Relevant bibliographies by topics / Digital transformation

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Digital transformation'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 April 2025

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Journal articles on the topic "Digital transformation"

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Popov, E. V., V. L. Simonova, and V. V. Cherepanov. "DIGITAL Analysis in Digital Transformation." Economics and Management 27, no. 9 (October 21, 2021): 672–86. http://dx.doi.org/10.35854/1998-1627-2021-9-672-686.

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Aim. The presented study aims to develop an approach to selecting a process in the organization’s activities or a section of a separate process, the digital transformation of which will produce the greatest effect.Tasks. The authors determine a general approach to choosing where to apply digital technologies in an organization or in the transformed process to the greatest effect; develop criteria for choosing where to apply a transformational solution during digital transformation; create a conceptual framework for process analysis during digital transformation; ensure the reproducibility and efficiency of digital transformation regardless of the level of competence of the responsible manager.Methods. The methodological basis of this article includes studies on digital transformation, theoretical and practical materials regarding the application of transformational solutions during its implementation, and practical cases of digital transformation. The applied methods make it possible to identify patterns and form a conceptual understanding of the approach to analyzing the efficient use of digital technologies. When searching for a conceptual solution to the problem of finding a place to apply digital technologies, the authors use their developments in the field of digital transformation.Results. The DIGITAL analysis method developed by the authors contains a conceptual understanding of criteria for choosing where to apply a transformational solution during digital transformation within the specific transformed process, making it possible to digitally transform any process or organization as a whole until they reach the level of digital maturity corresponding to an autonomous technical system. The developed method of DIGITAL analysis increases the efficiency of digital transformation and does not require significant experience in its implementation. The novelty of DIGITAL analysis is that it makes it possible to turn digital transformation into a formalized process instead of the usual application of well-known digital transformation cases.Conclusions. The DIGITAL analysis method not only increases the efficiency of digital transformation, but also provides an opportunity to effectively choose where to apply a transformational solution. The developed method of DIGITAL analysis can be used independently or as a component of a comprehensive methodology for conducting digital transformation. The use of DIGITAL analysis is not tied to a particular industry or process under consideration.
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Große, Nick, Daniel Hefft, Caroline Wortmann, Jonas Eichholz, and David Kiklhorn. "Digitale Transformation industrieller Services/Digital transformation of industrial services." wt Werkstattstechnik online 113, no. 07-08 (2023): 335–39. http://dx.doi.org/10.37544/1436-4980-2023-07-08-69.

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In Zeiten zunehmender Vernetzung und Digitalisierung stehen kleine und mittelständische Unternehmen vor der Herausforderung, neben den bisherigen Produkten digitale Zusatzleistungen anzubieten. Es fehlt vor allem an praxisnahen Leitfäden, die aufzeigen, wie sich diese digitale Transformation tatsächlich verwirklichen lässt. Dieser Beitrag vereint abgeleitete Erkenntnisse aus wissenschaftlicher Literatur sowie unternehmerischer Praxis und zeigt zwölf Handlungsempfehlungen zur digitalen Transformation industrieller Services auf. In times of increasing networking and digitization, small and medium-sized enterprises face the challenge of offering additional digital services alongside their existing products. Above all, there is a lack of practical guidelines that show how this digital transformation can actually be realized. This contribution combines findings derived from scientific literature and business practice and gives twelve recommendations for action for the digital transformation of industrial services.
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EMELIN, ILYA. "Digital currencies and digital transformation strategy." Public Administration 23, no. 1 (2021): 13–18. http://dx.doi.org/10.22394/2070-8378-2021-23-1-13-18.

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The paper examines the events of the Gaidar Forum – 2021 dedicated to the features of digital transformation. By analyzing the speakers’ presentations, the author notes the need to minimize the negative consequences of the coronavirus pandemic for the world economy, to unleash the creative potential and sustainable development of countries. At the same time, the question of creating an image of the future, a semantic paradigm, a strategy for the development of an integral system remains relevant. This requires strengthening business partnerships, well-coordinated interaction of government agencies (departmental and interdepartmental), and improvement of the digital economy during its transformation. The digitalization of economy enhances economic growth, creates opportunities for structural transformations, and necessary conditions for the “post-covid” development of the healthcare system. Digitalization should bring about a proactive, standardized online public service delivery. Digital transformation brings many significant structural changes affecting many areas of our lives. Since digitalization is a long-term and complicated process, particular attention should be paid to maintaining the stability of the labor market, the efficiency of the education system, and the security of big data. Digital transformation should improve the quality of public services, the overall number of digital service users, and the growth of citizens’ well-being
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Kleinert, Jörn. "Digital transformation." Empirica 48, no. 1 (February 2021): 1–3. http://dx.doi.org/10.1007/s10663-021-09501-0.

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Rogers, David, and Jim Euchner. "Digital Transformation." Research-Technology Management 65, no. 5 (August 18, 2022): 11–17. http://dx.doi.org/10.1080/08956308.2022.2095759.

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McCausland, Tammy. "Digital Transformation." Research-Technology Management 64, no. 6 (October 22, 2021): 64–67. http://dx.doi.org/10.1080/08956308.2021.1974783.

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Ebert, Christof, and Carlos Henrique C. Duarte. "Digital Transformation." IEEE Software 35, no. 4 (July 2018): 16–21. http://dx.doi.org/10.1109/ms.2018.2801537.

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Lanzolla, Gianvito, and Jamie Anderson. "Digital transformation." Business Strategy Review 19, no. 2 (June 2008): 72–76. http://dx.doi.org/10.1111/j.1467-8616.2008.00539.x.

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Gale, Michael, and Chris Aarons. "DIGITAL TRANSFORMATION." Leader to Leader 2018, no. 90 (August 16, 2018): 30–36. http://dx.doi.org/10.1002/ltl.20390.

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Zhang, Kuilin. "Impact of Digital Transformation on Business Performance." Advances in Economics, Management and Political Sciences 144, no. 1 (January 3, 2025): 140–51. https://doi.org/10.54254/2754-1169/2024.ga19100.

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Under the current global economic situation, digital transformation has become a key strategy for enterprises to gain competitive advantage. This study examines the impact of digital transformation on four key financial indicators, namely, market share, net profit margin, price-to-book ratio, and Tobin's Q value, and analyzes the difference in performance between state-owned enterprises (SOEs) and non-state-owned enterprises (non-SOEs) in this process through multiple regression analysis. The study uses firms' financial and market performance data with depth of digital strategy implementation (digital1) and breadth of digital technology adoption (digital2) as proxy variables. The results show that digital1 may have a negative impact on market value indicators such as market-to-book ratios in the short term, while digital2 has a positive impact on net profit margins and market share. In particular, state-owned enterprises (SOEs) show advantages in digital transformation due to policy support and market stability, while non-SOEs need to overcome initial challenges with flexible market strategies. Overall, while digital transformation may pose challenges in the short term, it can improve financial performance in the long term by enhancing operational efficiency and adapting to market changes. The study suggests that different types of enterprises need to develop individualized strategies during the transformation process to fully leverage the potential of digitalization.
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Dissertations / Theses on the topic "Digital transformation"

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Fransson, Andreas, and Sebastian Frisk. "DIGITALA SÄLJPROCESSER : Digital innovation som en drivkraft för digital transformation." Thesis, Umeå universitet, Institutionen för informatik, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-171897.

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In today’s highly digital world a great undertaking for organizations is the transformation of value processes from the classical analog to the modern digital. How and when does this transformation unfold and could digital innovations within sales processes be a driving force for this transformation. For companies striving to achieve such change how and when transformation is possible is an important question to answer. Drawing on extent research through Vial (2019) and Skog (2019) on digital transformation, we aim to answer this question with a multiple case study design covering five different organizations with ties to a consulting firm that provides digital innovation in the form of Search Engine Optimization, web-site development and sales process development. Using the assumption that the disruption has already happened and that companies need to be ambidextrous we analyze our empirical material through key constructs in Vial’s (2019) process model of digital transformation to get a broader understanding of how and when these innovation processes facilitates responses to environmental change by resulting in digital transformation. We find that within some of these organizations a digital transformation has happened through the innovation process, but we also find that some companies are hindered in the transformation by external variables
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Persson, Jesper, and Karahan Manas. "Towards the new normal : Digital transformation through digital leadership and digital transformation strategies." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-103941.

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Today's organizations struggle to remain competitive due to challenges regarding changing technology and customer expectations. Although many organizations strive to digitally transform their business, they still fail due to digital incompetence, unpreparedness and ignorance. Thus, the thesis aims to investigate how to transform organizations into digital businesses, the required competencies of digital leaders and the interaction between digital leadership and digital transformation strategies. For this purpose, we conduct a systematic literature review to build a conceptual framework that, by hypotheses and propositions, may serve as a point of departure for future empirical research. With this model, we propose that leaders with higher levels of digital leadership, in terms of management skills, customer skills, digital skills and organizational skills, have a positive influence on the establishment of digital transformation strategies. Thus, this thesis contributes to an understanding of digital leadership, digital transformation strategies and the interlinkages between these.
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Johansson, Emma, and Adam Ryner. "Mellanchefen i digital transformation : En fallstudie om hur mellanchefer driver digital transformation." Thesis, Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-178821.

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Background: Research in digital transformation has previously focused on understanding top management and operational roles but the role of middle management has rarely been examined. This despite several studies showing that the middle manager has a central role in change processes. A few studies have shed light on how the middle manager influence and contribute to digital transformation, however, there are few empirical studies that examine how the middle manager works to drive change in digital transformation. Purpose: The purpose of this study is to create a deeper understanding about middle management’s role in digital transformation.  Methodology: This is a qualitative case study of a company in household services. It is based on five semi-structured interviews and a literature review. The study has adopted an abductive approach. Conclusion: The study shows that the middle manager acts as a connecting link between management and operational level. The results show that middle managers drive change in digital transformation by identifying problems and business opportunities, initiating change, interpreting and translating management language for employees, promoting and raising ideas from the operational activities and following up and modifying change processes to achieve better results. They have the opportunity to do this because of their intermediate position in the organization.
Bakgrund: Forskningen inom digital transformation har tidigare fokuserat på att förstå lednings- och operativa roller, men till stor grad negligerat mellanchefsperspektivet. Detta trots att flera studier belyst att mellanchefen har en central roll i förändringsarbete. Ett fåtal studier har undersökt hur mellanchefen influerar och bidrar till digital transformation. Däremot finns det få empiriska studier som undersöker hur mellanchefen faktiskt arbetar för att driva förändring inom digital transformation. Syfte: Syftet med denna studie är att skapa djupare förståelse för mellanchefens roll i digital transformation. Genomförande: Detta är en kvalitativ fallstudie av ett företag inom hushållsnära tjänster. Den utgår från fem semistrukturerade intervjuer samt en litteratur genomgång. Studien har antagit en abduktiv ansats. Slutsats: Studien visar att mellanchefen fungerar som en förbindelselänk mellan ledning och operativ nivå. Resultaten visar att mellanchefer driver förändring i digital transformation genom att identifiera problem och affärsmöjligheter, initiera förändring, tolka och översätta ledningens språk för medarbetare, främja och lyfta idéer från den operativa verksamheten och följer upp och modifierar förändringsprocesser för att uppnå bättre resultat. De har möjligheten att göra detta på grund av deras mellanliggande position i organisationen.
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Jörgner, Klara, and Greta Gärdebäck. "Chief Digital Officer - Framgångsrecept för digital transformation?" Thesis, Malmö universitet, Fakulteten för teknik och samhälle (TS), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-20177.

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Studien syftar till att undersöka hur Chief Digital Officer (CDO) arbetar med digital transformation inom den offentliga sektorn. Den forskningsstrategi som har tillämpats i uppsatsen är fallstudie, eftersom att studiens syfte var att undersöka och analysera en specifik roll på djupet. Studien har en kvalitativ karaktär där en fenomenologisk ansats har applicerats då studien tar sin utgångspunkt från flera CDO:s erfarenheter och upplevelser. Studiens datainsamling har bestått av inhämtning av befintlig forskning från vetenskapliga källor och intervjuer. Semistrukturerade intervjuer genomfördes med fem respondenter, som besitter rollen som CDO i en svensk kommun, för att samla in kvalitativ data som utgjorde studiens empiriska material. En av intervjuerna genomfördes med ett frågeformulär som skickades till respondenten via mail. De slutsatser som har kunnat dras utifrån studiens undersökning är att valet av en CDO till största del grundas i personens erfarenheter och delvis i kommunens behov av digital transformation. Det har konstaterats att det är till CDO:s fördel att placeras nära det högst beslutande organet inom kommunen samt att rollen som CDO innebär att agera förändringsledare. Rollens framtid, inom offentlig verksamhet, är oviss då det finns aspekter som pekar på både dess utveckling och avveckling.
The study aims to investigate how the role of the Chief Digital Officer (CDO) adapts the work with digital transformation in the public sector. The research strategy that has been applied in the thesis is case study, since the purpose of the study was to investigate and analyze a specific role. The study is qualitative in which a phenomenological approach has been applied since the study is based on several CDOs’ own experiences. The collection of data has been carried out by existing research from scientific sources and by collecting empirical material from the chosen respondents through semi-structured interviews. One of the interviews was conducted through a mail conversation. All the respondents possessed the role of a CDO in a Swedish municipality. The conclusion that can be made from the study is that the choice of the CDO is largely based on the person’s experiences and partly the municipality’s requirements for digital transformation. It has also been found that it is an advantage for the CDO to be placed close to the decision-maker in the municipality and the role implies to act as a change leader. The future of the role, in the public sector, is unpredictable as there are aspects that point to both its development and settlement.
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Wistrand, Julia, and Tove Rahme. "Förvaltningsledarensroll i digital transformation." Thesis, Linköpings universitet, Informationssystem och digitalisering, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-173254.

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På grund av digitala teknologins framväxt står organisationer inför utmaningar där de behövergenomgå digitala transformationer för att möta omgivningens nya krav och behov. För attlyckas i den digitala transformationen behöver organisationer arbeta aktivt med att styraorganisationens digitala resurser och se till att IT och verksamhet samverkar. Rollen somförvaltningsledare återfinns inom ramverket pm³, vilket är en förvaltningsstyrningsmodell somappliceras för att på ett strukturerat sätt kunna prioritera mellan förvaltningens uppdrag, skapaen samverkan mellan IT och verksamhet samt ge en helhetsbild över de digitala resurser somfinns inom organisationen. Syftet med studien är att undersöka och skapa förståelse för rollensom förvaltningsledare i praktiken i en kontext som karaktäriseras av förändring, digitaltransformation samt IT-styrning. Vilket görs genom att studera förvaltningsledarrollen i enmyndighet i Sverige vilken genomgår en digital transformation. Den empiri som studiengrundar sig i är interna dokument, observationer och intervjuer för att ge en rättvis bild av denkontext som studerats. Studiens resultat visar att förvaltningsledarna har en central roll inomden digitala transformationen eftersom de både leder och driver den framåt. De förutsättningarsom har visat sig nödvändiga för att förvaltningsledare ska vara framgångsrika i sin roll ärbland annat: att de har förtroende och stöd; att de har en gemensam vision; att de har deninformation som behövs för att kunna utföra sitt arbete; att samarbetet inom förvaltningen samtäven mellan förvaltningen och övriga delar av organisationen fungerar; att de har förståelse förderas roll som ledande i den digitala transformationen; att de har en organisationsstruktur ochorganisationskultur som främjar arbetet med förvaltning och den digitala transformationen.
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Shah, Bahubali(Bahubali Pavankumar). "Assessing digital transformation capabilities." Thesis, Massachusetts Institute of Technology, 2018. https://hdl.handle.net/1721.1/121798.

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Thesis: S.M. in Engineering and Management, Massachusetts Institute of Technology, System Design and Management Program, 2019
Cataloged from PDF version of thesis. "February 2019."
Includes bibliographical references (pages 79-83).
It is widely believed that we are currently living in the digital age. Advances in technologies enabling connectivity, data aggregation and analysis, and aritificial intelligence/ machine learning are making it possible to obtain insights into human and machine behaviour like never before. Companies are rushing to take advantage of this new resource called data for competitive advantage. Yet, while many are aiming to pursue a Digital Transformation strategy within their organization, there appears to be a range of different opinions that professionals/ experts carry when it comes to identifying capabilities required to become a Digital Enterprise. This thesis is aimed at helping professionals in two ways. First, it identifies required capabilities at functional level from first principles. Second, it defines maturity levels for key generic capabilities at the company level for professionals to measure and guide their organization's progress towards becoming a Digital Enterprise.
by Bahubali Shah.
S.M. in Engineering and Management
S.M.inEngineeringandManagement Massachusetts Institute of Technology, System Design and Management Program
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Fejza, Endrit, and Christopher Nyman. "Den digitala skolan - Digitalisering, digital transformation och digital mognad utifrån den svenska skolan." Thesis, Malmö universitet, Fakulteten för teknik och samhälle (TS), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-20564.

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Syftet med denna studie har varit att undersöka digitalisering och digital transformation i den svenska skolan. För att besvara detta har syftet delats upp i tre forskningsfrågor: ​Hur arbetar svenska skolan med digitalisering och digital transformation utifrån ett förändringsperspektiv? Hur kan digitalisering och digital transformation av den svenska skolan förstås utifrån begreppet digital mognad? Vilka faktorer är viktiga för digital mognad inom svenska skolan? ​Denna studies design är utformad utifrån en fallstudie. Metoden som applicerats för detta arbete är dokumentstudie, där endast offentliga dokument av vetenskaplig karaktär valts ut. För datainsamlingen så har även en sökstrategi formulerats samt ett urval gjorts av dokumenten, för att kunna hitta relevant information inom området som studerats. Resultatet visar att digitala satsningar har genomförts inom den svenska skolan som till exempel ett till ett-satsningen​, i​ntroduceringen av digitala skrivtavlor i undervisningen och utvecklandet av lärplattformar. Den digitala mognaden har under detta förändringsarbete varit medelhög, men behöver utvecklas för att följa med i utvecklingen. Viktiga faktorer för digital mognad som går att identifiera för att digitalisera och genomföra digital transformation i skolan är: en tydlig vision till om vad skolan vill uppnå, konkreta strategier för hur visionen ska uppnås, tillgängliga stödfunktioner för medarbetare att utnyttja samt slutligen även kompetensutveckling och utbildningsmöjligheter för lärare att ta del av före, under och efter förändringsarbetet.
The purpose and aim of this study is to examine how the Swedish school works towards digitalization and digital transformation of their educational system. To be able to answer the purpose of this study, the research questions have been deconstructed in three parts: How does the Swedish school work with digitalization and digital transformation from a change perspective? How can this be understood based on the concept digital maturity? Which factors are important based on digital maturity for the Swedish school? ​The design of this study is based on a case study. The methodology for this study has been a document study, where public documents have been the main source for information. To be able to allocate the documents needed for the study, a search strategy has been formulated as well as criterias for selection to find relevant information. The result of the study shows that investments in digital technology have been conducted in different forms. Some examples of this is one computer to every student and teacher, digital whiteboards and digital learning platforms. The digital maturity in the Swedish school, during these organization changes, has had a middle high level of digital maturity and it is necessary to improve this to be able to tackle upcoming changes and obstacles. Important factors the study could identify was: that it is essential that there is a vision in place for what the digitalization of the Swedish school aim to achieve. Based on the vision, there needs to be strategies on how to achieve it. There is also a necessity for support systems to be in place and finally there has to be competence development as well as opportunities for the staff to get training for their digital competence before, during and after the changing process.
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Gupta, Shikha. "Organizational Barriers to Digital Transformation." Thesis, KTH, Industriell Marknadsföring och Entreprenörskap, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-230615.

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Digital Transformation is changing the ICT industry and companies must act with speed to stay in the race. In order to be a credible business transformation partner, responding to industry changes and customer demands faster, companies today are transforming themselves and embarking on their digital journey and digitalization is high on every company’s agenda.   Most of these transformation initiatives fail or are progressing slowly and one major reason for this is organizational barriers to transformations. These barriers are challenging as organizations and employees react differently to change. Hence in this paper, I will study the transformation process and try to identify and understand the barriers and the most challenging stage of the transformation by interviewing eleven executives from across companies which are in various stages of their Digital Transformation journey. Even though significant number of barriers were identified in the Initiation and the Transition phases, the results indicate that each phase is equally important and is an outcome of the previous phase. By addressing barriers in the first two phases and taking concrete actions, the resistance can be reduced, and organizations can smoothly transition and transform ensuring that the organization and staff embrace the changes.   Several barriers to change and transformation were identified ‐ Unclear Company Vision and Goal of the Transformation; Top Management, Leaders and their Leadership style; Project group, Organizational set‐ up and Agility; Change and Middle managers lacking expertise; Lack of Rewards and Incentives; Unclear Measurement systems, Lack of HR involvement and a strong Learning culture missing.   In this work with executives working across a variety of industries, the findings suggest that by putting people first and by running change management programs with more people‐centric approaches can lead to dynamic results. The study revealed the need for top leaders and executives to present a united front, provide more autonomy, increase collaboration and transparency across project functions and structures. Middle managers and HR need to work together bettersupporting and coaching the employee’sindividual development plans, tracking changes, creating an atmosphere that engages and energizes employees and by rewarding or incentivizing employees ensure that the changed behaviours stick and quickly spread throughout the organization. Siloed organizational structures were further identified as making the organizations obsolete and the transformation journey must begin by putting together diverse project teams encompassing the right capabilities and skills with a clear driver of change.
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Nowik, Martyna. "Promoting Digital Transformation in Digitally Developing Industries : A case study on strategic action points driving digital transformation in the real estate industry." Thesis, KTH, Medieteknik och interaktionsdesign, MID, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-232216.

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The digital transformation of businesses has come a long way; however, research and reports are showing how some industries has fallen behind in the progress. This research aimed at identifying driving factors that are essential in the progression of digitalization and use of digital capabilities. The central research question was as follows: What strategic action points should businesses within the real estate industry adopt individually and together in order to support a steady development towards becoming a digitally dextrous industry? The research was performed as a case study, using the real estate industry as an example. The case study consisted of 8 semi structured interviews, performed with representatives of various companies from the real estate value chain. Using Soule et. al.s (2016) M-PWR model as an analytical foundation, three action points, essential for businesses in digitally laggarding industries, were defined: 1. Reforming the organizational structure for better agility and empowerment of the workforce. 2. Create channels and methods encouraging collaborations between various actors. 3. Develop structured processes for identifying, extracting and managing available resources.
Den digitala transformationen har påverkat verksamheter stort, dock visar forskning och rapporter på hur somliga industrier har hamnat på efterkälke i utvecklingen. Den här studien syftar till att identifiera drivande faktorer som är nödvändiga i framskridandet av digitalisering och användandet av digitala resurser. Den centrala frågeställningen i studien var följande: Vilka strategiska åtgärder, så kallade ”action points”, borde verksamheter inom fastighetsbranschen införa, gemensamt och individuellt, för att främja utvecklingen mot digital dexteritet inom branschen? Utredningen utfördes som en fallstudie där fastighetsbranschen användes som ett exempel. Fallstudien bestod av 8 semistrukturerade intervjuer, utförda tillsammans med representanter från olika verksamheter inom värdekedjan. Genom att använda Soule et. al.s (2016) M-PWR-modell som analytiskt underlag identifierades tre strategiska åtgärder som ansågs nödvändiga för företag verksamma inom industrier som har en långsam digitaliseringstakt: 1. Omorganisera organisationsstrukturen för ökad agilitet och förstärkt arbetskraft. 2. Skapa kanaler och metoder som uppmuntrar samarbeten mellan olika aktörer. 3. Utveckla strukturerade processer för identifiering, extrahering och hantering av tillgängliga resurser.
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Didone', Susanna <1996&gt. "Digital Transformation: il CRM come abilitatore della trasformazione digitale in azienda." Master's Degree Thesis, Università Ca' Foscari Venezia, 2022. http://hdl.handle.net/10579/20713.

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Il mercato, e le aziende con esso, ha cambiato il modo in cui presentare ed offrire prodotti e servizi. Questa evoluzione ha determinato non solo un ampliamento delle attività che lo caratterizzano, ma anche, nel lungo periodo, ad accrescere sempre più l’interesse per le strategie di marketing. Inoltre, la frammentazione e differenziazione della domanda, anche in relazione al soddisfacimento di uno stesso bisogno, hanno causato un altro cambiamento: il singolo cliente è diventato l’interlocutore principale dell’azienda, la quale ha reagito personalizzando comunicazione, promozione e assistenza. Quella in corso è una vera e propria rivoluzione, e la regola per le aziende che vogliono rimanere competitive e mantenere i propri clienti è solo una: distinguersi. Per questo motivo nasce il CRM. Il CRM (Customer Relationship Management) introduce una nuova tipologia di software, che aiuta le aziende a gestire, elaborare ed ottimizzare le interazioni con i clienti e tutti i relativi dati ottenuti. L’obiettivo principale del CRM è quindi quello di migliorare il livello di soddisfazione e di coinvolgimento dei clienti, aumentando le performance del proprio business ed il fatturato. Ma il CRM non significa meramente l’applicazione di un software, è invece una nuova impronta tecnologica aziendale, un nuovo modo di pensare dell’impresa che, attraverso una visione maggiormente improntata al digitale, conduce ad una serie di pratiche, di strategie di implementazione e di processi di integrazione, che modificano il modus operandi dell’azienda, sia in contesti B2C sia in quelli B2B. Per raggiungere gli obiettivi strategici del CRM, è necessario un approccio integrato che permetta di individuare e coordinare le azioni che riguardano il ciclo di vita del cliente e che considerino i punti di interazione con l’azienda. Per questo motivo, il CRM può essere considerato una strategia integrata di tre pilastri: vendita, marketing e customer service. Se un tempo i sistemi informatici aziendali erano talmente eterogenei tra loro da non consentire un’integrazione che permettesse di presentare un’unica interfaccia al cliente, oggi il CRM ha permesso a sistemi molto diversi di comunicare tra loro e di offrire al cliente un’unica modalità di comunicazione con l’azienda. Lo scopo di questa tesi è quello di evidenziare i benefici derivanti da un’applicazione ottimale del CRM, analizzandolo nel dettaglio, con il file di fornire una guida pratica alle aziende che intendono intraprendere questo percorso di digitalizzazione.
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Books on the topic "Digital transformation"

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Wrycza, Stanisław, and Jacek Maślankowski, eds. Digital Transformation. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-85893-3.

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Leignel, Jean-Louis, Thierry Ungaro, and Adrien Staar. Digital Transformation. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2016. http://dx.doi.org/10.1002/9781119377986.

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Neugebauer, Reimund, ed. Digital Transformation. Berlin, Heidelberg: Springer Berlin Heidelberg, 2019. http://dx.doi.org/10.1007/978-3-662-58134-6.

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Maślankowski, Jacek, Bartosz Marcinkowski, and Paulo Rupino da Cunha, eds. Digital Transformation. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-23012-7.

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Vogel-Heuser, Birgit, and Manuel Wimmer, eds. Digital Transformation. Berlin, Heidelberg: Springer Berlin Heidelberg, 2023. http://dx.doi.org/10.1007/978-3-662-65004-2.

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Cioca, Lucian-Ionel, Larisa Ivascu, Florin Gheorghe Filip, and Banciu Doina, eds. Digital Transformation. Cham: Springer Nature Switzerland, 2024. http://dx.doi.org/10.1007/978-3-031-55952-5.

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Maślankowski, Jacek, Bartosz Marcinkowski, and Paulo Rupino da Cunha, eds. Digital Transformation. Cham: Springer Nature Switzerland, 2023. http://dx.doi.org/10.1007/978-3-031-43590-4.

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Kumar, Avadhesh, Shrddha Sagar, Poongodi Thangamuthu, and B. Balamurugan, eds. Digital Transformation. Singapore: Springer Nature Singapore, 2024. http://dx.doi.org/10.1007/978-981-99-8118-2.

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Ivascu, Larisa, Lucian-Ionel Cioca, Banciu Doina, and Florin Gheorghe Filip, eds. Digital Transformation. Cham: Springer Nature Switzerland, 2024. http://dx.doi.org/10.1007/978-3-031-63337-9.

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Bounfour, Ahmed. Digital Futures, Digital Transformation. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-23279-9.

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Book chapters on the topic "Digital transformation"

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Shalini, S., and T. Devi. "Digital Transformation." In Industry 4.0 Technologies for Education, 67–79. Boca Raton: Auerbach Publications, 2022. http://dx.doi.org/10.1201/9781003318378-5.

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Hasan, Abid. "Digital Transformation." In Construction Company Management, 181–204. London: Routledge, 2024. http://dx.doi.org/10.1201/9781003223092-10.

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Ahmed Benraouane, Sid. "Digital Transformation." In AI Management System Certification According to the ISO/IEC 42001 Standard, 34–48. New York: Productivity Press, 2024. http://dx.doi.org/10.4324/9781003463979-5.

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Hall, Randolph. "Digital Transformation." In International Series in Operations Research & Management Science, 77–96. Cham: Springer Nature Switzerland, 2024. http://dx.doi.org/10.1007/978-3-031-57197-8_4.

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Dunham, Ken, James Johnson, Joseph McComb, and Jason Elrod. "Digital transformation." In Cyber CISO Marksmanship, 163–82. Boca Raton: CRC Press, 2024. http://dx.doi.org/10.1201/9781032720500-7.

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Sen, Sandip, and Aarohi Sen. "Digital Transformation." In Innovative Technologies for Future Living, 95–109. Boca Raton: CRC Press, 2023. http://dx.doi.org/10.1201/9781003409557-10.

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Lee, Mitchell D., and Darius Fekete. "Digital Transformation." In Digital Pricing Strategy, 287–304. London: Routledge, 2023. http://dx.doi.org/10.4324/9781003226192-31.

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Cuomo, Maria Teresa, and Pantea Foroudi. "Digital transformation." In Digital Transformation and Corporate Branding, 1–6. London: Routledge, 2023. http://dx.doi.org/10.4324/9781003263784-1.

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Snedaker, Susan T. "Digital Transformation." In Renovating Healthcare IT, 25–37. New York: Productivity Press, 2023. http://dx.doi.org/10.4324/9781003377023-3.

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Gisi, Philip J. "Digital Transformation." In The Dark Factory and the Future of Manufacturing, 39–53. New York: Productivity Press, 2024. http://dx.doi.org/10.4324/9781032688152-4.

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Conference papers on the topic "Digital transformation"

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Herri, Arief Prima Johan, and Rebi Fara Handika. "Digital Transformation." In ICEEL 2019: 2019 3rd International Conference on Education and E-Learning. New York, NY, USA: ACM, 2019. http://dx.doi.org/10.1145/3371647.3371650.

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Anh, Tran Vi, Ho Thi Thao Nguyen, and Nguyen Thi My Linh. "Digital Transformation." In the 2019 The World Symposium. New York, New York, USA: ACM Press, 2019. http://dx.doi.org/10.1145/3362125.3362135.

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Sorbo, K., and M. Janjua. "Focused Digital Transformation: Building Transformative Value from Smaller Digital Initiatives." In Fourth EAGE Digitalization Conference & Exhibition. European Association of Geoscientists & Engineers, 2024. http://dx.doi.org/10.3997/2214-4609.202439060.

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Simatova, Elena. "Digital Transformation And Transformation Of Ownership." In SCTCMG 2019 - Social and Cultural Transformations in the Context of Modern Globalism. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.12.04.389.

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Lindgren, Ida, and Anne Fleur van Veenstra. "Digital government transformation." In dg.o '18: 19th Annual International Conference on Digital Government Research. New York, NY, USA: ACM, 2018. http://dx.doi.org/10.1145/3209281.3209302.

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Misra, Alka, Durga Prasad Misra, Sitansu Sekhar Mahapatra, and Shubhadip Biswas. "Digital transformation model." In dg.o '18: 19th Annual International Conference on Digital Government Research. New York, NY, USA: ACM, 2018. http://dx.doi.org/10.1145/3209281.3209359.

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Shlenova, Evgeniia Aleksandrovna. "Teacher's Digital Transformation." In International Research-to-practice conference. Publishing house Sreda, 2021. http://dx.doi.org/10.31483/r-99298.

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Tedjasaputra, Josh Adi. "Empowering Digital Transformation." In the 5th International ACM In-Cooperation HCI and UX Conference. New York, New York, USA: ACM Press, 2019. http://dx.doi.org/10.1145/3328243.3328275.

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Baha, Ahmed. "Digital Transformation Visionary." In International Conference on Biological Research and Applied Science. Jinnah University for Women, Karachi,Pakistan, 2022. http://dx.doi.org/10.37962/ibras/2022/98.

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Carlsson, Fredrik, Marcus Matteby, and Johan Magnusson. "Digital Transformation Drift." In DGO 2023: Digital government and solidarity. New York, NY, USA: ACM, 2023. http://dx.doi.org/10.1145/3598469.3598504.

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Reports on the topic "Digital transformation"

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Aldrich, Susan, and Patricia Seybold. Digital Transformation at Sears Holdings. Boston, MA: Patricia Seybold Group, July 2015. http://dx.doi.org/10.1571/cs07-16-15cc.

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Colina Unda, Vanessa. Citizen Experience Design for Digital Transformation. Inter-American Development Bank, April 2021. http://dx.doi.org/10.18235/0003194.

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How many times have you heard the term "human-centered design"? How about "human-centered technology"? These terms are often used interchangeably in conversations involving digital transformation. The purpose of this paper is to provide a path for policymakers to start considering user-centric design to better understand citizens characteristics, challenges, and needs. The guidelines and case studies presented here are meant to be timeless, high-level, and strategic. There is a focus on principles throughout the publication that can be used and adapted for any particular starting point. The paper also describes suggested metrics to measure and improve the quality of the citizen experience.
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Weiss, Antonio, ed. Digital Transformation for the Public Sector. Asian Productivity Organization, November 2022. http://dx.doi.org/10.61145/ikur1429.

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Public services, comprising at least 20% of GDP in most APO members, matter enormously to productivity. The benefits of public service digital transformation can improve the working experience of public-sector employees as well as the lives of citizens. In this P-Insights report, Dr. Antonio Weiss sets out 10 principles to overcome the challenges faced in implementing digital transformation in the public sector.
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Werhahn, Olav, and Gregor Dudle. Evaluation report - Survey on digital transformation. BIPM, 2023. http://dx.doi.org/10.59161/rapportbipm202301.

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Werhahn, Olav, and Gregor Dudle. Evaluation report - Survey on digital transformation. BIPM, 2023. http://dx.doi.org/10.59161/rapport202301.

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Denier, Nicole, Rebecca Deutsch, Yang Hu, and Yue Qian. Considering Families in Canada’s Digital Transformation. The Vanier Institute of the Family, September 2024. http://dx.doi.org/10.61959/wvfh3683e.

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Rapid technological change is touching families in Canada in profound ways. The deepening of digital reach has wide-ranging implications for family life and policy in Canada, and has spurred public discussions about the benefits, perils, and need for regulation of digital technologies. This Issue Brief provides an overview of key issues surrounding digitalization and family life and their implications for the wellbeing of diverse families in Canada. It also highlights issues surrounding digital divides, privacy, and bias, as well as how they relate to inequalities within and between families.
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Hicks, Jacqueline. Environmental Challenges of Digital Transformation in Developing Countries. Institute of Development Studies (IDS), July 2021. http://dx.doi.org/10.19088/k4d.2021.107.

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This rapid review synthesises the literature on the environmental risks of four different aspects of digital transformation in developing countries: ICT adoption, digitally-enabled energy efficiency, ride-hailing apps, and big data use. The overall message which runs throughout the diverse literatures and results is that it is not digital technologies that create environmental risks or opportunities, but how they are used. Efficiency gains derived from digital transformation may yet lead developing countries down existing unsustainable development paths if not accompanied by careful, context-dependent policy. For policy-makers seeking to mitigate environmental risks, this means putting the context of digital use at the centre of analysis rather than the technologies themselves. However, the research literature covers more specific aspects of digital transformation. In practice, this report defines digital transformation as: ICT adoption, digitally-enabled energy efficiency, ride-hailing apps, and big data use. These topics were chosen after an initial scoping review of available literature, and because they exemplify a range of the different types of potential digital effects. The literature on the environmental risks of digital transformation is huge and conflicting. This is problematic because it could be easy to cherry pick preferred research results. Several studies noted that there is less research on developing countries than developed countries, but the evidence base is still large. As an evidence review, this report focused on the academic literature, but there is also a large grey literature. Some of the literature has a gender aspect, not covered in this report.
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Hipp, Christine. LANL’s Digital Supply Chain Transformation with Ariba. Office of Scientific and Technical Information (OSTI), September 2021. http://dx.doi.org/10.2172/1823715.

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Leponiemi, Lasse. Spotlight on Switzerland - Digital Transformation at School. HundrED, October 2019. http://dx.doi.org/10.58261/gmxq5453.

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Spotlight Switzerland – Digital Transformation at School is part of the HundrED Spotlight collection. It aims to highlight emerging best practices and supports inspiring teachers who actively tackle digital change in the classroom together with their students. The call for projects was open to all teachers working in Switzerland at kindergarten, primary and secondary levels.
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Bloom, Gerald, Priya Balasubramaniam, Anabel Marin, Erica Nelson, Evert-jan Quak, Lewis Husain, and Tom Barker. Towards Digital Transformation for Universal Health Coverage. Institute of Development Studies, June 2023. http://dx.doi.org/10.19088/cc.2023.005.

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The Covid-19 pandemic has re-emphasised the need to ensure equitable access to safe, effective and affordable health services. The very rapid shift to the use of smartphone apps and telephone consultations (telemedicine) has highlighted the potential impact of digital innovations on the capacity of health services to meet this need. It is time to take digital health seriously. In 2021, The Lancet and the Financial Times published a report by a commission of experts entitled Governing health futures 2030: growing up in a digital world. It describes the many ways that digital technologies are affecting health and access to health services (Kickbusch et al. 2021). The report emphasises the changing inter-relationships between the health and digital technology sectors and makes the case for effective governance of digital health. It outlines measures that can be taken to influence the speed and direction of change, with the aims of building trust and ensuring that the needs of poor and vulnerable people are met. Its focus is on global trends and global responses. This report complements that document by focusing on actions that LMICs can take to ensure that digital innovations contribute to their strategies for improving health and access to health services.
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