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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, 2019Cataloged 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, introduceringen 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>. "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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Chaves, Sebastian. "Offentliga organisationers utmaningar inför digital transformation." Thesis, Luleå tekniska universitet, Institutionen för system- och rymdteknik, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-73980.
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Digital transformation påverkar alla aspekter i samhället. Hur vi kommunicerar, arbetar och hanterarinformation. Detta ger möjlighet till fler effektiva företag som tillåter sig leverera högre kvalitet(Ekonomistyrningsverket [ESV], 2017). Inom offentlig sektor handlar digital transformation om attkunna förbättra ärendehantering och leverera en högre kvalitet inom sitt tjänsteutbud tillmedborgare, privata företag och organisationer. Problematiken för offentlig sektor ligger i, enligtDigitaliseringskommissionen (2016) att Sveriges offentliga sektor ej har digitaliserats till den gradman velat. Denna studie har undersökt offentlig sektor, i synnerhet kommunal förvaltning i LuleåKommun, för att skapa en förståelse för utmaningarna med digital transformation och adresseradessa. Teori inom studien berör digital transformation, organisationsförändring samt digitaltransformationsstrategi. Studiens explorativa karaktär har bidragit till att undersöka de utmaningarsom en offentlig organisation har. Detta har medfört att datainsamlingsmetoden tar en kvalitativståndpunkt. Den kvalitativa datainsamlingen utfördes genom semi-strukturerade intervjuer där trerespondenter valde att delta. De intervjufrågor som användes under datainsamlingen skapadesutifrån teorier för vad som utger sig vara utmaningar relaterat till digital transformation. Resultatetav studien visar på insikter i vad som är stora utmaningar men även utvecklingsmöjligheter för enoffentlig verksamhet gällande digital transformation. Insikter som att inkludera slutanvändare mer,ändra inställning till digitalisering och förändring, bryta barriärer mellan olika förvaltningar och nyttjaorganisationens alla roller för insikt och utveckling är några av de centrala delarna resultatetpresenterar och motiverar för.
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Viaro, Valentina <1991>. "Organizing for digital transformation - Empirical Cases." Master's Degree Thesis, Università Ca' Foscari Venezia, 2016. http://hdl.handle.net/10579/9139.
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The biggest challenge business leaders are facing today is to survive to the new digital economy. De facto, start-ups are disrupting established business models in every industry on a daily basis. They are not only setting the new market rules, they are creating a completely new game. Therefore, incumbents should take the opportunities that the digital revolution is offering and reinvent themselves by disrupting their own traditional businesses and practices in order to remain competitive and succeed in the new market. This research defines how established companies should organize themselves in order to successfully transform their own business and practices. Above all, it defines a roadmap that can be followed by any organization that seeks to gain competitive advantage and exploit new opportunities and solutions. Specifically, it demonstrates that the transformation journey should consider two separate but profoundly connected elements: (1) The new approach to the external market as the base of a (2) deep internal strategic re-organization.
The new approach to the external market requires companies to communicate with it as well as analyse it on a regular basis. In order to do so companies have to constantly: Study the competition (both direct and indirect); Analyse the new technologies in the market; Monitoring the changes in the customer preferences and behaviours and seek new talents that can help the transformation success. These elements constitute the foundation of the overall internal re-organization that recognize in its non self-referential approach its major critical success factor. The Internal re-organization most important element is the IT repositioning within the organization that have to become to all effects a strategic partner for the business. Once the enabler has been pushed to the center it is the time to engage the Human resource department that will help the organization to decrease the change management costs and will help to create a new transformation culture. The Human resource department as well as the IT and the other functions have to define clearly who is the person that will be practically in charge of the organization transformation, or, in other words the transformation leader. He will practically manage and define the transformations streams and projects he will also orchestrate the overall process and determine the company’ fate. In the overall re-organization a new modality of work is required. For this reason, the organization should develop projects and solutions by using multifunctional teams that are composed by people coming from different functions and that can give different perspectives and ideas regarding a specific project or issue. To ensure that the different multifunctional teams are respecting the organization constraints and strategy a new role has to be defined: The Enterprise Project Manager Officer that coordinates the teams and reports the activities to the transformation leader.
As the main characteristic of today economy is the speed at which changes occurs, companies will be asked to go through the transformation process several times in their life. To do so, they have to be audacious and exploit different ideas and possible solutions fast in order to rapidly decide the new vision and adjust the process to it. Thus, no process can be generalized, at the base there must be a deep knowledge of the company structure and characteristics and then a custom, more detail plan, can be design. And every time something change the process should be carefully reviewed.
By following the different steps incumbents can effectively innovate and compete in the new market economy by continuously studying what is going on in the external market and reorganizing the transformation journey accordingly. In this way the percentage of transformation that fail will be drastically lowered and the success ratio will significantly increase.
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Bush, Xavier. "Digital Density as the Driving Force of Digital Transformation Processes." Thesis, KTH, Skolan för elektro- och systemteknik (EES), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-187713.
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Digital technologies have increased the influence of technology in business, even changing business models and strategies of organisations. This influence, called Digital Transformation of Business (DT), happens when there is an increase of the number of digital connections, information and interactions. This phenom-ena has been defined as Digital Density (DD) and aims to provide an assessment of the digitalization status of an organization. With the concept of DD we pro-pose the DD Framework, that has two parts: qualitative and quantitative. In order to support both parts we simulate the effect that a platform for smart-phones called Waze has on the traffic flow of a city. For the qualitative side, we redefine the concept of DD and with Business Model CANVAS we compare the changes introduced by Waze in the business model. The quantitative part of the simulation is performed with MATLAB and its goal is to understand how an agent chooses the path to drive from point A to point B. As expected, we prove that with more information agents can estimate better the costs of the different paths. Despite, even if our simulation seems to prove that the more information the agents have the better the system works, we introduce an analogy with the Braess Paradox to find potential problems and provide solutions for them. We conclude with a proposal of future work.Digital teknologi har ökat influensen av teknologi i affärslivet, även förändrat företagsmodeller och strategier av organisationer. Denna influens, kallad Digital Transformation av Företagande (DT), händer när det är en ökning av digitala anslutningar, information och integration. Detta fenomen har definierats som Digital Density (DD) och syftet att ge värdering av digitalisering av en organisation. Med DD konceptet föreslår vi DD Ramverk, vilket har två delar: kvalitet och kvantitet. För att stötta båda delar simulerar vi effekten som en plattform för smartphones som kallas Waze har på en trafikström i en stad. Den kvalitativ aspekten omdefinerar vi konceptet DD med CANVAS affärsmodel som i sin tur jämför ändringar introducerade av Waze. Den kvantitativa delen av simulering genomförs med MATLAB vars mål är att förstå hur en agent väljer sin väg från punkt A till B. Som förväntat, har de bevisats att med fler informations agenter kan bättra kostnadsestimeringar göras av de olika vägarna. Trots, även om våra simulationer verkar bevisa att ju mer information agenterna har, desto bättra fungerar systemet. Vi introducerar en analogi med ”The Braess Paradox” för att finna potentiella problem och erbjuda lösningar till dessa. Vi sammanfattar med ett förslag till framtida arbete.
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Pool, Heinrich. "The chief digital officer : building dynamic capabilities for digital transformation." Diss., University of Pretoria, 2020. http://hdl.handle.net/2263/80503.
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Digital transformation is increasingly high on the strategic agenda of organizations, with many appointing chief digital officers – senior executives with cross-functional digital transformation responsibility – to lead the digital transformation agenda. However, digital transformation is not a single event run as a finite program and organizations require ongoing strategic renewal as technology and business model opportunities are created. Therefore, a chief digital officer must not only deliver on near-term digital transformation priorities, but also enable the organization for ongoing digital transformation in the future. This article describes the findings from 10 semi-structured interviews with chief digital officers, heads of digital, and digital capability leads, exploring the capabilities they are creating to enable their respective organizations’ ongoing digital transformation. It was found that chief digital officers are building the sensing, seizing, and transforming dynamic capabilities of their organizations and this article describes five capabilities that chief digital officers are building to enable ongoing digital transformation in their organizations: (1) scanning, (2) experimentation, (3) digital strategy making, (4) agile delivery, and (5) organizational change.Mini Dissertation (MBA)--University of Pretoria, 2020.
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted
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HERTZ, MARCUS. "Digital Strategy in the Asset Management Industry : Strategize your Digital Transformation; A Case Study." Thesis, KTH, Industriell Management, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-237267.
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Digital transformation is an advancement in the wake of digitalization and have affected many industries and organizations during the recent decade. Due to both internal and external factors, this transformation is currently hitting the financial institutions and the asset management industry. Pressure from newcomers in the industry that have utilized the new technology and are taking over market share from larger banks. For asset managers to be able to hold on to their position in the market they will have to develop firm and sustainable digital strategies alongside the technological development. Regulations are toughening the industry and it is ever as important to report correct information about all your products. This thesis project will focus on asset managers who are facing such digital transformation and look at the key drivers of the digital strategy. The research was conducted via a qualitative method using interviews to gain further understanding of what the key driver are and the issues a legacy technical system can have on a team in asset management. The results found indicates the importance of adopting a digital strategy that is fit for the digitalization wave happening in the industry. Three main drivers were found to be most relevant, Human Capital, Digitalization \& Technology, and External Factors. The importance to focus on these three drivers when constructing the digital strategy is argued. The analysis has been in cooperation with an asset manager, however the digital strategy drivers could also be applied on other industries that are facing digital transformation.Digital transformation är en fortsättning av vågen av digitalisering och har påverkat många industrier och organisationer det senaste årtiondet. Både på grund av interna och externa faktorer så har den här transformationen nätt finansiella institutioner och asset managementindustrin. Press från nykomlingar i industrin har utnyttjat nya teknologier och har börjat ta över marknadsandelar från bankerna. För att asset managers ska lyckas hålla kvar i sin dominanta position i marknaden så måste de utveckla starka och hållbara digitala strategier tillsammans med den tekniska utvecklingen. Regelverk blir allt tuffare i industrin och det blir allt mer viktigt att rapportera korrekt information om alla sina produkter. Det här examensarbetet kommer fokusera på asset managers som just nu möter sådan digital transformation och kommer titta på vad som är de viktigaste aspekterna i den digitala strategin. Arbetet har genomförts med kvalitativa metoder i form av intervjuer för att samla vidare information om vad som är just de viktigaste aspekterna. även analysera dem problemen som kan uppstå med förlegade tekniska system inom asset management. De funna resultaten indikerar vikten av att anamma en digital strategi som är passande den digitaliserings våg som just ni sker i industrin. De tre huvudaspekterna som hittades var, Det Mänskliga Kapitalet, Digitalisering & Teknologi och Externa Faktorer. Vikten av att fokusera på dessa tre aspekter när man konstruerar den digitala strategin har diskuterats. Analysen har gjorts i samarbete med en asset manager, men dessa huvudaspekter kan också bli applicerbara i andra industrier som möter digital transformation när man utvecklar den digitala strategin.
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Hodzic, Adis. "The transformation to digital : How industry 4.0 affects the digital transformation – a study of industry 4.0 and how it affects the digital transformation at a large Swedish manufacturing company." Thesis, Linnéuniversitetet, Institutionen för informatik (IK), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-105720.
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The fourth industrial revolution is the latest revolution that has emerged within the industrial sector. The concept has become more known in recent years and with the different technologies it brings to the companies, it creates a race around the world for companies in order to be among the first to implement the new technologies. With the growing interest in industry 4.0 and the implementation of the new technologies, it has created a need to rethink on how to be successful in this transformation. To be successful in implementing industry 4.0 it is important to involve all the different aspects of a company’s supply chain. This qualitative study aims to investigate how industry 4.0 affects the digital transformation at a large manufacturing company in Sweden. The thesis includes five different technologies within industry 4.0: Internet of things, the cloud, simulations, autonomous robots and big data and analytics. The five technologies are then investigated on how they affect the digital transformation of the chosen company. The results of the findings shows that industry 4.0 has an affect on the digital transformation of the company after it was implemented. However, the results also shows that some technologies have had a greater impact to the digital transformation then others, but there isn´t one technology that has not affected the transformation at all. Additionally, the results shows that the part of digital transformation that is affected the most from industry 4.0 is the changes it creates in the value creation of the company. This thesis aims to create a better understanding about industry 4.0 and how it affects the digital transformation of a large manufacturing company.
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Varenne, Patrick. "La transformation digitale des entreprises : effectuation et Business Model Digital Dynamique (BMD²)." Thesis, Lyon, 2020. http://www.theses.fr/2020LYSE2029.
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La digitalisation se définit comme la reformulation des modèles d’affaires en industrialisant les processus de faible valeur ajoutée. Le produit ou le service ainsi digitalisé est délivré à l’aide d’un artefact numérique de type plateforme ou d’un code informatique afin de désintermédier un modèle d’affaires traditionnel et ainsi gagner en performance. La digitalisation contribue à transformer les usages des utilisateurs. La digitalisation conduit à une transformation organisationnelle profonde, qui se déploie sur deux niveaux : technologique d’une part, évoquant la capacité de transformation et de maturité digitale, et organisationnelle d’autre part, renvoyant aux aspects stratégiques et opérationnels de la transformation. La digitalisation est apparue avec l’avénement au Web 2.0. Le glissement du e-commerce du début des années 2000 vers le e-Business caractérise la transformation digitale des modèles d’affaires traditionnels. Il en résulte de la part des entrepreneurs une demande importante d’outils et de prescriptions afin d’être accompagnés dans cette transformation. La posture de l’entrepreneur et la notion de modèle d’affaires sont donc centrales dans cette thèse pour analyser les modalités de création et de captation de valeur telles que celles associées aux plateformes digitales. La problématique générale peut donc être formulée comme suit : « Comment l’entrepreneur digitalise-t-il son business model ? ».La digitalisation est un phénomène doublement complexe, articulant des enjeux en termes de systèmes d’informations et de conduite du changement. La thèse contribue à la littérature sur la digitalisation et les business models en développant un modèle de transformation dénommée Business Model Digital Dynamique (BMD²). Elle s’attache également à contribuer, en termes managériaux, à proposer une méthodologie d’accompagnement opérationnel, facilement actionnable sur le terrain : le DSIFAT (Découverte, Sensibilisation, Intégration, Formation, Accompagnement, Transformation). Ainsi accompagné, l’entrepreneur peut conduire la transformation de son Business Model avec méthode et succèsDigitalization is defined as the reformulation of business models by industrializing low value-added processes. The product or service thus digitized is delivered using a platform-type digital artefact or computer code in order to disintermediate a traditional business model and thus gain in performance. Digitization is helping to transform the uses of users. Digitalization leads to a deep organizational transformation, which takes place on two levels : technological on the one hand, evoking the capacity for transformation and digital maturity, and organizational on the other hand, referring to the strategic and operational aspects of the transformation.Digitization first appeared with the advent of Web 2.0. The shift from e-commerce in the early 2000s to e-Business characterized the digital transformation of traditional business models. This results in an important demand on the part of entrepreneurs for tools and prescriptions in order to be supported in this transformation. The posture of the entrepreneur and the concept of business model are therefore central in this thesis to analyze the methods of creation and capture of value such as those associated with digital platforms. The general problem can therefore be formulated as follows : « How does the entrepreneur digitize his business model ? ».Digitization is a doubly complex phenomenon, articulating challenges in terms of information systems and change management. The thesis contributes to the literature on digitalization and business models by developing a transformation model called Dynamic Digital Business Model (BMD²). It also endeavors to contribute, in managerial terms, to propose an operational support methodology, easily actionable in the field: the DSIFAT (Discovery, Awareness, Integration, Training, Support, Transformation). Thus supported, the entrepreneur can lead the transformation of his Business Model with method and success
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Cook, Anthony John. "Digital image processing using colour space transformation." Thesis, University of Hertfordshire, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.323433.
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The purpose of the work is to explore the feasibility of devising a computer system that implements the desirable effects of a photographic filter and provides an environment for colour filter design for image processing. Using conversion from RGB to the CIELUV colour space a new method for the implementation of photographic filter as a digital filter is described. A filter is implemented by converting image pixel rgb values into CIELUV (u', v') and L* values and operates using the visual wavelength values provided by the (u', v') chromaticity diagram. However, the (u', v') diagram cannot provide wavelength values for pixels that correspond to (u', v') points in the `purple line' sector of the diagram. These pixels are allocated wavelengths by means of a new wavelengths scale that makes it possible for the filter to process any pixel in a digital image. Filter transmittance data for visual spectrum wavelengths is obtained from published tables. The transmittance data for purple sector pixels is provided by a colour model of the (u', v') chromaticity diagram. The system is evaluated by means of the Macbeth ColorChecker chart and the use of physical measurements. The extension of the CIELUV diagram with an equivalent wavelength scale provides a new environment for the enhancement and manipulation of digital colour images.
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Frisk, Sebastian, and Andreas Fransson. "How the pandemic triggered digital transformation madness." Thesis, Umeå universitet, Institutionen för informatik, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-185665.
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In this thesis we aim to answer how the pandemic of Covid-19 served as a trigger for organizational digital transformation, as understanding this phenomenon and the implications of it could provide valuable knowledge regarding digital transformation. To answer this question, we applied semi-structured interviews at an IT-consultancies firm in northern Sweden. Drawing upon extent research from Wessel et al. (2021), Vial (2019) and Holmström (2021) to define digital transformation and explore its dimensions. Through our rigorous case study, we explore the implications of the pandemic for these dimensions. We found that the pandemic triggered organizational digital transformation, and that the way we view digital transformation needs more research, in a context where it is externally triggered. Whereas we found some proof for the tendencies we present, more research needs to be done to confirm our findings and highlight if these changes are rigid or temporary.
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Mertiri, Savo. "Digital Transformation in the IT Solutions sector." Thesis, Uppsala universitet, Industriell teknik, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-367079.
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Digital Transformation is the integration of digital technology into all business areas, fundamentally changing how you operate and deliver value to customers. The purpose of this research is to explore to what degree has IT solution sector companies have digitally transformed during the past few years. Qualitative analysis was used to analyze the literature and the empirical data and make the assumptions required. The results indicate that DT is a procedure that involves integrating technology in all business areas and companies in the IT Sector choose to start the procedure to become more efficient and able to make frequent changes in order to satisfy their market and keep up with competition. The main barriers found are, in company communication, Hierarchy Financial requirements and unclear digital transformation strategy. The impact of failing to digitally transform is losing market share due to inability to keep up with the competition.
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Josefsson, Cecilia, and Emma Berg. "Enabling Digital Transformation - a Dynamic Capabilities Approach." Thesis, Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-157341.
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This report is built on a theoretical literature study within the areas of digital transformation and dynamic capabilities. An empirical study has been made on the provider of the mission of this study, Propia, and a case study has been made on the case company Tekniska verken, in order to verify the theoretical findings and results. The study was performed by two master students of Industrial Engineering and Management at Linköping university during the period from January to May 2019. The study was performed as a master thesis within the master's orientation Strategy and Management Control, and aims to explore how organizations can develop a dynamic digital capability, which is seen as the key to success when it comes to managing digital transformation in a successful way. The study was performed iteratively, by first examining the area of digital transformation, defined as the transformation of business and strategy through digital technology and organizational changes. Three areas where organizational changes are needed were identified, namely the areas of Leadership & Vision, Culture & People and Corporate Processes & Structures. Further, three factors within each area were defined as critical in order to succeed with digital transformation. These nine critical factors laid the foundation for the second part of the study, where the area of dynamic capabilities was studied and applied onto the findings on how to manage dynamic transformation in a successful way. Dynamic capabilities can shortly be described as routines for change and can be further disaggregated into three capacities: Sense – the ability to know what opportunities exist and can be matched with the internal prerequisites; Seize – the ability to capture the right opportunities and successfully integrate them into the business; Reconfigure – the ability to, when needed, perform changes of structures and resources. Within these three capacities, microfoundations to build the previously mentioned critical factors in a dynamic way were identified. The result of the study was a generalizable framework, consisting of these nine critical factors and 31 microfoundations required to build the factors in a dynamic way. By developing the dynamic capability microfoundations and, thereby, continuously work with all factors, the development of a dynamic digital capability in the organization will be facilitated. The framework can thereby be used as a checklist of what is already in place in the organization, and what is lacking and must thereby be obtained. Worth noticing is that factors and microfoundations as well as dynamic digital capability in itself is perishable, hence “checking the box” of a factor or microfoundation once does not mean it is obtained forever, but it requires continuous work and development of all parts of the framework. Dependencies and interrelationships between the factors have been identified, as well as the effect of other organizational aspects such as size, industry and how far the organization has proceeded in their digital transformation journey. These dependencies are discussed in the report, but no relative importance or order of how and when the factors and microfoundations should be obtained and developed has been further explored or confirmed. This is due to the desired generalizability of the framework.
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Siwert, Pontus, and Jonathan Jonasson. "Challenges with strategy execution for digital transformation." Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-40494.
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Background: As the world is moving from an industrial to a digital one an increasingly important factor for companies has become their digital transformation. This, Industry 4.0, has brought forward a new set of challenges but conventional strategy-making has not been able to keep up with them, whilst considering that change, in practice, is difficult to implement. The strategy execution for digital transformation has therefore become increasingly important but the challenges faced has not been researched to a sufficient degree. Research question: What are the main challenges with strategy execution during a digital transformation process and how can they be managed? Purpose: The purpose of this thesis is to find and describe the main challenges with strategy execution for digital transformation that has been experienced and or perceived by practitioners working in companies that are a part of a concern. These findings will be conceptualised out of which guiding principles will be created and presented. Method: In this study a qualitative method has been used together with an abductive approach to reasoning. Semi-structured interviews have been performed with eight respondents chosen by a strategic selection for their knowledge about the studied field. Theoretical frame of reference: Theories about strategy execution, change-management, what a digital transformation is, and how it evolves as well as the activity-based process model have been put forward. Within digital transformation some earlier seen challenges that has been a basis for this research are discussed. Conclusions: An overall conclusion that can be drawn from the analysis is that the primary areas that have been looked at, i.e. strategy development; strategy execution and digital transformation, in themselves create challenges. Whether they are correlated with each other or would exist no matter the other factors cannot be discerned from the findings of this thesis, resulting in the fact that the results of the analysis while able to give a foundation and interpretive thoughts, are, in their nature, uncertain. This would mean that albeit an answer to the research question can be presented by the conceptualisation and guiding principles they should not be seen as general for any given population but rather as a description and analysis of the studied population.
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Häggqvist, Jacob. "Digital Transformation in the Swedish Banking Sector." Thesis, KTH, Skolan för industriell teknik och management (ITM), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-264176.
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The face of banking has changed dramatically over the last few decades, and in no area does this statement hold more true than in the domain of digitalization. One term that has been relentlessly repeated when discussing the past, present and future of this development is ”Digital Transformation”. Digital Transformation can be tersely defined to mean change driven by digital technologies, with the potential to increase efficiency in existing processes, as well as to allow for new and novel technology-driven problem solutions and business models. Despite the fact that Swedish major banks have come a long way in their digital transformation efforts, there is a lot of evidence that points towards this process not proceeding fast enough. This study is an effort to get a general overview of the main barriers and mechanisms that are causing this development to proceed at a slower rate than might otherwise be desired, and to investigate how actors within the Swedish banking sector are seeking to overcome said barriers. This is done primarily through the interviewing of key personnel within major Swedish universal banks. The majority of the interviews are conducted with employees from a single major Swedish universal bank, taking the form of a case study, while a smaller number of interviews are conducted with individuals associated with other banks, in an effort to provide increased generalizability. The results of the study show that barriers standing in the way of continued digital transformation in the Swedish banking sector can generally be categorized into one of the following categories: Legacy Infrastructure, Organizational Structure, Organizational Culture, Incentive Structure, Resource Insufficiency, Regulation, and Failure in Management. The solutions and models discussed to address these issues included API First approaches, change driven through Cross-Functional Teams, and Collaborative Strategy Formulation.Hur bankverksamhet bedrivs har förändrats dramatiskt över de senaste årtiondena, och i inget område är detta lika tydligt som när det kommer till digitalisering. Ett begrepp som ständigt upprepas när man beskriver den forna, nutida och framtida utvecklingen av den här typen är ”Digital Transformation”. Digital Transformation kan kortfattat summeras till att betyda förändring driven av digital teknologi, med potential att öka effektiviteten i befintliga processer, samt möjliggöra för nya problemlösningar och affärsmodeller. Trots det faktum att de svenska storbankerna har kommit en lång väg i sina digitala transformationsinitiativ, så finns det mycket som tyder på att denna process ändå inte går tillräckligt snabbt frammåt. Den här studien är ett försök att få en generell överblick på de primära barriärerna och mekanismerna som orsakar att denna utveckling går långsammare än önskat, samt att undersöka hur aktörer inom den svenska banksektorn har för avsikt att bemöta dessa problem. Detta görs huvudsakligen genom intervjuer med nyckelpersonal inom de svenska storbankerna. Majoriteten av de intervjuade kommer från en enda bank, där en form av casestudie utförs, medan ett mindre antal intervjuer genomförs med individer tillhörande andra banker, i en ansats att ge ökad generaliserbarhet. Resultatet av studien visar att barriärer som står i vägen för fortsatt digital transformation i den svenska banksektorn kan generellt kategoriseras in i följande kategorier: Föråldrad Infrastruktur, Organisationsstruktur, Organisationskultur, Incitamentstruktur, Resursbrist, Regulation, och Misslyckanden i Styrning. De lösningar och modeller som diskuterats for att adressera dessa problem inkluderade API First-baserade tillvägagångssätt, förändring driven av tvärfunktionella arbetslag, samt kollaborativ strategiformulering.
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Vaska, Selma <1990>. "Digital transformation: Strategies and Business Model Innovation." Doctoral thesis, Università Ca' Foscari Venezia, 2021. http://hdl.handle.net/10579/20601.
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In the last decades, the development of technology is challenging the global landscape. The fundamental importance of digital technologies in the managerial context has rapidly led the academic debate focus on making theoretical and managerial contributions related to digital transformation. The complexity of digitalization arises many problems in business innovation – in terms of relationships, operations, product and offering, and finally, technology management. The adoption of new technologies poses big changes in the way transformation should take place and be successful.
We deploy a strategy approach to study digital transformation and related impacts on business model innovation (BMI). The findings reveal that digital technologies are important in generating interconnection among companies and their stakeholders, leading to the realization of innovation, value creation and competitiveness process. Furthermore, dialogic and polylogic communication in digital mediums by online communities indicates the non-financial information disclosure to be crucial for digital innovations. Thus, digital mediums play an important role in turning interactive disclosure into an increasingly vital element of organisational communication strategies. Especially for highly innovative business models, non-financial disclosure shows to be an important element in evaluating uncertainty, by providing logical justifications to crowd funders and therefore helping ventures acquire legitimacy.
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Ibrahimaj, Adelina <1995>. "More Human in the Digital World, Unilever in the digital transformation process." Master's Degree Thesis, Università Ca' Foscari Venezia, 2020. http://hdl.handle.net/10579/16654.
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Society and companies are each other mirrors, everything that happens in the society has repercussions in the companies and vice versa. Since the society is characterized by continues changes necessary the company must evolve and incorporate the changes within it. One of the variables of the evolution of society in general and firms is the digital transformation process.
Digital Transformation is a process that determines non-indifferent changes in the workplace but, there is not an exhaustive definition of it. Nevertheless, for sure this process does not interest only the IT department or even it does not consist in the acquisition of digital platforms or specific software. This process starts from the HR department and people, before the tech investments it is a must people’s digital mind-set. Unilever’s moto is “More human in a digital world”. What does it mean? This expression for Unilever means that everything starts from people and their ideas that can be transformed in action through technologies and digital platforms. Digital Transformation process determined two main strands that are interdependent with each other:
- Employee-centricity;
- Customer-centricity.
The right mindset and thinking workflow are the basic for the development of every strategy based on novelties and in a particular way digital transformation. HR department guides people during the evolution of this process offering different variables of tools that permit future people fit and evolve their professional personalities. Employee-centricity consequently has strong effects on society in general and specifically on clients and consumers.
Therefore, internally digital transformation determines people’s up-skilling and re-skilling that shape a more efficient relationship with the clients and consumers and an exciting workplace environment characterized by continuous growing and learning challenges.
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Simicic, Stefan. "KPI:er som katalysator för digital transformation : En kvalitativ studie ifall KPI:er används för att påskynda digital transformation i tillverkande industrier." Thesis, Linnéuniversitetet, Institutionen för informatik (IK), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-98259.
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Syfte är att bidra med kunskap kring KPI:ers, efter engelskans Key Performance Indicator, vikt i den digitala transformationen vars mål är att realisera verksamhetens strategi. Hypotesen är att KPI:er kan användas som styrmedel i att påskynda digital transformation och att det därför finns skäl i att studera dess existens och utformning. Frågan man vill få svar på är ifall KPI:er används som styrmedel för att påskynda digital transformation. Baserat på det teoretiska ramverket och det empiriska underlaget kan man konstatera att KPI:er, kopplade till digital förflyttning, har en tydlig relation till organisationens digitala mognad där mognare organisationer har KPI:er kopplade till digital innovation medan de mindre mogna fokuserar främst på intern effektivitet som digitalisering ger upphov till. Vi kan också konstatera att digitala KPI:er förekommer men de traditionella är fortfarande viktigast, då man har svårt att definiera vad som ingår i digital transformation, iallafall för de undersökta organisationerna. Trots faktumet att traditionella KPI:er fortfarande dominerar de undersökta organisationernas ledningsagenda, är KPI:er som förknippas med de nya digitala affärsmodellerna på stark frammarsch.
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Sánchez, Charles David. "Supporting decentralized collaborative processes in the digital transformation." Doctoral thesis, Universitat Politècnica de Catalunya, 2017. http://hdl.handle.net/10803/460907.
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Crowdsourcing, the art of involving several individuals in the decentralized execution of business activities, is being positioned as the replacement of outsourcing, as it allows organization to reach a capable workforce whenever it is necessary for the business. Nevertheless, adoption among industry is still low, as the technology is yet not mature and, in particular, it is difficult to monitor the execution of the business activities in a crowdsourcing platform. In this thesis, we advance towards creating better monitoring tools for crowdsourcing processes and a mechanism for modelling the worker's behavior.
Formalizing the work to be done in a process is the first step for improving the overall efficiency and quality of problem resolution. Still, there is a lack of mechanisms for defining business processes capable of adapting to the needs of the crowd. Therefore, we start this thesis by introducing a graphical modelling language for describing decentralized collaborative processes. The focus of this work is to allow the definition of complex worker requirements, as well as provide a quick overview and assessment of the implemented quality assurance mechanisms. In a longer-term vision, having well-defined processes will help in making more predictable the performance of any crowdsourcing project.
For those cases in which there is no formal process and the crowd can self-organize how they execute the business activities, we have also made the first steps for designing a method capable of discovering processes by analyzing the factual work done in the platform. Assuming that all steps recorded by the platform have some textual description of the work done, we propose to use novel natural language processing tools for generating groups of similar activities and, hence, enabling later analytics and insights, such as a process discovery for understanding, monitoring, or simply formalize the underlying crowd-process.
As for modelling the worker's behavior, we started by studying a particular crowdsourced process pattern that enables the platform to rank users based on their performance. The novelty of such prototype relies on the role of the reviewer, played by skilled individuals on the platform, that acts as reviewers of the translations done by in-training translators. The feedback provided by the reviewers is later reused for deciding if an in-training translator should be promoted to the reviewer role.
Unfortunately, there is no clear way of extrapolating the previous user evaluation to other processes. In this thesis, we propose to let the platform monitor the actions performed by individuals in order to create a profile of their behavior. We assume that those actions can be thougth as events that can be later processed by a discovery method, summarizing such actions in the form of a process model. Apart from the fitness of the resulting process models, precision is a key quality metric of these behavioral profiles. Low-precision models are more likely to describe the behavior of several users, reducing the insights obtained by analyzing or comparing process models. In particular, repetition of activities -- very often due to the human nature -- is one of the key trace characteristic that reduces precision of models discovered with most process mining techniques as we highlight, and palliate, during this chapter.
We also propose a new similarity metric between process models, enabling platforms to compare users based on the similarity of the user profiles. In particular, we have applied this similarity metric with an industrial dataset compromising several workers with access to a source code repository, and it turns out that their role in the organization is partially seen in how they access such source code repository.Crowdsourcing, el arte de involucrar diferentes individuos en la ejecución descentralizada de tareas tradicionalmente ejecutadas en empresas, se está posicionando como un sustituto del outsourcing, ya que acerca toda una fuerza de trabajado solo cuando sea necesario para la empresa. Sin embargo, la adopción entre la industria es todavía muy bajo, debido a que las tecnologías que soportan el Crowdsourcing son todavía poco maduras y, especialmente, debido a los pobres mecanismos existentes para monitorización de la ejecución de tareas en una plataforma de Crowdsourcing. En esta tesis, planteamos una serie de avances para crear mecanismos de control más eficientes basados parcialmente en el modelaje de comportamiento humano. Formalizar las tareas que se deben realizar para la resolución de un problema es un paso esencial para monitorizar la calidad del trabajo y para el estudio de posibles mejoras. Sin embargo, la literatura no ha encontrado un mecanismo eficaz para definir procesos empresariales capaces de adaptarse a las necesidades del Crowdsourcing. Por lo tanto, esta tesis empieza introduciendo un lenguaje capaz de definir procesos donde se tienen en cuenta requerimientos complejos sobre los trabajadores remotos, al mismo tiempo que permite evaluar los mecanismos de control de calidad implementados con un simple vistazo. En aquellos casos en los que no se define procesos formales, pero se deja que los trabajadores remotos se organicen para la resolución del problema, hemos dado los primeros pasos para el descubrimiento de procesos analizando el trabajo que se realiza en la plataforma de Crowdsourcing. Asumiendo que todos los pasos ejecutados en la plataforma tienen algún tipo de descripción textual del trabajo hecho, proponemos el uso de técnicas actuales de procesamiento de lenguaje natural para generar grupos de actividades similar que nos permite realizar analíticas sobre los procesos ocultos y, por lo tanto, un mejor monitorizaje del trabajo hecho por los trabajadores remotos. Para modelar el comportamiento humano en la plataforma de crowdsourcing, empezamos estudiando un patrón común que extendemos para permitir medir la eficiencia relativa de los trabajadores remotos. La pieza clave de este patrón extendido es el rol del revisor, ejecutado por individuos que han demostrado sus aptitudes en la plataforma y actúa como revisor del trabajo hecho por otros trabajadores remotos que compiten para obtener el rol de revisor. Aparte, el feedback aportado por los revisores permite a los ejecutores de la tarea a mejorar su rendimiento. Desafortunadamente, no parece haber una manera clara de extrapolar este patrón extendido a otros procesos de crowdsourcing. Basándonos en trabajo previo a esta tesis que demuestran que el comportamiento de la gente con bajo rendimiento es diferente al resto, en esta tesis proponemos la creación de un perfil del usuario basado en las acciones ejecutadas en la plataforma. La novedad que aporta esta tesis es el uso de técnicas automáticas de descubrimiento de procesos para la generación de este perfil de usuario. Uno de los retos descubiertos durante la ejecución de esta tesis es que la precisión de los modelos descubierto suele ser muy baja debido a limitaciones actual que impiden descubrir modelos que repitan actividades, a pesar de que es algo muy común en el comportamiento humano. En esta tesis atacamos este problema proponiendo una técnica que desambigua procesos iterativos para mejor la precisión de los procesos debidos a este factor humano. También hemos adaptado una métrica de similitud usada en el área de la bioinformática para poder ser aplicada en la comparación de modelos de comportamiento humano. Hemos aplicado esta métrica en conjuntos de datos reales explicando como un conjunto de programadores accede a un repositorio de código fuente. Los resultados muestran que nuestra métrica es capaz de descubrir grupos de programadores que coinciden con roles diferentes en el proyecto.
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Cöster, Mathias. "The Digital Transformation of the Swedish Graphic Industry." Doctoral thesis, Linköpings universitet, Ekonomiska informationssystem, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-9777.
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This thesis examines how IT and the digitization of information have transformed the Swedish graphic industry. The debate concerning the productivity paradox, i.e. if investments in IT contribute to productivity growth, is one important starting point for the thesis. Previous research on this phenomenon has mainly used different types of statistical databases as empirical sources. In this thesis though, the graphic industry is instead studied from a mainly qualitative and historical process perspective. The empirical study is focused on describing the development of internal critical production processes in the graphic industry and its external markets. The aim is to show how innovations based upon IT have influenced the transformation of the Swedish graphic industry and if this has led to changes in productivity. Furthermore, to identify other significant effects and changes in the graphic industry’s markets that also has occurred as a result of the introduction of IT innovations. The process study shows that digitization of information flows in the graphic industry began in the 1970s, but the start of the development and use of digitized information happened in the early 1980s. Today almost all types of materials in the industry, for example text and pictures, have developed into a digital form and the information flows are hereby more or less totally digitized. The consequences from use of IT in production processes are identified here as different outcomes and effects. One conclusion drawn from the analysis is that investments and use of IT have positively influenced changes in productivity. The conclusion is based on the appearance of different automational effects, which in turn have had a positive influence on factors that may be a part of a productivity index. In addition to productivity, other mainly informational effects are also identified. These effects include increased capacity to handle and produce information, increased integration of customers in the production processes, increased physical quality in produced products, and options for management improvements in the production processes. The appearance of such effects indicates that it is not always the most obvious ones, such as productivity, that is of greatest significance when IT is implemented in the processes of an industry. Also the part of the study using an external perspective shows that IT innovations have had great influence on the graphic industry’s markets. The transformation of markets is analyzed through the use of the Innovation influence model, which is grounded in the Technological systems and Development blocks concepts. It shows that suppliers to graphic companies have played an important role in the IT innovation development process and they have thereby contributed to the ongoing transformation of the industry. Furthermore, IT innovations have been an important tool for graphic companies to handle different structural tensions they have experienced. The innovations introduced have thereby contributed to the development of new products, distribution channels, and markets. At the same time different products have disappeared and old markets contracted. These progresses have also been a result f the digitization of society. Altogether, this development has resulted in a transformation pressure that has come to greatly influence the industry. Because of this there today exist fewer but larger graphic and suppliers companies. Altogether the study shows that if a productivity paradox existed in the graphic industry, it is today to be considered as resolved. The pace in which the transformation of the industry, caused by IT innovations, has occurred has been extraordinary compared to previous developments. IT has become an unconditional part of the industry and society. Therefore it is of great importance to include several perspectives, e.g., internal process perspectives as well as external market perspectives, when discussing the value that might be derived from IT investments.
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Cöster, Mathias. "The digital transformation of the Swedish graphic industry /." Linköping : Department of Management and Engineering, Linköpings universitet, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-9777.
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Безсалова, М. К. "Digital transformation of financial management at the enterprise." Master's thesis, Сумський державний університет, 2021. https://essuir.sumdu.edu.ua/handle/123456789/85710.
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The aim of the graduation work is to study theoretical knowledge in the field of corporate technologies in financial management of the enterprise; analyze the market of ERP systems; consider the necessary conditions for the implementation of the ERP system, as well as the difficulties that may arise when trying it. The object of the study - is information technology (IT) in the financial control system at the enterprise.
The first section tells about the history of financial controlling, when it begun and how it was operating. Also, this part defines controlling tools and the place of controlling in the management system.
The second section is about theory and practice of modern software in the field of financial management; analysis of the most popular ERP systems, their advantages and disadvantages and the efficiency of the investment budget in the implementation of IT, which is allocated for these purposes by enterprises.
The third section analysis domestic and world experience in implementing ERP systems in financial management of the enterprise; defines alternative options of the ERP-system implementation at the enterprise on case study and shows economic efficiency of implantation of ERP-system, pros and cons of each project and also gives recommendations for improving information technology in financial management at the enterprise.
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Plakhtii, Valeriia, and Валерія Плахтій. "The impact of digital transformation on multinational companies." Thesis, National Aviation University, 2021. https://er.nau.edu.ua/handle/NAU/51245.
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1. Efremov V., Vladimirova I. (2020). Features of the international activities of digital companies. Proc. of the 1st Int. conf. on Emerging Trends and Challenges in the Management Theory and Practice (ETCMTP 2019), Advances in Economics, Business and Management Research, vol. 119, Р. 12–17.
2. 2020 EU Industrial Research and Development Scoreboard: EU companies remain robust and increase investment amidst stiff global competition // EU Science hub. – 2020.
3. Corporate culture in the digital era [Electronic resource] – Access: https://www. iberdrola.com/social-commitment/digital-transformation-and-corporate-culture.The digital economy is becoming an integral part of global economic processes. It is turning into one of the main drivers of growth and development of companies. There has even appeared such a category of business entities as digital companies, digital transnational corporations, digital multinational enterprises.
Цифрова економіка стає невід’ємною частиною глобальних економічних процесів. Це перетворюється на одного з головних рушіїв зростання та розвитку компаній. Навіть з’явилася така категорія суб’єктів господарювання, як цифрові компанії, цифрові транснаціональні корпорації, цифрові транснаціональні підприємства.
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Östberg, Erik. "Digital transformation : Applicerbarhet i små och medelstora företag." Thesis, Högskolan i Skövde, Institutionen för informationsteknologi, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-18720.
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På en marknad i konstant och snabb förändring måste företagen hänga med i utvecklingen. Ett sätt att göra detta är att implementera Digital Transformation som strategi i kärnan av företaget. Små och medelstora företag inom tillverkningsindustrin har en stor utmaning framför sig när det kommer till att genomföra en Digital Transformation. Därför har denna studie undersökt faktorer som påverkar svenska SME:er inom tillverkningsindustrins genomförande av en digital transformation. I studiens resultat presenteras 13 faktorer för framgångsrik implementering av Digital Transformation i svenska små och medelstora företag inom tillverkningsindustrin, baserat på empiriskt insamlad data. Intervju-fynd analyserades och validerades med hjälp av studiens teoretiska referensram. Dessutom har applicerbarheten av två tillvägagångssätt för implementering av Digital Transformation i små och medelstora företag undersökts.In a constantly and fast-changing market, companies need to find a way to manage the change. A way of doing this is to implement Digital Transformation as a core strategy. Small and Medium-sized companies in the production industry have a great challenge in performing a digital transformation. Therefore, this study investigates factors that affect such companies in Sweden when implementing digital transformation. The result of this study presents 13 factors for the successful implementation of a digital transformation in Swedish small and medium-sized production industries, based on empirical data. Interview findings were analysed and validated with a reference theoretical framework. Two research models for Digital Transformation implementation were also evaluated.
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Liljevall, Désirée, and Arsim Daka. "Digital transformation av programmet för ledarskap och organisation." Thesis, Linnéuniversitetet, Institutionen för samhällsstudier (SS), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-97689.
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Larsson, Max. "Digital transformation i SMF : En fallstudie inom byggindustrin." Thesis, Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-74486.
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Syfte - Små och medelstora företag (SMF) möter motgångar och kämpar med sin digitala transformation. Det finns heller ingen erkänd process för digital transformation för SMF, och därmed ett gap i litteraturen för användandet av processer för digital transformation i SMF. Studiens syfte är således att öka förståelsen för hur små och medelstora företag kan arbeta med digital transformation. Metod - Studien är av explorativ karaktär med en abduktiv ansats. Primärdata samlades in genom 15 intervjuer på ett SMF i byggindustrin. Intervjuerna utfördes i tre vågor för att först säkerställa studiens relevans, sedan för att samla in min huvudsakliga primärdata och slutligen för att konfirmera och justera studiens resultat. En tematisk analys i fyra steg inspirerad av Braun och Clark (2014) har använts som analysmetod. Resultat - Studien har resulterat i en process där fyra faser visar på hur SMF kan arbeta med digital transformation. De fyra faserna är (1) Problemformulering, (2) Handlingsplan, (3) Implementering och slutligen (4) Uppföljning. Faserna består av nio steg där varje fas, steg och underliggande aktivitet motiveras, förklaras och styrks. Processen presenteras och förklaras tillsammans med rekommendationer på hur SMF kan arbeta med processen. Teoretiska implikationer - Studiens teoretiska bidrag är flera, men bidrar främst med ökad förståelse för hur SMF kan arbeta med processen för digital transformation genom (1) en fallstudie i en - för litteraturen - ny bransch, (2) ökad förståelse för uppföljningen av digital transformation i stora, små och medelstora företag, (3) hur interna och externa resurser kan användas på ett effektivt sätt i processen för digital transformation, samt (4) identifiering av möjliggörande faktorer för digital transformation i SMF i byggindustrin. Praktiska implikationer - Det praktiska bidraget är främst en process som kan användas av SMF för att arbeta med processen för digital transformation. Processen kan användas av företag och chefer för att planera för, besluta om, implementera och följa upp processen för digital transformation i SMF. Genom att använda processen kan SMF undvika typiska SMF-hinder så som brist på resurser, expertis, struktur och vägledning.Purpose - Small and Medium-sized Enterprises (SMEs) are facing challenges and struggles with their digital transformation. There is no established process for digital transformation for SMEs, and therefore there is a gap in the literature for processes for digital transformation in SMEs. The study's purpose is therefore to enhance the understanding of how SMEs can work with digital transformation. Method - The study is of explorative character with an abductive approach. Primary data was gathered by 15 interviews at an SME in the construction industry. The interviews was conducted in three waves to first strengthen the relevance of the study, then to collect the primary data and finally to confirm and adjust the result of the study. A thematic analysis in four steps, inspired by Braun and Clark (2014) has been used as a method for analysis. Results - The study has resulted in a process where four phases show how SMEs can work with digital transformation. The four phases are (1) Problem definition, (2) Action plan, (3) Implementation, and finnaly (4) Follow up. The phases consist of a total of nine steps, where each phase, step and underlying activity is motivated, explained and strengthened. The process is presented and explained together with recommendations on how SMEs can work with the process. Theoretical implications - The study has multiple theoretical contributions, but foremost, the study contributes to enhanced understanding of how SMEs can work with the process for digital transformation by (1) a case-study in a - for the literature - new industry, (2) enhanced understanding for the follow up of digital transformation in large, small and medium-sized enterprises, (3) how internal and external resources can be used efficiently in the process for digital transformation, and (4) identification of factors that enable digital transformation in SMEs in the construction industry. Practical implications - The practical contribution is foremost the process that can be used by SME for the process for digital transformation. The process can be utilized by organizations and leaders to plan, decide, implement and follow up the process for digital transformation in SMEs. By utilizing the process, SME can mitigate typical challenges that SME are facing, such as the lack of resources, expertise, structure and guidance.
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Tobgye, Sonam. "Digital transformation in Bhutan: Culture, workforce and training." Thesis, Queensland University of Technology, 2018. https://eprints.qut.edu.au/115459/1/115459_8792526_tobgye_sonam_thesis.pdf.
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The study investigated digital transformation and its impact on Bhutan Post and Community Centres (CCs). The study revealed that Bhutan has recognised ICT as the cornerstone of the digital era and has gradually opened up itself to globalisation by carefully balancing modernisation with traditions. Digitally transforming a business can allow it to capitalise on new opportunities to avoid disruption, accelerate business activities, lower costs, and bring about positive change in processes, people, and competency models. In Bhutan, digital transformation and establishment of CCs have proved to be extremely useful in enhancing happiness and well-being.
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Grassetto, Jessica <1993>. "Digital Transformation: implicazioni per HRM ed e-leadership." Master's Degree Thesis, Università Ca' Foscari Venezia, 2018. http://hdl.handle.net/10579/13999.
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La tesi vuole esaminare il rapporto che sussiste tra identità digitale delle aziende, concetto strettamente legato al fenomeno della digital transformation che sta investendo il mercato coinvolgendo il modo in cui si comunica, si consuma e ci si informa, e HRM, in quanto responsabile di guidare il cambiamento organizzativo dovuto all’adozione di nuove tecnologie.
L’elaborato vuole affrontare il problema della definizione di “digital transformation”, le sue diverse definizioni e le conseguenze che il fenomeno incorpora, ponendo l’accento sui relativi benefici e sfide.
Si prosegue con l’analisi dell’effetto diretto della diffusione delle tecnologie digitali, ovvero come si sia modificata la domanda delle competenze richieste nei lavoratori.
Infine, si analizza la nuova concezione di leadership (e-leadership), intesa come un sostanziale cambiamento nel modo di relazionarsi tra i membri di una organizzazione e le stesse imprese.
L’elaborato affronta, nell’ultimo capitolo, due casi aziendali: San Benedetto S.p.a. e Safilo Group S.p.a., riportando le informazioni a me personalmente rilasciate in due interviste effettuate rispettivamente con il Sig. Rosario De Marchi, Operations Director di San benedetto e con il Sig. Alessandro Masato, IT Delivery Manager BI & Digital di Safilo Group.
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Faltesek, Daniel Conover. "The structural transformation of the televisual public sphere." Diss., University of Iowa, 2011. https://ir.uiowa.edu/etd/2697.
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This dissertation poses that the digital transition is best understood as simultaneously a technological and cultural phenomena. As a physical change in the means of distribution, transmission, and reception of media content, the digital transition is an important factor in changing technological, aesthetic, and legal norms. As a cultural form, the digital is positioned as a moderator between continuity and discontinuity. Through a reading strategy inspired by Walter Benjamin this dissertation reads the physical and cultural implications of the digital transition in television in the United States through political categories. The chapters are case studies in the adoption of digital televisions for home use, digital television production technologies, digital transmission technologies, and digital distribution systems. Each case study examines the tenuous production of publics in the context of the dialectical pressures of the digital. By taking this approach I intend to contribute to the rhetorical dimension of television studies, the digital turn in rhetorical and public sphere studies, and the legal and aesthetic dimensions of production studies. The dialectical approach to the digital allows the study of television to theorize the trajectory of emerging media and the political implications of that movement.
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Kristofersson, Amanda, and Malaika Torto. "Sowing the Right Seeds & Harvesting Digital Transformation : A case study of drivers and barriers to digital transformation in the forestry industry." Thesis, Umeå universitet, Institutionen för informatik, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-185427.
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Digital transformation (DT) continuously reshapes and disrupts industries organizations operate in. Although the rising phenomenon is increasingly being investigated by academia, the factors influencing the adoption of DT in pre-digital and traditional industries are sufficiently unexplored. This study investigates managers’ perspectives on the drivers and barriers surrounding DT in traditional industries. To do this, we conducted an industry-level qualitative case study of the five biggest firms in the Swedish forestry industry. Through analysis using a DT framework, our results indicate that changing customers’ expectations and improving firm performance, to name a few, were the main drivers for DT in the forestry industry. However, our findings revealed that the main barriers to DT were related to the cultural and organizational identities of employees in the forestry industry. This study contributes to existing literature and provides suggestions for practitioners in traditional industries to address the challenges that may arise during the digital transformation process.
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Fayon, David. "Mesure de la maturité numérique des acteurs du secteur bancaire, dans une perspective de transformation digitale." Thesis, Université Paris-Saclay (ComUE), 2018. http://www.theses.fr/2018SACLT013/document.
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La banque est un secteur en première ligne de la transformation digitale et se classe en 4e position des secteurs les plus transformés numériquement derrière les technologies de l’information et de la communication, les médias et les services professionnels (Gandhi & al, 2016). En outre, l’explosion des données et le besoin de traitement en temps réel est un défi pour les acteurs pour répondre ou anticiper les besoins des clients. En ce sens, la transformation digitale des banques est emblématique des opportunités et des risques de notre société numérique.Les études tendent à prouver que la performance digitale reflète la performance économique de l’entreprise (Accenture, 2016b). Il devient dès lors d’autant plus important d’effectuer sa transformation digitale pour rester ou devenir une banque performante d’autant plus que la mortalité moyenne des multinationales n’est que de 40 ans (Schatt, 2014).Le préalable à l’analyse peut résider dans la connaissance, par les banques, de leur maturité numérique actuelle.Le modèle développé dans cette thèse s’inscrit dans cette perspective et vise à souligner les forces d’un acteur bancaire et ses points perfectibles pour, dans une perspective opératoire, alimenter la stratégie de transformation des entreprises du secteur. Le point de départ en est une méthode de mesure de maturité numérique de toute organisation (Fayon, Tartar, 2014) qui a été approfondie dans le cadre de ce travail de thèse. La réflexion a été conduite relativement aux tendances structurantes de la transformation digitale, et à un centrage sur le cas du secteur bancaire. Elle s’est nourrie des travaux académiques relatifs au changement de paradigme porté par les technologies numériques et à ceux relatifs au design organisationnel entre autres. Deux enquêtes (l’une sur la banque du futur ; l’autre sur les attentes des générations en matière de service bancaire) et un PoC réalisé dans le cadre du paiement sans contact sur smartphone à La Poste, ont nourri la réflexion pour enrichir notre modèle initial de mesure de la maturité numérique.Pour bâtir le modèle, nous avons fait le choix de nous baser principalement sur les travaux existants dans les deux domaines au cœur de la transformation digitale, d’une part les systèmes d’information où de nombreux outils méthodologiques ont été développés (CMMI, ITIL, CobiT, etc.) et d’autre part le marketing. Chacun des indicateurs du modèle initial a été challengé en s’appuyant sur la littérature dans le domaine ainsi que sur un corpus de données élaboré pour ce travail de thèse.La portée de cette mesure est de deux ordres. Le résultat peut permettre, pour les décideurs qui s’en saisissent – typiquement les acteurs de la transformation digitale (Comex, CDO, Directeur du SI, Directeur marketing) –, d’alimenter la stratégie de transformation digitale de l’acteur considéré (grâce au calcul de la maturité des leviers identifiés et globalement de la banque pour mettre en exergue ses forces et ses faiblesses). Mais cette mesure peut avoir également une portée performative. Elle peut permettre en effet, comme pour tous dispositifs de mesure, de donner un état « objectivé » mais également « objectivant » du niveau atteint par chacun des indicateurs et accompagner dès lors un processus réflexif de transformation digitale.Un certain nombre de limites sont inhérentes à ce travail de thèse, dans sa dimension instrumentale notamment. La cohérence interne du modèle, bien que mise à l’épreuve de différentes démarches analytiques et tests, n’est pas exempte, par construction, d’une part d’arbitraire. La pertinence du modèle, si elle a pu être testée partiellement à l’aune de cas d’entreprise, reste soumise à l’épreuve de la généralisation. Par ailleurs, le caractère évolutif des technologies numériques et des changements sociétaux associés, pourront faire perdre de l’acuité à certains indicateurs. Mais la dimension intrinsèquement performative du modèle pourrait demeurerThe bank is a front-line sector of digital transformation and ranks 4th in the most digitally-transformed sectors behind IT, media and professional services (Gandhi & al, 2016). In addition, the burst of data and the need for real-time processing is a challenge for the players to meet or anticipate the needs of customers. In this way, the digital transformation of banks is emblematic of the opportunities and risks of our digital society.Studies tend to demonstrate that digital performance reflects the company's economic performance (Accenture, 2016b). It is therefore all the more important to carry out its digital transformation in order to remain or become a performing bank, especially since the average mortality of multinationals is only 40 years (Schatt, 2014).The question is where are the banks going to be in the value chain: continuing vertical integration or horizontal integration to diversify, buy or make partnerships with technological players or fintech?The prerequisite may lie in the knowledge of their current digital maturity. The model developed in this thesis makes it possible to highlight the strengths of a banking player and its perfectible points likely to feed the transformation strategy for its leaders and the related priorities. The starting point is the methodology of measuring digital maturity of any kind of organization (Fayon, Tartar, 2014) that has been challenged as part of this thesis work. Its axes, which define digital maturity, have evolved and are there to number six: Organization, Technology and Innovation, People, Offer, Environment, Strategy.The reflection has been focused on the structuring trends of digital transformation, and a focus on the case of the banking sector. She has been nourished by academic work related to the paradigm shift brought by digital technologies and those related to organizational design among others. Two surveys (one on the bank of the future, the other on the expectations of the generations in terms of banking service) and a PoC realized as part of the contactless payment on smartphone at La Poste french company have fueled the reflection to enrich our initial model of measuring digital maturity.To build the model, we have chosen to rely primarily on existing work in both areas at the heart of digital transformation, on the one hand information systems where many methodological tools have been developed (CMMI, ITIL, CobiT, etc.) and secondly marketing. Each of the indicators of the initial model was challenged by relying on the literature in the field as well as on a body of data developed for this thesis work.The scope of this measure is of two kinds. The result can make it possible for the decision makers who seize it - typically the actors of the digital transformation (Executive Committee, CDO, CTO, CMO) – feed the digital transformation strategy of the considered actor (thanks to the calculation of the maturity of the 6 levers and globally of the bank to highlight its strengths and its weaknesses, it is then necessary to exploit them in the service of its strategy). But this measure can also have a performative scope. It allows, as for all devices measuring tools, to give an "objectivized" but also "objectifying" level reached by each of the indicators and therefore accompany a reflexive process of digital transformation.A number of limitations are inherent to this thesis work in its instrumental dimension in particular. The internal coherence of the model, although tested by different analytical approaches and tests, is not exempt, by construction, from an arbitrary part. The relevance of the model, even if it has been tested partly with some business cases, remains subject to the test of generalization. In addition, the evolving nature of digital technologies and associated societal changes may make some indicators less relevant. But the performative dimension of the model could then remain
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Fonseca, Patrick Felipi Cursino. "The digital transformation influence in today’s organizations : a research for the competencies needed in the workplace." Master's thesis, Instituto Superior de Economia e Gestão, 2019. http://hdl.handle.net/10400.5/19712.
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Mestrado em Gestão de Sistemas de InformaçãoDevido aos recentes avanços tecnológicos, as organizações atualmente enfrentam grandes mudanças em seu trabalho. Assim, é importante que as empresas possam conectar e satisfazer seus clientes por meio de experiências baseadas em software. É isso ou elas serão deixadas para trás. Para ajudar as organizações a repensar suas estratégias de acordo com o desenvolvimento de habilidades para responder aos desafios da atual transformação digital, onde a transição da organização digital não é um processo prosaico, este estudo pretende contribuir com a literatura existente e tem como objetivo identificar as competências digitais que são importantes no ambiente de trabalho das organizações de hoje. A fim de fornecer uma visão geral atualizada do desafio da lacuna de competências digitais resultante da transformação digital, estruturar nossos conhecimentos existentes neste domínio, e para melhor compreender a relevância de cada uma das competências identificadas, decidiu-se colocá-las a disposição de um painel composto por 16 profissionais de forma a criar uma ordenação de acordo com o grau de importância. Para este processo foi utilizado a metodologia de rankings Delphi, dividida em duas fases e com duas rondas. De acordo com os resultados obtidos as cinco competências digitais mais importantes são: (1) avaliação de dados, informações e conteúdo digital; (2) navegação, pesquisa e filtragem de dados, informações e conteúdo digital; (3) integração através de tecnologias digitais; (4) gestão de dados, informações e conteúdo digital; (5) colaboração através de tecnologias digitais.
Due to recent technological advances, organizations currently face massive changes in their work. So, it is important that companies be able to connect and satisfy their customers through software-based experiences. Is this or will they be left behind. In order to help organizations rethink their strategies according to the development of competencies to respond to the challenges of the current digital transformation, where the transition of the digital organization is not a prosaic process, this study intends to contribute the existing literature and aims to identify the digital competencies which are important in today's organization's workplace environment. In order to provide an up-to-date overview of the challenge of the digital competencies gap resulting from digital transformation, to structure our existing knowledge in this field, and to better understand the relevance of each of the identified competencies, it was decided to make them available to a panel of 16 professionals in order to create an ordering rank according to the degree of importance. For this process was used the Delphi rankings methodology, divided into two phases and with two rounds. According to the results obtained the five most important digital competencies are: (1) evaluating data, information and digital content; (2) browsing, searching and filtering data, information and digital content; (3) interacting through digital technologies; (4) managing data, information and digital content; (5) collaborating through digital technologies.
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Brown, Nancy. "Digital Business Strategising in the context of Regulatory Uncertainty - the case of a Financial Services Provider in South Africa." Master's thesis, Faculty of Commerce, 2021. http://hdl.handle.net/11427/32599.
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With the rise of digital technologies that have disrupted standard business models and created a new level of competition in the market, the need for digital business strategising that shapes the future of organisations and achieves digital transformation is high on the agenda of most firms. The added complexity of uncertainty in the regulatory environment regarding financial products and services, regulation of digital platforms and ongoing financial regulatory changes based on macro-economic turbulence, makes for a complex external environment within which businesses need to effectively compete and achieve performance targets. A qualitative, interpretive case study of a South African based global organisation is undertaken to explore and understand how organisations navigate the macro-environmental landscape while forging a digitally transformed future. The research uses thematic analysis to extract themes in the data collected from both IT and business leaders as they navigate the path of transitioning from traditional to digital business models in the context of regulatory uncertainty. The study provides insight into what is required for firms to achieve digital transformation, and demonstrates the influence that regulatory uncertainty has on the digital business strategising process of a firm. A conceptual model is developed that reflects the key drivers of digital transformation to achieve digital maturity and competitive advantage, and also represents the external influencing factors of regulatory uncertainty. The findings reveal a shift to a more tactical, combined top-down, bottom-up strategising practice with reliance on dynamic capabilities, strong leadership and innovation to overcome challenges of regulatory uncertainty.
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Bugge, Markus M. "Creative distraction the digital transformation of the advertising industry /." Doctoral thesis, Uppsala : Uppsala University, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-109707.
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Murphy, Timothy A. "MLS Flight inspection techniques: Digital filtering and coordinate transformation." Ohio : Ohio University, 1985. http://www.ohiolink.edu/etd/view.cgi?ohiou1184070645.
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Molchanova, K. M., and К. М. Молчанова. "Assessment of the digital transformation level of aviation enterprises." Thesis, Національний авіаційний університет, 2022. https://er.nau.edu.ua/handle/NAU/54800.
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It focuses on the method of digital transformation assessment of digital economy and enterprises in general. An index approach to estimating the level of digitalization of aviation enterprises is described.Стаття зосереджена на методі оцінки цифрової трансформації цифрової економіки та підприємств загалом. Описано індексний підхід до оцінки рівня цифровізації авіаційних підприємств.
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Lyxell, Tobias, and Wendelius Johan Mossö. "Making sense of digitalization : En fallstudie om digital transformation." Thesis, Mälardalens högskola, Akademin för ekonomi, samhälle och teknik, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-43581.
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Denna studie visar hur både sensemaking och berättelser tjänar som verktyg för att ge fördjupad förståelse för de implikationer som digitalisering innebär för moderna organisationer och därigenom samspelet mellan organisering och digitalisering. Berättelser bidrar med en djupare förståelse för hur sensemaking konstrueras och struktureras i en organisation under digital transformation. Sensemaking och berättande visar hur organisationen konstruerar olika förändringsbilder av digitalisering, hur dessa fluktuerar, samt vad detta kan innebära för organisationens arbete med detta.This study shows how both sensmaking and storytelling serve as a tool for providing in-depth understanding of the implications that digitalization entails for modern organizations and thereby the interaction between organizing and digitization. Stories contribute with a deeper insight of the way in which sensmaking is constructed and structured within an organization undertaking digital transformation. Sensemaking and storytelling show how the organization portrays various change images of digitization, the way these fluctuate, and what implications they may pose for organizations.
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Stenfeldt, Alexander, and Jens Brauer. "Strategy for digital transformation that supports manufacturing business value." Thesis, Mälardalens högskola, Akademin för innovation, design och teknik, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-53048.
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The emergence of new digital technologies and their potential strategic contribution is currently one of the most prominent concerns for organizations. Despite the opportunity brought on by modern digital technology, an estimated 66-84% of digital transformation projects end up failing. Therefore, a research question was formulated as; How to formulate a strategy for digital transformation that supports manufacturing business value? An abductive research approach was utilized to reach two main research objectives; Creating a description of how the current and future digital landscape is understood and creating a description of how digital transformation can be constructed and what strategies and/or strategical elements exist within that construct. Furthermore, one manufacturing case company within the automotive industry and specifically its formal initiative and efforts to conduct a digital transformation were examined. By creating this comprehensive context, it was believed that existing knowledge could be solidified, and new knowledge could be created to answer the research question. Scattered and diverse findings regarding a multitude of elements are presented in the frame of reference, in order to build a strong basis for analysis. Distinguished levels of conceptual strategies within the construct of digital transformation are recognized as “Digital Business Strategy” and “Digital Transformation Strategy”. An empirical study is presented that examines present elements such as a conceptual roadmap, task teams, and an overall description of a formal initiative towards digital transformation, as well as how these elements are interpreted and understood by leaders within the organization. The analysis consists of a comparison between the presented literature and the empirical findings. This is viewed through the lens of the research objectives in order to show commonalities and differences between the literature and the case company, and to corroborate findings. Most prominent is the absence of a digital business strategy at the case company in contrast to the expressed necessity for one in the literature. In a presented discussion, strategy as a linkage between business value and digital transformation is argued to be direct through a digital business strategy. The answer to the stated research question is that digital transformation and strategy formulation can not be understood as a linear, but rather an iterative and evolving process involving building an absorptive capacity, assessing maturity, formulating a digital business strategy, and creating a roadmap and a digital transformation strategy that support the digital business strategy and the maturity level. Conclusively, the findings of this report are corroborated by each other but lack empirical evidence as to the meaning of being successful and valuable manufacturing business in the setting of the fourth industrial revolution is yet unknown. However, practitioners are encouraged to employ a conscious business model perspective, while researchers are discouraged of thinking about digital transformation as a linear and sequential process.
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Pretorius, Daniel Arnoldus. "Factors that affect digital transformation in the telecommunication industry." Thesis, Cape Peninsula University of Technology, 2019. http://hdl.handle.net/20.500.11838/3023.
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Thesis (MTech (Business Information Systems))--Cape Peninsula University of Technology, 2019The internet, mobile communication, social media, and other digital services have integrated so much into our daily lives and businesses alike. Companies facing digital transformation experience this as exceptionally challenging. While there are several studies that state the importance of digital transformation and how it influences current and future businesses, there is little academic literature available on factors that affect the success or failure of digital transformation in companies. It is unclear what factors affect digital transformation in an established telecommunications company. The aim of this study was therefore to explore the factors that affect digital transformation in a telecommunications company in South Africa, and to what extent. One primary research question was posed, namely: “What factors affect digital transformation in a telecommunications company in South Africa?” To answer the question, a study was conducted at a telecommunications company in South Africa. The researcher adopted a subjective ontological and interpretivist epistemological stance, as the data collected from the participants’ perspective were interpreted to make claims about the truth, and because there are many ways of looking at the phenomena. An inductive approach was selected to enable the researcher to gain in-depth insight into the views and perspective of factors that influence digital transformation in the specific company. The explorative research strategy was used to gain an understanding of the underlying views, reasons, opinions, and thoughts of the 15 participants by means of semi-structured interviews. The participants were made aware that they do not have to answer any question if they are uncomfortable, and they could withdraw their answers at any time. The data collected were transcribed, summarised, and categorised to provide a clear understanding of the data. For this study, 36 findings were identified. From this research, it was inter alia concluded that successful digital transformation of companies depends on how Management drives digital transformation, and the benefits of new digital technologies should be carefully considered when planning to implement digital transformation.
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Elvin, Nicklas, and Frida Nilsson. "Barriärer för digital transformation : En kvalitativ fallstudie i försäkringsbranschen." Thesis, Umeå universitet, Institutionen för informatik, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-171106.
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The entry of information technology into our homes and workplaces has changed our way of life. Technologies such as the Internet of Things and Artificial Intelligence are increasingly being used by companies today as means to create new smart services. Digital transformation is happening here and now across many industries. A digital transformation involves a major change in the company and its business model with the aim of creating value. Due to the extensive nature of the digital transformation, there are good incentives to thoroughly investigate existing barriers before a change work can begin. Many studies have been conducted aimed at examining barriers to digital development in, for example, the production industry, but few studies have been conducted aimed at examining barriers within the service sector. This study aims to investigate the barriers that can hamper a digital transformation of an insurance company. In order to answer this research question, a case study was conducted with five semi-structured interviews with informants at an insurance company. The results show that several different barriers exist, most of which can be linked to technical, environmental, organizational and cultural barriers.
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Bomark, Sara. "RESHAPING PUBLIC SECTOR HEALTHCARE : Creating conditions for digital transformation." Thesis, Umeå universitet, Institutionen för informatik, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-160939.
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The public sector healthcare system is facing challenges of demographical changes. The solution of digitalization is expected to decrease costs and increase efficiency. Digitalization is the collective concept of differing and interrelated phenomena which are rearranging traditional market conditions and causing a turbulent and competitive environment. In response to these impacts, organizations seek organizational change through digital transformation. IS researchers has contributed with limited findings of digital transformation within the public sector healthcare. This thesis investigates organizational response towards digitalization and conditions of digital transformation through a case study within public sector healthcare in Sweden. The study successfully identifies external tensions of digitalization which underlie the reorganization and internal tensions which motivates progress towards digital transformation.
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Cheng, Zhi. "Digital Citizenship: The Role of Information, Automation, and Transformation." Diss., Temple University Libraries, 2019. http://cdm16002.contentdm.oclc.org/cdm/ref/collection/p245801coll10/id/586897.
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Business Administration/Management Information SystemsPh.D.
Digitization has fundamentally changed businesses, segments of society, and individuals’ life. There are two changing perspectives in the history of digital transformation. One is the expanding boundary of digitization, from a transformation within organizations, through innovations in interactions among businesses and customers, to societal changes at large. The other is the shifting focus of digitization, from digitizing production and delivery of goods and services, to digitizing all aspects of everyday life. However, extant research in digitization has not paid much attention to its impacts beyond the organizational boundary and the business relationships, and often adopted a technology-deterministic view of digitization. In this dissertation, I propose the notion, “digital citizenship”, to reexamine the nature and impact of digitization from a human-centric perspective and embed digitization in a broader social context. To elaborate on the notion of digital citizenship, I study the informative, automate, and transformative roles of digitization, and why and how various types of digitization enhance overall welfare for all parties of digital citizens. These three studies, presented as separate essays herein, i) evaluate the effectiveness of Intelligent Transportation Systems adopted by local governments transforming urban traffic management, ii) explore enhancing drivers’ traffic safety effort due to the deterrent potential of automated surveillance technology on the road, and iii) examine the mechanisms of information provision on customers decision making on churn and the implications for firms on the challenge of digital channel attribution. In regard to each, I discuss the relevant theory, the methodology, data sources, results, and implications. I conclude by highlighting the contributions of my work, and possible avenues for future research.
Temple University--Theses