for competitiveness. The concept of enactment of technology-in-practice derived from Adaptive Structuration Theory was used as a lens through which to understand and interpret the implications of the digital transformation on leadership competencies to derive e-leadership profile to lead African businesses in the digital age. As such the objective of this paper is to determine the competencies of e-leadership to lead digital transformation agenda of an organization in a highly and digitally competitive marketplace. It is a qualitative study, using an interpretative paradigm in a case study methodology where semi- structured interviews were used to collect data from each unit of analysis representing specific South African based businesses. The selected Cases in South African were extensively investigated. The enactment of e-leadership derived from AST is proposed to lead digital transformation. The implication is that the deployment of e-leadership in an organization has a potential to yield benefits such as the creation of higher organisational flexibility, empowerment of staff and strategic/competitive advantages for the organization. This paper proposes that having effective e-leaders in an organisation would lead to adequate appropriation of digital technologies to digitally transform an organisation.

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 CLOUD TECHNOLOGIES IN BUSINESS MANAGEMENT

2021 ◽  
Vol 4 (39) ◽  
pp. 294-301
Author(s):  
V. Gevko ◽  
O. Vivchar ◽  
V. Sharko ◽  
О. Radchenko ◽  
M. Budiaiev ◽  
...  
Keyword(s):  
Business Processes ◽  
Service Providers ◽  
De Novo ◽  
Cloud Service ◽  
Jel Classification ◽  
Digital Transformation ◽  
Cloud Services ◽  
Modern World ◽  
High Tech ◽  
Cloud Technologies

Abstract. The modern world is in the phase of active implementation of digitalization of most processes, including cloud technologies, which is also associated with the introduction of quarantine measures in most countries. Over the past decade, the average annual growth of the cloud services market has expanded by about 50% to more than $ 220 billion. This figure is projected to exceed $ 500 billion in the near future. Currently, a large number of cloud service companies are concentrated in the market. All companies can be classified into national, operating within one country, and international, operating in many countries simultaneously. In Ukraine, the leader is the high-tech company De Novo, which provides services in the segment of corporate clients based on VMware, EMC, Microsoft Azure solutions. Competitors are well-known foreign IT giants, namely: Oracle, IBM, Google, Microsoft, Amazon, HP and others. The Ministry of Digital Transformation of Ukraine plays an important role in this area. The latter signed an agreement with Microsoft to implement the Azure Expansion Program and accelerate Ukraine's digital transformation, including the development of Azure cloud services for the sum of more than $ 500 million. The transition from physical, outdated IT technologies to new cloud services will allow companies to significantly reduce the cost of maintaining their own staff of IT professionals and engineers, reduce dependence on IT equipment suppliers and increase productivity and efficiency of the decisions made. The management of the enterprise can choose one of the offered models from the companies-providers: IaaS, PaaS, SaaS. The choice will depend on the immediate management needs and financial capabilities of the enterprise. In Ukraine, the biggest share of users of cloud services belongs to large utility companies and state enterprises, namely: Dija, Ministry of Internal Affairs, Kyiv Municipal Enterprise "Informatics", Prozorro, Ukrposhta, E-Health (National Health Center of Ukraine), Naftogaz and several other organizations. Thus, the introduction of cloud services involves digital business transformations, namely: optimization of business processes, acceleration of innovation, cost reduction and so on. Key words: IT technologies, cloud technologies, cloud service providers, management, business. JEL Classification L86, M15 Formulas: 0; fig.: 1; tabl.: 2; bibl.: 21.

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.

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