Successful Digital Transformation Research Articles

Driving corporate digitization with reliable data through the A3 approach: an Italian case study

PurposePursuing digital transformation is a valuable strategy to attain companies’ operational excellence and sustainable development. However, installing digital technologies and software is insufficient for achieving a successful digital transformation. Equally vital is providing digital solutions with reliable input data, which is a hard task in companies where information is gathered through manual or non-standardized processes. The lack of reliable data prevents technologies and software from operating at their best, hindering their ability to process information and derive correct insights for improvement. To avoid this, companies should embrace structured problem-solving approaches to evaluate current data retrieval processes, identify error sources and formulate countermeasures. This paper aims to provide an empirical study to substantiate A3 as a winning approach for advancing input data acquisition in companies.Design/methodology/approachA case study research is proposed, investigating the application of A3 in an ink manufacturing company, and checking how A3 improves data collection and company performance.FindingsThe case study corroborates A3 as an effective approach, allowing the removal of inefficiencies that previously went unnoticed and reaching a 10% productivity improvement.Practical implicationsPursuing digital transformation is a valuable strategy to attain companies’ operational excellence and sustainable development. However, installing digital technologies and software is insufficient for achieving a successful digital transformation. Equally vital is providing digital solutions with reliable input data, which is a hard task in companies where information is gathered through manual or non-standardized processes.Originality/valueThe originality of this paper lies in the application scope and aim of the A3 approach. A3 is a mature paradigm but often coined for production and still endowed with unexplored potential. This paper proposes the application of A3 for improving companies’ data retrieval processes, focusing for the first time on information reliability and its importance in ensuring the functioning of digital technologies and software.

Strategy for Improving Business Performance in Micro and Small Enterprises through Innovation and Digitalization

This study aims to examine strategies for enhancing business performance in micro and small enterprises (MSEs) through the integration of innovation and digitalization. In an era where digital transformation has become critical for competitiveness, MSEs face unique challenges due to limited resources, constrained access to technology, and often limited technical expertise. Using a qualitative approach through library research and literature review, this study synthesizes current research on the role of innovation and digital adoption in boosting productivity, expanding market reach, and improving operational efficiencies in MSEs. Findings reveal that innovation and digitalization not only facilitate access to broader customer bases but also enable cost-effective marketing and streamlined operations. Additionally, the analysis indicates that overcoming barriers such as technology adoption costs and skill gaps is essential for successful digital transformation in MSEs. Supportive policies, digital literacy training, and partnerships with technology providers emerge as critical components to foster a conducive environment for these enterprises. The study contributes to the ongoing discourse by identifying key success factors for MSEs embarking on digital and innovative transformations. Furthermore, it provides recommendations for policy makers, business owners, and stakeholders to enhance MSE resilience and competitiveness in a digitalized economy. This research underscores the importance of aligning digital strategies with business goals to ensure sustainable growth and adaptation in a rapidly evolving market landscape.

Digital Leadership: Its Influence on Driving Digital Policy Adoption in the Public Sector

This study examines the pivotal role of digital leadership in driving government transformation. By leveraging advanced data analytics, governments can formulate more predictive policies and anticipate future challenges. Digital services enhance efficiency, accessibility, and transparency, fostering trust in government institutions. However, successful digital transformation hinges on effective leadership. Digital leaders possess the skills to navigate complex digital environments, cultivate digital mindsets, and identify opportunities. This research explores the competencies required for digital leadership, including data analytics, strategic thinking, and the ability to inspire and motivate teams. Furthermore, it investigates the impact of digital leadership on policy adoption, service delivery, and organizational culture. Through a comprehensive literature review, this study contributes to the understanding of how digital leadership can accelerate government modernization and improve public service delivery.

Experiences from the European Region: case studies and scenarios to inform ways forward in digital health

Abstract Member States in the WHO European Region face similar challenges when it comes to strengthening their HIS and implementing digital health solutions. From WHO/Europe’s work with its Member States, several important preconditions have become apparent for successful and sustainable digital transformation. Firstly, the importance of recognising that implementing digital tools is not a one-off investment, but that this takes a long-term vision including long-term budgeting. Having business continuity plans also is a key element of sustainable implementation of digital tools, that is often not adequately addressed in practice. Secondly, the importance of comprehensive strategic planning. Implementing digital tools is not only about software and hardware, but also about people and processes. Here it is also crucial for policymakers to understand that, to be able to harvest the benefits of data that are gathered by means of digital tools, resources for data processing and analysis also need to be made available. Last but not least, an important precondition for successful digital transformation is stakeholder involvement. Often, new software is developed without adequately involving the end-user, resulting in for example apps that do not meet patients’ needs. Or in electronic health record systems that are not user-friendly for the healthcare staff that need to enter the data, with incomplete and low quality information as a consequence. Stakeholder involvement is essential in strategic planning for digital health as well. Think for example about standardization and accreditation agencies, and institutes that will be secondary users of data for statistics and research. In this presentation, several case studies from across the European Region will be presented, illustrating how digital transformation in health can be successfully and sustainably implemented.

How much digital public health is taught in German public health programs? A qualitative analysis

Abstract Background Digital public health (DiPH) professionals are crucial for a successful digital transformation in social and health care. However, the extent to which academic professionals are taught DiPH-related content in their public health studies in Germany remains unclear. Methods We used a systematic module handbook analysis to assess accredited full-time public health-oriented degree programs at German Universities for DiPH-related modules. Programs were identified through the Hochschulkompass platform and among the German Public Health Association member programs. We used MAXQDA for the content analysis of the included module handbooks. Results We identified 79 public health programs. Of these, 10 Bachelor’s and 6 Master’s offered at least one DiPH module, all being highly heterogeneous in their overall addressed public health subfields. Regarding DiPH, 6 programs lectured on the ethics of digitalizing health and data protection, 5 programs each offered modules on DiPH in health policy, on data science in healthcare and software used for eHealth, or on the digital determinants of health. 4 programs each included modules on digital health promotion and alternative evaluation methods. 3 programs each addressed digital science communication and health technology assessment. Finally, 2 programs had modules on digital epidemiology. We found differences between the common understanding of DiPH in academia and the content in the module handbooks. The content identified in the analysis focused mainly on technical areas. Social and health science content was only marginally present. Conclusions The diverse DiPH study programs allow academic public health specialists in Germany to develop specific profiles. There is a need for further development of modules with relevance to the respective degree program to achieve comprehensive competencies in DiPH. We encourage the uptake of our analysis to develop a core curriculum in DiPH among European public health programs. Key messages • Digitalization affects all areas of life, including healthcare systems and public health. Preparing the future workforce already during their training is crucial to enable them to lead the change. • German public health programs are not fit to prepare students for their professions. Developing DiPH curricula with pre-defined and updated competencies will strengthen programs in Germany and beyond.

DIGITAL TRANSFORMATION AS A TRIGGER FOR MODIFICATION OF DEVELOPMENT STRATEGIES AND BUSINESS MODELS OF COMPANIES IN THE CONTEXT OF THE FORMATION OF GLOBAL DIGITAL PLATFORMS AND HYPERCOMPETITION

The article describes the problem that in the context of digital transformation enterprises, especially those with a traditional business model, face both great opportunities and challenges. The competition is intensifying, turning into hyper-competition, which implies the search for new tools to win customer loyalty and accelerate innovation processes. The article provides a generalization of adequate strategies for the development of enterprises based on the use of information technology, studying the effects of digital transformation on competition and on various forms of digital inequality at the micro and meso levels, including the background of the proliferation of global digital platforms. Digital transformation involves 3 stages - digitization, digitalization, digital transformation itself; it involves changes in enterprise strategies, organizational structure, information technology, supply chains, marketing, development of own digital platforms, market diversification, co-creation. For a successful digital transformation, companies need to build a fundamentally new set of assets, including IT infrastructure, Big Data, AI, IoT and blockchain, digital flexibility, digital network capabilities, cloud solutions, etc. Different types of companies have their own peculiarities of digital transformation. In a hypercompetitive environment, it is more difficult to maintain the company's performance trends due to the change in competition patterns to rivalry patterns, which are characterized by shorter product life cycles and an accelerated pace of innovation. This means that hypercompetition reduces the ability of firms to create sustainable competitive advantages, calling into question, if not the validity, then at least the usefulness of using a resource-based strategy. This thesis is especially important in the context of digital transformation, because it quickly depreciates the strategic assets of traditional companies. A global challenge for all businesses is the development of digital platforms that have evolved into global social and technical intermediaries and business organizations that not only connect users, but also provide the basic infrastructure for doing business. Their control over access to technology allows them to create global networks for the transfer of data and capital, controlling access to important resources, while strengthening their dominance through increased control over technology and data, which digital platforms turn into a key asset that drives the financialization process. Digital platforms are contributing to the globalization of competition between employees and governments and increasing hypercompetitive conditions, which is challenging companies with traditional business models to survive and grow, as the risks of massive bankruptcies increase, which in turn exacerbates digital inequality at both the micro and meso levels.

Application of digital transformation tools in dairy cattle farming and their role in improving population health and animal productivity

The aim of the study is to explore the ways of implementing digital technologies and modern technical solutions to ensure the population health of animals in the context of contemporary dairy farming. The paper discusses modern digital technical tools and automated processes in dairy farming facilitated by these tools. In the course of the study, the main tasks for successful digital transformation and ensuring the population health of animals in dairy farming were identified: searching for biomarkers of pathological and physiological states of animals, developing methods for determining found biomarkers, developing technical solutions for parameter registration and their implementation into production. At the moment, automatic systems for diagnosing the state of the animal’s body have been implemented using sound sensors, devices for determining the activity of the animal and the position of the body in space. Sensors for determining the electrical conductivity of milk make it possible to determine mastitis at the initial stage of the pathological process. Sensors for determining the concentration of hormones in milk make it possible to determine the period of the sexual cycle. ICS cameras allow you to determine areas of inflammation on the animal’s body. A modern 3-D camera system, combined with software, allows automatic measurement of animal body parameters on a daily basis. Thus, the implemented automated systems make it possible to reduce the time of human contact with an animal, which has a positive effect on the health of the animal. On the other hand, constant monitoring of important indicators of animal health allows timely detection of the onset of the disease. All of the above helps ensure population health on dairy farms.

ASSESSING THE HUMAN DIMENSION OF DIGITAL LEADERSHIP TO SUCCESSFUL DIGITAL TRANSFORMATION

All industries are experiencing significant changes due to Industry 4.0 and the upcoming Industry 5.0. These advancements will greatly impact the industry globally over the next five years. Therefore, several companies are undergoing digital transformation. Successful digital transformation relies on various factors, with leadership being crucial for setting a vision and driving change. By undertaking digital transformation, companies ensure their leaders continuously develop essential digital leadership skills. According to the assessment at PT X a state-owned enterprise in Indonesia engaged in transportation and logistics, the results indicate a gap between employees' current digital leadership competencies and the required level. This study aims to improve digital leadership competency at PT X. Objectives include identifying existing training programs, evaluating digital leadership dimensions needing improvement, and determining necessary improvements. The study uses the Digital Leadership Scale by Haroon Abbu et al. (2022), with a quantitative design involving 124 respondents. Findings show that digital leadership is part of the leadership development program, tailored to job levels from junior managers to executive presidents. The lowest scores based on assessment are in skill acquisition and courage, indicating areas for improvement. This research provides insights into digital leadership and competency improvement, crucial for successful digital transformation.

LEVERAGING ENTERPRISE ARCHITECTURE FOR DIGITAL TRANSFORMATION: A STRATEGIC APPROACH TO BUSINESS AGILITY

This paper examines the critical role of Enterprise Architecture (EA) in facilitating Digital Transformation (DT) and enhancing business agility. EA serves as a comprehensive framework that aligns IT infrastructure with business processes, enabling organizations to adapt effectively to rapid technological changes and market demands. Through a detailed literature review, the paper highlights key EA frameworks, such as TOGAF and Zachman, and discusses how these frameworks support the alignment of organizational goals with technology initiatives. The analysis reveals that leveraging EA not only improves adaptability and operational efficiency but also minimizes risks associated with digital transformations. Despite the numerous benefits, challenges such as implementation costs, resistance to change, and integration complexity are acknowledged. The paper concludes by offering recommendations for businesses to optimize their EA practices for successful digital transformation and suggesting areas for future research, including the exploration of EA's impact across various industries and the role of leadership in managing digital initiatives.

Bewährungsprobe Europas: Wettbewerbsfähigkeit in einer Welt im Wandel

Abstract Competitiveness is increasingly becoming a political focus. In times of geopolitical uncertainty, a trend of de-globalization and changing economic structures, the EU must assert itself as a business location in the competition between nations. Location characteristics such as a successful digital and green transformation in the face of increasingly scarce human capital, an incomplete internal market and inadequate defense capabilities are important. A high level of competitiveness is only possible with a European single market that is equipped with sufficient resources and a sound cooperation between the member states in the EU.

Navigating the Challenges of Digital Transformation in Traditional Organization

Digital transformation has become a critical strategy for traditional organiza- tions to maintain competitiveness in an increasingly technology-driven market. Technologies such as fintech, blockchain, artificial intelligence (AI), and cloud computing have significantly reshaped operational efficiency and customer en- gagement within these organizations. However, traditional organizations, characterized by their legacy systems and hierarchical structures, encounter various challenges in adopting these technologies. This study primarily aims to explore the key barriers that hinder digital transformation in traditional organizations and to propose effective strategies for overcoming these challenges. Utilizing a comprehensive literature review from 2018 to 2023, this research examines key studies on digital transformation in traditional business contexts. The find- ings reveal major challenges, including organizational inertia, skills gaps, de- pendency on outdated systems, and leadership deficiencies. To address these barriers, the study proposes strategies such as leadership development, work- force retraining, and investment in modern digital infrastructure. The results suggest that successful digital transformation requires a multifaceted approach, aligning technological adoption with organizational culture and sustainability goals. This research provides valuable insights for traditional organizations nav- igating the complexities of digital transformation.

Crucial Factors Influencing the Success of SMEs in the Digital Transformation Era

Small and medium enterprises (SMEs) have an important role as the backbone of a country's economy. However, in the current digital era, there are many challenges faced by SMEs in adopting digital transformation. Assumed limited literature that discusses the success factors of digital transformation in SMEs. Therefore, this research aims to explore the important factors for the success of digital transformation in today's SMEs. The method used in this research is to search for articles relevant to the research topic using the Google Scholar database. The research results show that digital strategic planning, digital maturity, relationship capital, and collaborating with external digital innovation units are the keys to successful digital transformation in MSEs today. The results of this research will provide input to SMEs and the government in making decisions to achieve the success and sustainability of SMEs, as well as enrich the literature that examines digital transformation in SMEs.

WHY DO DIGITAL TRANSFORMATION INITIATIVES FAIL? DIGITAL MINDSETS AS AN INVISIBLE STRATEGIC COMPONENT

The question of why some organizations cannot achieve successful transformation despite having sufficient technological resources and infrastructure is multidimensional and complex. If we add to this question why some organizations cannot achieve digital innovation despite successfully implementing digital transformation into their business processes, we can conclude that an invisible element in organizations is used strategically incorrectly or erroneously. This study argues that this invisible strategic component is digital mindset and examines it in terms of leaders, employees, and the collective mindset of the organization, culture. In this conceptual research, digital leadership and culture have been taken as a domain and mindsets as a method to understand invisible components of success and/or failure. With this approach, two studies that have made significant contributions to digital mindset studies, Lankshear and Knobel's (2006) and Solberg et al. (2020), were taken as reference points and delved into. Digital mindsets have been examined in two different analyze level: business mindset and individual mindset at the organizational level. Firstly, this study examines two primary digital mindsets (Lankshear and Knobel, 2006)—Mindset 1 and Mindset 2—offering contrasting views on social relations, value creation, production, expertise, and intelligence. Secondly, it examines the digital mindsets, which Solberg et al. (2020) divided into four (Fixed/Zero-Sum, Fixed/Expandable-Sum, Growth/Zero-Sum, and Growth/Expandable-Sum), as a strategic tool that operates with two different mechanisms, from culture to employee and from employee to culture, in order to create and implement a successful digital transformation strategy in organizations. Although the literature highlights some aspects of digital leadership, digital transformation and technology selection strategy, and digital organizational culture, there is not yet sufficient knowledge to see their relationship with the digital mindset in a holistic way. Addressing this gap will provide insights into the interaction between leadership, culture, employee mindset, and digital technology strategy success, ultimately contributing to more holistic and effective digital transformation practices. This research contributes to the literature with two aspects of the model it proposes. First, it draws attention to the importance of the leader's mindset in terms of strategic horizon. Second, it provides a framework for the leader to develop different strategies, policies and practices according to the differences in the digital mindsets of the employees. It is aimed to develop a strategic perspective for the digital mindset, which is associated with different individual and organizational dimensions in the literature as an element of culture.

Рефлексивные компетенции педагогов СПО как фактор успешной цифровой трансформации

Введение. Рефлексия является важным фактором успешности в различных видах профессиональной деятельности. В рамках педагогики большинство исследований проявлений рефлексии сконцентрировано на высших психологических функциях человека или на формировании рефлексивной компетенции у школьников и студентов. Остается открытым вопрос о сформированности рефлексии в системе общепрофессиональных компетенций у педагогов, в том числе педагогов профессионального образования. Цель. Обоснование значимости рефлексивной компетенции в структуре компетенций педагога. Методы. Библиографический и контент-анализ научных публикаций, посвященных проблемам педагогической рефлексии, систематизация полученных выводов. Результаты. Предложен подход к изучению профессиональной рефлексии педагога как особого комплекса компетенций, приобретающих особую значимость в условиях цифровой трансформации образования. Практическая значимость. Результаты исследования могут быть использованы для дальнейшей разработки проблематики профессиональной рефлексии как инструмента совершенствования педагогической деятельности. Introduction. Reflection is an important factor in achieving success across various types of professional activities. In pedagogy, most studies focus on the higher psychological functions of individuals or on the development of reflective competencies in schoolchildren and students. The issue of the formation of reflective competencies within the general professional skills of teachers, particularly in the field of secondary vocational education (SVE), remains unresolved. The aim of the article is to substantiate the significance of reflective competence within the structure of a teacher’s competencies. Methods. The study employed bibliographic and content analysis of scientific publications dedicated to issues of pedagogical reflection, along with the systematisation of the findings. Results. An approach to studying professional reflection as a distinct set of teacher competencies, which becomes especially crucial in the context of the digital transformation of education, was proposed. Practical Significance. The results of the study can be used to further explore professional reflection as a tool for improving pedagogical practices.

Leveraging Digital Transformation for Performance Management: A Case Study on E-Sakip Implementation in Government Institutions

The integration of digital transformation into government agencies' performance management has become essential in enhancing public service delivery, efficiency, and accountability. This study focuses on implementing the Electronic System for Government Agency Performance Accountability (E-SAKIP) in Indonesia as a case study of digital transformation. The research employs a qualitative approach with a case study design to explore the effectiveness, challenges, and impact of E-SAKIP on performance management. The findings indicate that E-SAKIP has significantly improved transparency and efficiency in government operations, reducing time and costs associated with performance reporting by up to 70%. However, challenges such as inadequate infrastructure, resistance to change, and insufficient training for government employees have hindered its full potential. The study underscores the need for ongoing support, including enhanced infrastructure, continuous training, and stronger leadership to ensure successful digital transformation. These insights offer valuable recommendations for further development of E-SAKIP and similar systems in other government contexts.

Agile leadership and employee outcomes: A bibliometric analysis for future research agenda

BACKGROUND: Agile leadership is a critical factor in contemporary organizational dynamics, significantly influencing employee outcomes. Despite its growing importance, there is a lack of comprehensive understanding of the impact and the research trends. OBJECTIVE: This research aimed to conduct a bibliometric analysis to explore the existing literature on agile leadership and its relationship with employee outcomes. METHODS: Data was collected from the Scopus scientific database, focusing on publications from 2010 to May 2024. Using the keywords “agile”, “leadership”, and “agile leadership”, 278 relevant documents were identified and analyzed with VOSviewer software. The data on publications, years, subject areas, authors, journals, institutions, and countries were examined by applying bibliometric analysis. RESULTS: The analysis showed a steady increase in publications on agile leadership, particularly in the last decade. The key research clusters included the impact of agile leadership on interpersonal communication, trust, teamwork effectiveness, job satisfaction, decision-making process, and sustainable innovation in digital transformation. Prominent journals, influential authors, and frequently cited articles were reported. CONCLUSIONS: Agile leadership was increasingly recognized for its valuable impact on employee outcomes. Agile leadership became a catalyst for enhancing interpersonal communication, building trust, improving teamwork effectiveness, increasing job satisfaction, streamlining decision-making processes, and enhancing sustainable innovation for successful digital transformation.

Exploring digital transformation strategy to achieve SMEs resilience and antifragility: a systematic literature review

Nowadays, the business environment has become more dynamic, making survival issues more challenging for small and medium enterprises (SMEs). Academic literature proposes digital transformation as a facilitator for SMEs to generate resilience and antifragility to overcome this challenge. However, SMEs need appropriate strategies to be successful in their digital transformation journey. This study aims to construct a digital transformation strategy framework for SMEs to generate resilience and antifragility. We use systematic literature review (SLR) to capture critical knowledge from the published literature. The primary articles were analyzed using thematic analysis with Wolcott’s (1994) procedure to construct the framework based on the primary studies. We found the critical values SMEs need to achieve successful digital transformation, including dynamic capabilities, digital capability, digital inclusion, leadership orientation, learning and knowledge management, and collaboration. However, SMEs need a deeper level of learning, higher digital capability, flexibility, and agility to be antifragile. Furthermore, we found that dynamic capabilities are the leading theory used to describe and investigate how a firm generates successful transformation. Finally, this study proposes a conceptual framework for digital transformation strategies to generate SME resilience and antifragile by connecting theory and practical concepts. It also suggests future research agendas.

Implementing AI in Hospitals to Achieve a Learning Health System: Systematic Review of Current Enablers and Barriers.

Efforts are underway to capitalize on the computational power of the data collected in electronic medical records (EMRs) to achieve a learning health system (LHS). Artificial intelligence (AI) in health care has promised to improve clinical outcomes, and many researchers are developing AI algorithms on retrospective data sets. Integrating these algorithms with real-time EMR data is rare. There is a poor understanding of the current enablers and barriers to empower this shift from data set-based use to real-time implementation of AI in health systems. Exploring these factors holds promise for uncovering actionable insights toward the successful integration of AI into clinical workflows. The first objective was to conduct a systematic literature review to identify the evidence of enablers and barriers regarding the real-world implementation of AI in hospital settings. The second objective was to map the identified enablers and barriers to a 3-horizon framework to enable the successful digital health transformation of hospitals to achieve an LHS. The PRISMA (Preferred Reporting Items for Systematic Reviews and Meta-Analyses) guidelines were adhered to. PubMed, Scopus, Web of Science, and IEEE Xplore were searched for studies published between January 2010 and January 2022. Articles with case studies and guidelines on the implementation of AI analytics in hospital settings using EMR data were included. We excluded studies conducted in primary and community care settings. Quality assessment of the identified papers was conducted using the Mixed Methods Appraisal Tool and ADAPTE frameworks. We coded evidence from the included studies that related to enablers of and barriers to AI implementation. The findings were mapped to the 3-horizon framework to provide a road map for hospitals to integrate AI analytics. Of the 1247 studies screened, 26 (2.09%) met the inclusion criteria. In total, 65% (17/26) of the studies implemented AI analytics for enhancing the care of hospitalized patients, whereas the remaining 35% (9/26) provided implementation guidelines. Of the final 26 papers, the quality of 21 (81%) was assessed as poor. A total of 28 enablers was identified; 8 (29%) were new in this study. A total of 18 barriers was identified; 5 (28%) were newly found. Most of these newly identified factors were related to information and technology. Actionable recommendations for the implementation of AI toward achieving an LHS were provided by mapping the findings to a 3-horizon framework. Significant issues exist in implementing AI in health care. Shifting from validating data sets to working with live data is challenging. This review incorporated the identified enablers and barriers into a 3-horizon framework, offering actionable recommendations for implementing AI analytics to achieve an LHS. The findings of this study can assist hospitals in steering their strategic planning toward successful adoption of AI.

Agile transformation in the energy sector: empowering autonomous teams

Purpose This study aims to explore how to structure an energy organization to be more agile in the context of digitalization and find the common success factors and challenges the organizations face to transform. Design/methodology/approach A qualitative multiple-case study of an energy company and an online market company, both from the Nordic countries, was conducted in 2023. Data were collected through in-depth individual interviews with 16 participants. Findings This research provides valuable insights into the challenges and critical success factors crucial for a successful digital transformation. The study illuminates the interplay between technological advancements and organizational shifts, the adoption of agile methodologies, the importance of inclusive leadership and the integration of autonomous teams in realizing digital transformation goals. The research emphasizes the profound impact of these factors on the transformational journey within organizations. In particular, the adoption of agile methodologies takes on heightened significance in the swiftly evolving business landscape of today, calling for a transition from project-centric approaches to more adaptive and sustainable product-centric models. Originality/value The study contributes to the practice and enhanced understanding of organizing business and technology teams in energy companies to achieve fast flow. The analysis and discussion of various empirical findings shed light on the success factors and challenges of digital transformation – issues that many organizations are currently or will likely soon be grappling with. The impact of different organizational structures on agility in an organization has yet to be thoroughly studied.

Strategic approaches for successful digital transformation in project management across industries

Digital transformation has become imperative for organizations across industries seeking to enhance operational efficiency, innovate customer experiences, and maintain competitive advantage in a rapidly evolving digital landscape. This paper explores strategic approaches that enable successful digital transformation in project management, addressing key challenges and leveraging opportunities for growth and sustainability. In the current business environment, digital transformation in project management encompasses the adoption of advanced technologies, integration of digital tools, and reengineering of processes to optimize project delivery and outcomes. Organizations are increasingly leveraging cloud computing, artificial intelligence, big data analytics, and Internet of Things (IoT) to streamline project workflows, enhance decision-making capabilities, and facilitate real-time collaboration among stakeholders. Successful digital transformation initiatives in project management are underpinned by strategic planning and leadership commitment. Alignment of digital transformation goals with organizational objectives ensures clarity of purpose and enhances stakeholder engagement throughout the transformation journey. Moreover, fostering a culture of innovation and continuous learning enables teams to adapt to technological advancements and embrace change effectively. Challenges in achieving successful digital transformation include legacy system integration, data security concerns, skill gaps among team members, and resistance to cultural change. Addressing these challenges requires proactive risk management, investment in training and development programs, and collaboration with technology partners to navigate complexities and ensure seamless implementation. Case studies illustrate diverse approaches to digital transformation in project management, highlighting best practices and lessons learned across various industries. Organizations that successfully navigate digital transformation not only achieve operational efficiencies and cost savings but also create value through enhanced customer experiences and improved competitive positioning. Looking forward, the strategic adoption of emerging technologies and agile methodologies will continue to shape the future of digital transformation in project management. Organizations must remain adaptable and responsive to market dynamics, leveraging digital tools to drive innovation, accelerate time-to-market, and sustain long-term growth in an increasingly digital-first world. In conclusion, strategic approaches to digital transformation in project management empower organizations to harness the full potential of digital technologies, driving efficiencies, fostering innovation, and achieving sustainable success across industries.