Change Management Approach Research Articles

TRANSFORMASI DIGITAL DAN PENGARUHNYA TERHADAP BUDAYA ORGANISASI: TINJAUAN LITERATUR SISTEMATIS

Digital transformation has become a global phenomenon reshaping how organizations in Indonesia operate and compete. This study aims to analyze the impact of digital transformation on organizational culture through a systematic literature review (SLR), focusing on aspects of collaboration, structural flexibility, resistance to change, and value adaptation. The results indicate that digital transformation enhances collaboration and flexibility within organizations, fostering better cross-departmental communication and responsiveness to market changes. However, resistance to change emerges as a significant challenge, particularly among employees concerned about their roles. Adapting organizational values towards a more open and innovative culture also requires continuous support from leadership. In conclusion, the success of digital transformation depends on a holistic and comprehensive change management approach. This study provides guidance for organizations to design cultural strategies that support the sustainability of digital transformation in Indonesia.

Implementation Challenges of Building Information Modelling (BIM) in Small to Medium-Sized Enterprises (SMEs) Participating in Public Projects in Qatar

This research investigates the implementation challenges of Building Information Modelling (BIM) in Small to Medium-Sized Enterprises (SMEs) participating in public projects, with a focus on the construction industry in Qatar. Through a combination of literature review, surveys, and interviews, the study identifies key obstacles such as interoperability issues, financial constraints, organisational and cultural resistance, and the lack of comprehensive training programs. The literature highlights the fragmented nature of construction projects and the potential of BIM to improve efficiency through enhanced data handling and collaboration. However, SMEs often struggle with the high initial costs of software and hardware, as well as the need for extensive training to bridge the skill gap. Interviews with industry professionals reveal that while mandatory BIM integration in public projects drives adoption, it also exacerbates these challenges for SMEs, which may lack the necessary resources and expertise. Survey findings indicate that contractors frequently encounter issues with understanding and implementing BIM and meeting the government body standards, suggesting a need for better training and support. The study also emphasises the importance of strategic incremental adoption, where SMEs gradually integrate BIM into their processes, starting with low-level implementation in privately funded projects. The research concludes that while BIM offers significant benefits for the construction industry, its successful adoption requires targeted support for SMEs. This includes financial incentives, improved interoperability standards, comprehensive training programs, and strategic change management approaches. Addressing these challenges will enable SMEs to fully leverage BIM's potential, enhancing project efficiency and competitiveness in the construction sector.

Embracing AI in Change Management

Abstract: This article discusses how organizations can leverage artificial intelligence (AI) to support rather than hinder change management efforts amid technological transformation. It first establishes a research foundation on common sources of resistance to change, such as job insecurity, lack of understanding, and lack of involvement. The article then presents examples of how AI can augment traditional change management approaches to systematically address each resistance factor. Specifically, AI enhances two-way communication through personalized outreach and question answering. It also enables immersive, dynamic training solutions for ubiquitous, experiential skill development. AI fosters wider participation and feedback while monitoring employee well-being and performance. By addressing causes of resistance at each stage, AI strengthens critical aspects of communication, education, participation, and support to build understanding of changes rather than apathy. The article argues leaders who view AI as an ally in change management will empower their workforce through disruption.

Strategies and Best Practices for Implementing Green Campus: A Change Management Reviews

The implementation of a green campus is a crucial effort to support environmental sustainability and reduce the carbon footprint of educational institutions. This journal aims to identify strategies and best practices for implementing a green campus using a change management approach. The method used in this study is a literature review, where various scientific articles, reports, and related documents are analyzed to gain a comprehensive understanding of the topic. The results of this study show that the success of green campus implementation depends on several key factors, including the involvement of all stakeholders, management commitment, the provision of adequate resources, and continuous education and training for all campus community members. Additionally, the application of environmentally friendly technologies, energy efficiency improvements, and effective waste management are also essential elements in green campus strategies. This study concludes that a systematic and well-planned change management approach is vital for achieving long-term sustainability goals. These findings are expected to provide practical guidance for educational institutions in designing and implementing effective green campus initiatives.

AI-Driven Decision Support System Innovations to Empower Higher Education Administration

This study explores the utilization, perceptions, and impacts of Decision Support Systems (DSS) in higher education administration. With a focus on DSS, a cross-sectional survey was conducted among higher education administrators from various institutions. The findings underscore the essential role of DSS in higher education administration, with administrators reporting significant utilization and praising their effectiveness and user-friendliness. The study reveals the positive influence of DSS on strategic planning, enrollment management, resource allocation, and student success initiatives. Moreover, it demonstrates the association between DSS usage and favorable outcomes, including increased efficiency and perceived positive consequences. However, persistent challenges such as data quality issues, privacy concerns, and resistance to change highlight the need for improved data management strategies, ethical considerations, and change management approaches. These findings contribute to the ongoing discourse on the transformative potential of DSS in higher education administration and provide valuable insights for businesses seeking to enhance decision-making, resource allocation, and data-driven initiatives. The innovative integration of AI in DSS for higher education administration represents a paradigm shift in decision-making processes, offering unprecedented opportunities for improvement and innovation.

Effective Change Management Strategies: Lessons Learned from Successful Organizational Transformations

The study looks into successful organizational transformations' effective change management techniques to extract important lessons for directing following change projects. The study uses a qualitative methodology to examine several case studies and secondary data sources to find recurring themes and patterns in various transformation scenarios. Key conclusions emphasize how crucial it is for change initiatives to be driven by strategy alignment, stakeholder participation, adaptive leadership, effective communication, and ongoing evaluation. The policy implications highlight the need to develop leadership skills, support regulatory frameworks that encourage evidence-based change management approaches, and cultivate organizational cultures that are open to change. Organizations may handle complexity, spur innovation, and achieve sustainable growth in the face of uncertainty and change by incorporating these findings into their change management strategies. This study offers insightful advice for practitioners and policymakers looking to improve their capacity for change and prosper in today's fast-paced business environment.

Overcoming barriers to circularity for internal ICT management in organizations: A change management approach

Circularity-conscious management of information and communications technology (ICT) owned by organizations is important to achieving a circular economy. However, changes in organizational management toward circularity has been met with multiple challenges. This study uses 11 semi-structured interviews with on-the-ground ICT decision-makers in organizations to determine what barriers prevent the development and implementation of circularity-related changes in organizational ICT management. We identified 13 barriers relating to information and knowledge transfer, access to circular equipment, finances and contracts, and prioritization over circularity. Barrier-based interventions were further structured by Lewin's 3-step change management model – unfreeze, change, refreeze – highlighting the role of information access, relationships with contracted partners, and internal accountability and priority structures. These results bridge a currently underdeveloped link between circularity and management research as well as provide policy makers, researchers, and ICT managers insight on facilitating ICT's impactful role in society's transition to circularity.

Crisis management competencies needed in a hospital setting during the COVID-19 pandemic: A qualitative study of nurse leaders.

To describe the crisis management competencies needed in a hospital setting during the COVID-19 pandemic from the perspective of nurse leaders. The COVID-19 pandemic generated many challenges for nurse leaders in hospitals, and management competencies are highlighted. However, there is little evidence available about nurse leaders' perceptions of the crisis management competencies needed in such situations. A qualitative, descriptive, semi-structured interview study of nurse leaders (n = 20) was conducted between June and October 2021 in one Finnish central hospital. The data were analysed using inductive content analysis. The analysis yielded five main categories of crisis management competencies needed in a hospital setting during the pandemic: interactive communication competence, psychological resource management competence, systematic and proactive organising competence, active networking abilities and practices and change management approach in crisis management. Nurse leaders need new and different crisis management competencies in hospital organisations. The COVID-19 pandemic changed the working culture of nurse leaders, as they faced challenges that needed knowledge and skills beyond their previous management competence. Additional training for nurse leaders in crisis management is needed. This training should reflect the competencies identified as necessary in crisis situations so that nurse leaders will be able to manage crisis situations effectively in future. The Consolidated Criteria for Reporting Qualitative Research (COREQ) checklist was used in reporting the findings. No patient or public contribution.

Barriers to successful change management

Change management plays a crucial role in an organisation’s ability to adapt and thrive in today’s ever-evolving and fast-changing technologically enabled business landscape. Many organisations continue to struggle with effective change management, resulting in failed projects and missed opportunities for growth and development. This paper analyses the reasons why organisations frequently falter in change management efforts and provides insights into overcoming these barriers. The paper identifies a host of significant barriers to effective and successful change management. Each barrier is discussed in detail, explaining the negative effect it can have on change initiatives. Among these barriers are the lack of change management role accountability, a culture where change management is not embraced at all levels, a lack of change champions and leadership support, resistance to change, limited employee involvement, inadequate and poorly designed communications and a failure to properly integrate change management with other complementary approaches. The paper provides practical recommendations to overcome these barriers. It emphasises the crucial role of leadership in championing the change, communicating the vision and actively involving employees in the change process. It underscores the importance of a well-crafted, clear and consistent communication that can help build trust, ensure buy-in and reduce resistance. The paper also highlights the need for robust integration of change management with other complementary approaches. Furthermore, the paper underscores the significance of a centralised change management approach, incorporating tools, best practices and standardised change management practices, and setting realistic expectations to sustain change efforts over time. It stresses the need for organisations to provide the necessary resources, authority and support to staff to effectively fulfil their change management roles. In conclusion, this paper provides insights into overcoming the main barriers to successful change implementation. By implementing the suggested strategies, organisations can enhance their change management capabilities and increase their adaptability, thereby ensuring long-term success in a rapidly changing business landscape.

The Development of Leadership Communities of Practice: Utilizing the ADKAR Framework.

This paper introduces the concept of leadership communities of practice (COP) as a strategy to enhance succession planning and leadership development within the Canadian healthcare context. Drawing upon Prosci's ADKAR methodology as a foundational change management framework, this paper explores the adaptation of COP, originally developed by Lave and Wenger in 1991, to foster collaborative learning. While COP have a long history in business and education sectors, their formal integration into healthcare, specifically leadership development is relatively recent. This paper highlights the necessity of a robust change management approach to effectively introduce COP as a mechanism to enhance leadership development in healthcare settings, highlighting their potential to facilitate knowledge exchange and support social learning among healthcare leaders.

Concepts and features of business scaling in the conditions of modern challenges

The article considered scientific approaches to the interpretation of the concept of «business scaling», reflecting its various aspects. It is noted that business scaling is a strategy because it requires certain coordinated actions and is implemented when the company is ready for scaling. It is determined that it can be aimed at achieving the following goals: increasing profits, capturing the market, gaining access to investments and expanding financing, developing technologies, ensuring competitiveness, improving the image, increasing the rating and influence of the company, increasing brand awareness, etc. It is noted that the main measures to achieve these scaling goals are quantitative and (or) qualitative changes in the functioning of the company. The author's definition of this term is formulated as a flexible, agile, quickly adaptive strategy with constant improvement of business processes to achieve strategic goals. The main features of such a strategy in the conditions of modern challenges have been revealed: the increase in the scale of business does not affect costs in the same way; the increase in income occurs faster than the increase in expenses, which ensures an increase in profit, but in the first stages of the implementation of this strategy, you can face an increase in expenses without an increase in income; scaling creates additional business risks, which leads to increased costs and requires increased control over business processes, etc. The components of this strategy are determined: a high-quality and mature product, the demand for which significantly exceeds the supply, sufficient margin for all participants, reliable partners, and a clear business model based on the optimization of internal and external business processes. It is noted that the basis of effective scaling is: the introduction of innovations; improvement of the marketing component; systematic and qualitative analysis of markets, company potential and expansion opportunities. It was established that such a strategy requires: the creation of an effective and optimal organizational structure; communication systems; changes in management approaches; motivation and synchronization of the work of the project team; involvement of business development specialists; delegation of powers and management functions. It was found that business scaling in the face of modern challenges is not only a source of its growth, but thanks to the flexibility, maneuverability, and quick adaptation of this strategy, it is also a guarantee of protecting the company from adverse changes. Even if the project (business) is local, a successfully found niche will make it possible to make it large-scale.

Impact of the COVID-19 pandemic on an aviation company: change management approach

Impact of the COVID-19 pandemic on an aviation company: change management approach

Participatory approach and Nature-based Solutions (NbS) as resilience and revitalization strategies in watersheds

In the face of climate change, adopting participatory, integrative, and systemic management approaches capable of regulating hydrological, ecosystemic, and social interactions and redefining urban and rural planning, transitioning from the municipal scale to a micro and sub-basin approach, is crucial to ensure water security and resilience to extreme weather events. The revitalization of watersheds through adaptive management of natural resources, is fundamental because it allows for environmental recovery and conservation, the provision of ecosystem services and water resources for multiple uses. This work aimed to present proposals for the watershed of the Jaú River, São Paulo/BR. In 2022, the city of Jaú was hit by an unprecedented flood, which made it clear the mistakes made in urbanization, especially those related to the occupation of the floodplain by roads and buildings. Through a participatory methodology, with the support of the Tietê-Jacaré Watershed Committee and the involvement of municipalities, the productive sector, and civil society organizations, guidelines were defined to mitigate impacts and prevent new occurrences. Considering that the Jaú River is an important source of public water supply, providing water for more than 57 thousand people, the proposed actions are based on principles of nature-based solutions aiming to maintain the natural properties of riverbeds, maximize permeability, recover riparian forests along watercourses, and ensure appropriate land use and conservation practices..

Co-design of an integrated home-based primary care model for older adults living with frailty in Ontario, Canada

Background: The demand for home care is predicted to increase with increasing senior population and the aging-at-home phenomenon. Countries world-wide are preparing for this growing demand by making changes to their health care and social care systems. This change is much needed given that, globally, evidence shows that seniors are experiencing fragmented care particularly when they are living with frailty. To address this problem, the Central West Ontario Health Team in Canada is creating an integrated home-based primary care model for individuals 65+ who are living with frailty. At the ICIC23 Conference, I plan to share our research findings, design of the program, learnings from every phase of our co-design and change management approach, and findings from the evaluation of the pilot program. 
 Methods: The program is being co-designed (using Experienced Based Co-Design) in collaboration with patients, caregivers, primary care, hospitals, the municipality, mental health organizations, social workers, home and community care, and other community groups. To date, the co-design team has worked together in partnership to share experiences, segment the population, conduct an environmental scan of documents, and conduct quantitative and qualitative research. First, the team performed descriptive data analysis of hospitalization and community data, and then, three separate focus groups were held with local organizations, service providers, and patients and caregivers (n=60). The data that emerged from the focus groups was then thematically analyzed. The co-design team is now finalizing the program as it is set to be piloted in January 2023, at which point, the program will be evaluated (on measures such as emergency department (ED) diversion and patient experience), updated, and scaled up appropriately.
 Results: Research showed that 80% of Alternate-Level-of-Care days in the Region are among those who are 65+. A cohort of the older adult population are also high users of the ED who are being discharged home each time. Reported reasons for high ED use include isolation, confusion about the health care system, caregiver burnout, and not receiving proper care in the community in a timely manner. Our research also identified frail older adults to be particularly vulnerable. The program I will describe in the presentation will aim to address these issues. It is novel to Ontario, Canada, and will consist of a screening process to identify “at risk” older adults presenting to the ED, a comprehensive assessment, and ongoing access to an intraprofessional team (consisting of physicians, nurses, physiotherapists, nutritionists, pharmacists, and mental health professionals) that will work together on a shared care plan for each patient. All the tools are being adapted to meet a multi-faceted definition of frailty as well as local needs given that the Central West Region is one of the most ethnically diverse regions in the province. By co-designing, the aim is to implement an integrated program that matches the preferences of patients and their family-members and caregivers.
 Discussion: The learnings will be helpful to the many groups world-wide who are also planning on creating integrated co-designed primary-care based programs for diverse older adults experiencing frailty.

#NavigatingHealth - Building a Global Movement Empowering Patients to Navigate Health Systems

Background: Whilst health reports talk about health systems shifts from reactive “one size fits all” to proactive personalised health care, the current reality is that health systems are challenging for patients and carers to navigate. Patients frequently experience gaps and barriers in healthcare. We talk about patient-centred care, but we do not have patient centred systems. The challenges are not new and patient navigation was extensively research by Professor Harold Freeman in the US over 30 years ago. 
 Audience: This presentation is for a multidisciplinary audience of patients, health professionals, policy managers and politicians focused on enabling patient-centred at a systems level. 
 Who did you involve and engage with? What was the approach and process undertaken? 
 Patients, professionals and policy makers in Australia and globally have been involved in what started as a national Community of Practice in Australia “Mind the Gap: #NavigatingHealth”. 
 The approach was tested for audience interest with a series of two webinars in September 2021 to set the scene of navigating health across a life journey of patient and provider experiences with a solutions focused approach on how to tackle the many challenges.
 Following the success and interest of the webinars and as part of a focused advocacy and change management approach we developed a bimonthly Community of Practice. This is open to all those in Australia. Our focus in the first year was to make visible the many solutions being developed to support patients and to develop an engaged participatory community and build connection. 
 Further to the success in the first year, we have now expanded the approach at a global level running our first global webinar in November 2022 with speakers from Australia, the United States of America, Canada and the United Kingdom providing a connected approach across a life journey. This included lived experience of patients as well as presentations from non-governmental, medical and government organisations interweaving micro, meso and macro approaches (for example included American Cancer Society, NHS England). 
 What is the learning for the international audience? Problems that patients face navigating health systems in countries are common and consistent. Collaborating across disease and functional areas both within and across countries allows the opportunity to take a “big-picture” view to take a systems focused approach. This allows the solutions being developed to be coalesced at a systems level, remove duplication and leverage resources to benefit both patients, providers and policy makers to focus on a person-centred value-based healthcare approach across a life journey. 
 What are the next steps? Our next steps are to consolidate the learnings and scale. Whilst our initial focus has been high income countries we will be expanding the approach in 2023 to low and middle income countries using the same methodology.

Structural reforms in action - Singapore's population health journey and the structural changes at the national and local level

Summary: This workshop explores the challenges and opportunities for health systems in transition using Singapore as a case study to explore:
 
 a) How the health system is shifting towards a population approach
 b) Change management and implementation approaches required at the macro, meso and micro level
 
 Background: Confronted with the challenges of an ageing population, rising prevalence of chronic diseases, and increasing healthcare costs – Singapore’s Ministry of Health has embarked on “Healthier SG”, an ambitious health transformation strategy which aims to shift the system to a population health approach and place a stronger focus on preventive health. Healthier SG is a multi-year healthcare transformation journey which will be launched in the second half of 2023, with the commencement of a national enrolment programme for residents, to a primary care physician of their choice. Key enablers such as financing shift towards capitation will also be implemented gradually, along the with building of a strong digital data background and relevant supporting IT architecture. 
 Objectives:
 1.Introduce Singapore’s “Healthier SG” strategy, a primary care and community-centric movement to bring key stakeholders across public and private healthcare providers, and community care partners, to better enable Singaporeans to take charge of their health. 
 2.Share on a range of Singapore’s population health strategies, including child and maternal health, promoting a healthy lifestyle, enhancing personal mental health, and supporting well-being and care planning for our elderly population. 
 3.Through the sharing, understand the process and journey for countries and health systems undergoing similar transformation journeys, and be able to describe and discuss the structural changes that are happening at the national and local levels.
 4.Discuss and explore the enablers, challenges and opportunities for structural reforms in this case study, using the selected Pillars of Integrated Care as a reference
 
 Target Audience: Policy makers, health sector decision makers, health managers, health authorities, health and social care professionals, researchers, academia, health experts, and the staff working on implementation, digitalization and/or evaluation of integrated care.
 Session Format:
 Time
 10 minsIntroduce Singapore’s “Healthier SG” population health strategy and plans
 15 minsHighlight the opportunities, challenges and structural changes happening at (a) national, (b) local, and (c) primary care levels
 40 minsModerated group discussion, using the selected Pillars of Integrated Care as reference, for 4 groups
 10 minsRead back on group discussion and insightsPlenary style read-back by groups, facilitated by group leads
 15 minsDiscussion and Round Up, facilitated by workshop lead
 Group discussions will be guided and facilitated by the workshop speakers, and attendees will be encouraged to contribute and participate actively in the group discussions. Flipcharts and post-its will be used to facilitate the group discussions.
 Key Learnings / Takeaways
 1.Gain knowledge about how other countries are progressing with their integrated care, people-centred care and population health journeys
 2.Understand and appreciate the importance of the local context and cultural considerations for countries and health systems undergoing transformation and structural changes
 

Управління підприємствами: виклики воєнного часу

Full-scale invasion of the Russian federation on the territory of Ukraine has significantly changed operating conditions of Ukrainian enterprises, forcing management to look for new ways to organize business-processes. Methods of enterprise management used in pre-crisis period no longer can guarantee stable functioning of a company. Therefore, there is a need to develop new approaches that correspond to the actual conditions. This research aims to identify the factors influencing the management system at Ukrainian enterprises, and tools used by the management of Ukrainian enterprises to ensure effective work in the conditions of martial law. Methods of generalization, analysis and syn­thesis, comparison, scientific abstraction and systematization were applied in process of research. In this research changes in the operating conditions of enterprises in Ukraine under the influence of the factors of the systemic crisis caused by the state of war, the nature and level of losses from their consequences were studied. The difficulties faced by Ukrainian enterprises in the conditions of martial law and the factors that provoke them were determined. The methods used to ensure the stability of enterprises in a crisis state were defined. As a result it was concluded that in order to overcome the systemic negative issues caused by the martial law, it is necessary to change management approaches at enterprises. The priority directions of such changes should be the implementation of new technologies, the deve­lopment of new management structures, and the focus on deepening interaction with personnel.

Implementing Systemwide Physician Change Management in an Integrated Health Care Setting: Improving Physician Participation in an Advanced Care at Home Model.

Advanced Care at Home is a clinical model that delivers hospital-level care in a patient's home. This model of care has been studied for decades, but there have been difficulties scaling the model to a higher census because of poor physician participation. Kaiser Permanente at Home, an Advanced Care at Home model created by Kaiser Permanente Northwest, was able to quickly increase its patient census by using several different change management interventions. The aim of this study was to describe the specific physician change management interventions used and to determine their relative impacts on physician participation with Kaiser Permanente at Home. This study used a retrospective qualitative approach. Hospitalist and emergency department (ED) physicians completed an online survey in December 2021. This was followed by focused, one-on-one interviews that were held in February 2022. Content analysis was performed using a general inductive approach to identify core themes. Of 78 ED and 79 hospitalist physicians recruited, 35% submitted responses. Of these respondents, 16 (29%) were ED physicians, and 39 (61%) were hospitalist physicians. Of these respondents, 90% rated Kaiser Permanente at Home favorably over the course of a year. More than 90% of respondents rated a combination of multiple approaches as impactful, but respondents overwhelmingly noted that physician-to-physician engagement was the most important (51%). In the development of the Kaiser Permanente at Home, physicians highlighted that a multifactorial change management approach centered on peer-to-peer engagement had the most substantial effect on their participation, a process that could extend up to a year.

Artificial intelligence, chatbots and ChatGPT in healthcare—narrative review of historical evolution, current application, and change management approach to increase adoption

Artificial intelligence, chatbots and ChatGPT in healthcare—narrative review of historical evolution, current application, and change management approach to increase adoption

Transforming Organizational Development with AI: Navigating Change and Innovation for Success

Effective change management emerges as a deciding element for an organization's survival and success in the changing terrain of today's fiercely competitive business climate. The variety of change management theories and approaches that are currently available, however, paints a complicated picture that is plagued by inconsistencies, a lack of strong empirical support, and unproven assumptions about contemporary organizational dynamics. This essay seeks to set the basis for a fresh paradigm for effective change administration by critically analyzing popular change management ideas. The gap between theory and practice is addressed in the paper, which concludes with suggestions for more research. In parallel, artificial intelligence (AI) has made incredible progress, giving rise to computers that mimic human autonomy and cognition. Industry-wide excitement has been sparked by the enthusiasm among academics, executives, and the general public, which has resulted in significant investments in utilizing AI's potential through creative business models. However, the lack of thorough academic guidance forces managers to struggle with AI integration issues, increasing the risk of project failure. An in-depth analysis of AI's complexities and its function as a spark for revolutionary business model innovation is provided in this article. A thorough literature assessment, which involves sifting through a sizable library of published works, combines up-to-date information on how AI is affecting the development of new business models. The findings come together to form a roadmap for seamless AI integration that includes four steps: understanding the fundamentals of AI and the skills needed for digital transformation, understanding current business models and their innovation potential, nurturing key proficiencies for AI assimilation, and gaining organizational acceptance while developing internal competencies. This article combines the fields of organizational change management and AI-driven business model innovation with ease, providing a thorough explanation to assist businesses in undergoing a successful transformation and innovation. These disciplines' confluence offers a practical vantage point for successfully adapting to, thriving in, and profiting within a dynamic business environment. Artificial intelligence (AI), a massively disruptive force that is altering international businesses, is at the vanguard of this revolution. The ability of AI to make decisions automatically, based on data analysis and observation, opens up hitherto untapped possibilities for value creation and competitive dominance, with broad consequences spanning several industries. With its quick scaling, ongoing improvement, and self-learning capabilities, this evolutionary invention functions as an agile capital-labor hybrid. Significantly, AI's architecture serves as the cornerstone for data-driven decision support by deftly sifting through large and complicated datasets to extract insights. Thus, the symbiotic marriage of organizational change management and AI-driven business model innovation gives a thorough narrative, directing businesses towards not just surviving, but thriving in an ever-evolving business environment. It is underlined how business models (BMs) interact with technology to affect how well business’s function, underlining the need of taking BMs into account while using AI. Business model innovation (BMI) that AI unlocks may improve goods, streamline processes, and save costs. However, there is a void between technological improvements and their operationalization via BMs. Successful AI integration depends on a well-structured BM, which promotes agility and makes the most of technological resources. BMI is accelerated by AI, which reshapes sectors via innovation. Although interest in AI is high, strategic, cultural, and technological constraints sometimes prevent large investments from producing positive economic results. To fully utilize AI's capabilities, structured BMs are required. Despite an increase in research, there is still little cohesive information about the business uses of AI. In an effort to close this gap, we examine implementation-related AI problems. Analyzing AI-driven BM transformation and risk management is aided by a study on BMI and digital transformation at the same time. The purpose of this study is to further our understanding of AI-driven business model innovation and to provide a useful framework to help practitioners navigate the potential and difficulties of AI implementation. The suggested roadmap aims to identify current knowledge gaps and future research initiatives.