Digital Transformation of Military Organisations

In our digital age, the effects of digital transformation, the scope and speed of current changes, and the emergence of digital technologies have led to a radical transformation of workplaces, resulting in a reduction of demand for employees carrying out routine, manual tasks, while evokes a need for digitally-skilled employees emphasising the importance of digital and soft skills for business growth. Organisations need to equip their employees with different types of skills to achieve organisational goals in order to benefit from investments in digital technologies. While practitioners and academics are increasingly focusing on the importance of the human factor of digital transformation processes, there is limited knowledge about the impacts of digital transformation on the digital skills of the employee and how organisations can guide employees through the digital transformation journey, yet. This study provides an important insight into a specific country's context, which has not been sufficiently examined. This paper aims 1) to investigate how the digital transformation has changed the demand for human workforce (Q1a) and the challenge in the lack of digital skills (Q1b) and 2) to examine the importance of soft skills as an impact of digital transformation (Q2). The target group of the research is the managers and white collar workers of Hungarian manufacturing companies. The data collection was in spring 2021. Descriptive statistics and relationship analyses (Cramer's V and Kendall's Tau) were used to analyse the collected data (n=489). The research investigates an important social-digital phenomena determining how digital transformation arises significant demands on digital and soft skills. Results indicate that digital and soft skills such as critical thinking, complex problem solving, adaptability, resilience and creativity are essential to successfully exploit the digital transformation. The result can add value and stimulate new research on digital and soft skills and provide a useful benchmark for other countries.

Introduction. Digital leadership must have the ability to adapt to changes in the technological environment. The rapid development of technology demands adjustments to changes that run quickly so that organizational goals can still be achieved. Digital leadership must be formed with the mindset and ability to solve problems and the ability to maintain relationships between members and between teams. This study aims to determine how digital leadership improves digital transformation in university organizational by analyzing student opinions. Study participants and methods. The present quantitative descriptive study samples were students from five faculty in Universitas Terbuka using purposive sampling. The data were gathered from a structured questionnaire survey of 403 respondents. The factor analysis was applied to bring out the Digital Leadership and Digital Transformation variables representing the attributes, and later, the causality between these variables was established using structural equation modelling (SEM). Results. The confirmatory factor analysis has shown that digital leadership was constructed by eight factors, namely digital literacy (0.740), digital vision (0.801), defence (0.820), presence (0.836), communication (0.849), adaptability (0.801), self-awareness (0.783), and cultural awareness (0.760). Digital transformation comprises five factors: strategy and governance (0.343), curriculum and method (0.447), assessment (0.478), self support and development (0.427), infrastructure and resources (0.461). Empirically, digital leadership significantly influences the digital transformation in university organizational with a coefficient value of 0.507 and an R square value of 0.325. Leaders with digital leadership are able to adapt to the rapid development of technology and changes in organizational behaviour. Digital leadership enables leaders to direct, lead and evaluate an organization's digital transformation process. Practical significance. This study examined the influence of Digital Leadership on Digital Transformation. Digital leadership is innovative leadership that supports the implementation of digital transformation in organizational culture to increase the university's competitive advantage. University leaders must have digital leadership skills, including digital literacy, digital vision, defence, presence, communication, adaptability, self-awareness, and cultural awareness. This capability is used by university leaders to execute all problems encountered in the digital transformation process. Finally, the next research recommendation is to provide a digital leadership module for university leaders. Future digital leadership research should also be linked to emotions, followers, gender, and organizational culture.

The digital wave, represented by new technologies such as big data, IoT, and artificial intelligence, is sweeping the globe, driving all industries toward digitalization and intelligent transformation. Digital twins are becoming an indispensable opportunity for new infrastructure initiatives. As geotechnical engineering constitutes a critical component of new infrastructure, its corresponding digital transformation is essential to align with these initiatives. However, due to the difficulty of modeling, the demand for computing resources, interdisciplinary integration, and other issues, current digital twin applications in geotechnical engineering remain in their nascent stage. This paper delineates the developmental status of geotechnical digital twin technology in China, and it focuses on the advantages and disadvantages of digital twins in five application fields, identifying key challenges, including intelligent sensing and interconnectivity of multi-source heterogeneous physical entities, integrated sharing of 3D geological models and structural models, unified platforms for lifecycle information management, standardization of digital twin data protocols, and theoretical frameworks for digital twin modeling. Furthermore, this study systematically expounds future research priorities across four dimensions: intelligent sensing and interoperability technologies for geotechnical engineering; knowledge graph development and model-based systems engineering; integrated digital twin entity technologies combining 3D geological bodies with engineering structures; and precision enhancement, temporal extension, and spatial expansion of geotechnical digital twins. This paper systematically reviews the application status of digital twin technology in geotechnical engineering for the first time, reveals the common technical challenges in cross-domain implementation, and proposes a theoretical framework for digital twin accuracy improvement and spatiotemporal expansion for geotechnical engineering characteristics, which fills the knowledge gap in the adaptability of existing research in professional fields. These insights aim to provide references for advancing digitalization, intelligent transformation, and sustainable development of geotechnical engineering.

Introduction: Digital transformation, as the implementation of information technologies, is increasingly embraced among voluntary sports organizations, including sports federations and clubs (Thompson et al., 2024). These organizations are central pillars of organized sports in Switzerland, playing a critical role in fulfilling the socio-political functions of sports, such as promoting public health, social integration, and civic engagement (Nagel et al., 2020). Despite the increasing adoption of digital technologies, little is known about the drivers, promoting factors, and forms of digital transformation in these organizations (Ehnold et al., 2021; Merten et al., 2022). Furthermore, it remains unclear whether digital transformation helps to effectively address common challenges of voluntary sports organizations, such as recruiting and retaining members and volunteers. Therefore, this review aims to analyse the existing research on digital transformation in voluntary sports organizations to reconcile current approaches in the field of sport management research and identify research gaps. Methods: A scoping review methodology is employed to explore the current evidence and highlight knowledge gaps regarding digital transformation in voluntary sports organizations. Scoping reviews are particularly suited for this purpose, as they allow the scope of diverse research approaches (Arksey & O’Malley, 2005). Results: While final results are pending, preliminary findings indicate that digital transformation in voluntary sports organizations is driven by external pressures (e.g., mandates from umbrella federations) and internal evaluations of its benefits, such as improved service quality and operational efficiency. The most adopted tools support communication, data management, and administration, while tools affecting sports practices remain underutilized. Key promoting factors include access to organizational capacity, digital transformation strategies, leadership commitment, and digital literacy. Regarding the consequences, digital transformation enhances organizational efficiency primarily through standardization, while challenges appear regarding initial costs and information technology skills. Discussion/Conclusion: Detailed results will be presented at the conference. This review clarifies the multi-level drivers, enabling factors, forms, and consequences of digital transformation in voluntary sports organizations. The findings provide a conceptual foundation for future research in sport management, addressing both practical applications and theoretical advancements.

Digital transformation is reshaping the oil and gas industry, driving efficiency improvements and cost reductions across its operational landscape. This paper explores the profound impact of digital technologies such as automation, IoT, big data analytics, AI, and machine learning. These technologies optimize exploration, drilling, production, and maintenance processes by enabling real-time monitoring, predictive maintenance, and data-driven decision-making. Key benefits include enhanced operational efficiency through streamlined processes, reduced downtime, and optimized resource utilization. Digital twins and AI-driven analytics are pivotal in prolonging asset lifespan, improving safety protocols, minimizing operational risks, and enhancing overall productivity. Despite these advancements, legacy infrastructure, cybersecurity risks, and organizational resistance pose significant hurdles. However, overcoming these challenges presents opportunities for innovation and competitive advantage. Looking ahead, the future of digital transformation in oil and gas lies in emerging technologies like blockchain, AR/VR, and quantum computing, which promise to revolutionize industry practices further. Successful adoption of digital transformation strategies is crucial for companies that navigate market complexities, achieve sustainability goals, and maintain leadership in a rapidly evolving global landscape. Keywords: Digital Transformation, Oil and Gas Industry, Automation, IOT, AI, Predictive Maintenance.

SUMMARY & CONCLUSIONSModel-Based Systems Engineering (MBSE) is a core technology in facilitating the digital transformation initiatives led by industry and defence governing bodies worldwide, where a prerequisite is the development of a "Digital Twin" (DT) of a given system asset. The definition of a DT and the corresponding mathematical and qualitative abstractions have been broadly defined within recent literature, however, in the context of the RAMS domain, a Digital Risk Twin (DRT) that can capture functional dependencies and their relationship to physical failures is necessary to digitally transform the RAMS domain. In this paper we formally introduce the concept of a Digital Availability Twin (DAT) - that will support a feedback loop for operational data to contextualize the dependencies identified by the DRT and enable the tailoring of baseline risk mitigation strategies such as maintenance policies and related sustainment activities, ensuring the required functions for a given set of missions is available for a corresponding asset fleet in an optimal manner and turn, enabling more agile risk mitigation when preparing for a specific mission condition.

Digital transformation has become a critical aspect of modern education, necessitating the development of digital skills among all students, including those with disabilities. Among these, blind students face unique challenges in acquiring the digital competencies needed for academic success and professional integration. This study aimed to enhance the digital transformation skills of blind postgraduate students by evaluating the effectiveness of a cloud-based learning management system, Moodle Cloud. Using a mixed methods approach, we combined descriptive and quasi-experimental designs to assess the impact of the intervention. The sample included 20 blind graduate students from Beni Suef University, equally divided into experimental and control groups. Pre- and post-assessments measured participants’ digital transformation skills through achievement tests and performance evaluations. The findings indicated significant improvements in the experimental group, with higher scores in both the achievement tests and performance assessments compared to the control group. The results suggest that the cloud-based learning management system played a vital role in enhancing digital skills, and no significant differences were found between remote and in-person applications of the intervention. The study emphasizes the importance of incorporating modern digital technologies into the education of blind students, aligning with Egypt’s Vision 2030 plan and ongoing educational reforms.

Biopharma Is Going Digital … Bit by Bit

Building maintainability (BM) is often overlooked within the design process (DP), leading to higher costs and reduced building performance. In Egypt, this challenge is intensified by the limited implementation of Digital Twin (DT) technology, which provides real-time data integration and Insightful forecasts that can enhance BM. However, implementation faces technical, financial, cultural, and regulatory barriers. This study aims to develop a framework for overcoming the challenges of integrating DT technology into DP in Architectural Design Firms (ADFs) in Egypt, to enhance BM, promote sustainability, and drive digital transformation in construction. A mixed-methods research approach was employed, comprising a comprehensive literature review, three case studies evaluating the impact of DT on BM, and an online survey targeting Egyptian ADFs to capture their perceptions and identify key challenges. Findings revealed key BM challenges, including abstract maintainability concepts, short-term design focus, and weak enforcement of building codes, alongside DT challenges, including lack of awareness, limited knowledge sharing, and skill shortages. The proposed framework addresses these barriers, promoting proactive BM, cost efficiency, and improved building performance. This research fills a gap in construction literature by offering a context-specific model for early DT adoption in design, supporting Egypt’s sustainable development and digital transformation objectives.

Digital transformation is a strategic issue for micro, small, and medium enterprises (MSMEs) in the face of the dynamics of an increasingly competitive business environment. This study aims to analyze the influence of digital exploitation capability, strategic agility, and digital skills on transformation performance, as well as test the role of digital skills as a moderation variable in the relationship between digital exploitation capability and transformation performance. This study uses a quantitative approach with the Structural Equation Modeling–Partial Least Squares (SEM-PLS) method. Data was collected through a structured questionnaire from 233 MSME owners in Kendari City. The descriptive results show that the majority of respondents have a high level of education, dominated by women, and are of productive age, which indicates cognitive and adaptive readiness for digital transformation. The findings of the study show that digital exploitation capability, strategic agility, and digital skills play an important role in driving the transformation performance of MSMEs. In addition, digital skills have been proven to strengthen the effectiveness of digital exploitation capabilities in producing more optimal transformational performance. This research provides a theoretical contribution by strengthening the perspective of dynamic capability in the context of MSMEs, as well as practical implications for the development of policies and strategies to improve the digital capabilities of MSMEs in developing regions.

Georgia's agricultural sector possesses vast potential in terms of land resources, biological diversity, and available labor force which can be effectively leveraged to meet the food demands of the population and bolster the export of agricultural products. Furthermore, the innovative advancement of the sector is intricately linked with the adoption of modern information technologies. To enhance the efficiency of the agricultural sector amidst rapidly evolving market needs and regulatory standards, the digitalization of production technologies and management systems plays a pivotal role. However, while the technological aspects of the digital transformation progress, the development of employees' digital skills, the encouragement of collective decision-making, and the instillation of a culture of information technology knowledge all remain crucial components of the process. This paper proposes approaches for constructing a skills model for employees in the agrarian sector, and delineates the requisite skills for employees amid the sector's digitalization. In Georgia's economy, information technologies are rapidly advancing towards establishing a sustainable and secure information and telecommunication infrastructure. This is a direct approach which aims to transform Georgia into not only an advanced digital-agrarian country but also a state with cutting-edge, high-tech production and organization capabilities. Despite the pressing nature of the issue, the digital transformation of the agricultural sector significantly lags behind similar advancements in other industries. One of the key obstacles hindering the digitalization of Georgia's agricultural sector is the low level of information literacy among employees and a shortage of digital skills. A methodological approach is imperative for developing digital competencies among agricultural workers. This approach encompasses defining goals, tasks, and principles, determining educational formats, technologies, and tools, as well as establishing methods for assessing skill development. Consequently, this initiative will help alleviate the shortage of highly skilled personnel in the agricultural sector and address the challenge of fostering economic growth amidst the sector's digitalization. Keywords: Agricultural sector, digitalization, information base, digital competences, information technologies.

The chapter brings a review of literature on primary and secondary data analysing the aspect of digital transformation from the point of view of human resources (HR). It describes the perspective of employees and their digital skills acquisition, as well as the perspective of employers and their readiness for digital transformation. It also introduces barriers to digital skills acquisition. The primary data used in this chapter is presented on a sample of Czech companies and employees in order to illustrate the current situation in this field. The authors concentrate on answers to the following research questions: What digital competencies were identified as those mainly needed for current employees and how they acquire them? What are the main barriers to closing digital skills gaps at work? How has the Covid-19 pandemic changed the requirements for employees' digital skills? The literature review results are supported by global secondary data analysis on demand for skills at the workplace in European countries.

The principal objective of the research is to contribute to the corpus of knowledge on the role of digital transformation in organisations of SMEs, with a particular focus on the manner in which it interacts with leadership styles and affects operational performance. The research aims to provide practical guidance for organisations striving to exploit the benefits of digital transformation while effectively managing human resources and leadership skills. The dissertation is comprised of three research papers; consequently, the body of the summary is structured around the same theme. The research papers can be found in Chapter 5. Organisations can tailor their talent acquisition and recruitment campaigns by understanding the confidence, motivation, and interest of Generation Y and Z economists in connection to AI with the expectations and aspirations of younger professionals, ensuring a more engaged and motivated workforce by prioritising the integration of AI in those areas. The multidisciplinary perspective of these professionals can provide a comprehensive range of perspectives on the ideal approach to digital transportation. Companies can also use the findings to design management development programs that emphasise the leadership styles most conducive to successful digital transformation. This could include management training that proves more effective in driving digital initiatives. Understanding how different leadership styles affect digital transformation can also help companies refine their digital strategies, ensuring that management teams are equipped to lead successful digital transformations. This could lead to more efficient production processes, reduced downtime, and improved productivity. Consulting firms can use the research to advise clients on best practices for digital transformation tailored to their management styles and organisational culture. By understanding how digital transformation mediates the relationship between leadership and operational performance, companies can optimise their leadership practices and digital strategies to achieve better operational outcomes. Leaders can use the results to shape their company’s digital strategy, ensuring that it aligns with the workforce’s expectations and the prospective domains where AI can benefit most. They can then adapt or modify their management approaches to endorse digitalisation efforts, leading to smoother transitions and more effective implementation of new technologies. Leaders can be trained to recognise the critical role that digital transformation plays in operational success, adjusting their leadership styles to support digital initiatives that lead to measurable performance improvements. It is incumbent upon leaders to develop a more profound comprehension of their employees' attitudes towards digitalisation.

In our survey-based research, assessed the opinions of 39 small and medium-sized enterprise (SME) leaders in Hajdú-Bihar County on digitalization, how they evaluate their employees' digital skills, what digital best practices they apply, and how familiar they are with current trends in digital best practices. In the literature review, we touch on the concepts and significance of digitalization and digital transformation, the characteristics and types of best practices, benchmarking as a tool for identifying them, and the steps involved in their implementation. We introduced five currently popular digital best practices: optical character recognition, homomorphic encryption, robotic process automation, intelligent process automation, and blockchain technology. The advantages and impact of these practices on corporate efficiency are highlighted. Based on the results, we reached the following conclusions:The findings show that most Hungarian companies view digitalization as an opportunity, but there are deficiencies in strategic planning and commitment. Although leaders theoretically support technological progress, 93% of companies do not have a developed digital strategy, and leaders also rate employee engagement as low. The resources allocated for digitalization investments are also low, with most companies spending only between 0-10 million HUF. The application of artificial intelligence (AI) technologies is still in its early stages, though there are positive examples. Dissatisfaction is evident regarding employees' digital competencies, particularly in problem-solving and data security. The lack of knowledge of modern digital technologies also hinders innovation. Companies' digital maturity is low, with most having only taken initial steps in this area. Often, the perceived digital intensity of the industry does not reflect reality, which can hinder development.

The resulting dynamics between the pandemic crisis, digital transformation, and sustainability accentuate tensions and contradictions. Resources are needed to keep operations running but invest in technological modernization and maintain employment in a human-friendly organization, such as betting on retraining human capital and automating processes. Technology management in companies is distant from innovation and local sources of knowledge. There are difficulties in access, a lack of infrastructure and skills shortages. Sustainable innovation fights climate change, food security, and poverty alleviation challenges by leveraging digital technologies. As various digital technologies are adopted and deployed across nations, industries, companies, and business processes or social endeavors such as cities, health, or education, there are many more challenges to understanding how sustainability relates to digital transformation, but also many more lessons on how this phenomenon is occurring. The chapters that make up this book raise analyses, discussions, and issues around digital transformation and sustainability; some constraints and opportunities for digitization can be established from the studies, and several research experiences are then highlighted.