Times Of Digital Transformation Research Articles

Business Leaders’ Perception of Digital Transformation in Emerging Economies: On Leader and Technology Interplay

The general public dissimilarly interprets the same phenomena in diverse cultures, and leaders’ standpoints also differ about these phenomena. Because of unequal advancement and cultural diversity, a specific welfare level or geography perceives digital transformation radically disparate from others. In advanced economies, leaders typically tend to begin to understand the vitality of digital assets. But the understanding may show differences in an emerging economy. Naturally, the factors such as the type of industry and globalization level of the companies can cause these differences. But a survey in a widespread sector can still help to project business leaders’ and managers’ perceptions of digital transformation in emerging economies, thus pinpointing some of their differences with advanced economies. Two questions come fore at this point: Do business leaders focus on or are aware of the products and ideas of current technologies, and do they appropriately construe these ideas and products? Interviewing leaders in an emerging economy like Turkey has revealed that they predominantly tend to identify digital transformation with social media. Although digital transformation is related to social media, it is not limited to it. There are state-of-the-art technologies. But in such geographies, leaders require time to possess digital and technological consciousness. On the other hand, in this new world order, leadership has reached a point that there is a need for ultimate leaders. The ones that originate from the very elements of this disruptive environment and the ones that rise with distinguishing skills and epoch-making perspectives. Furthermore, learning and performance are indispensable parameters for leaders in times of digital transformation. This article underlines the significant factors that impact these parameters.

System quality and security certification in seven weeks: A multi-case study in Spanish SMEs

Every company wishes to improve its system quality and security, all the more so in these times of digital transformation, since having a good quality and security management system is essential to any company’s commercial survival. Such needs are even more pressing for small and medium-sized enterprises (SMEs), given their limited time and resources. To address these needs, a Spanish company, Proceso Social, has developed an innovative method called “SevenWeeks” to allow SMEs to create or improve their quality and security management systems in just seven weeks, with a view to obtaining one or both of the ISO 9001 and ISO/IEC 27001 certifications.We have evaluated the effectiveness and usefulness of SevenWeeks by carrying out a multi-case study of 26 Spanish companies, based on independent sources of evidence.This allowed us to corroborate that SevenWeeks was indeed effective for and perceived as useful by all the companies, as it enabled them to create their own quality and security management systems in only seven weeks and to obtain the necessary ISO certification. The interviewees found SevenWeeks to be an agile and intuitive method, easy to implement, which reduces costs and effort. We also include some recommendations to improve and further develop the method.

The Silent Epidemic | Well-Being and Personal Health of Legal Professionals in Times of Digital Transformation and Social Change

Massive forces ranging from COVID-19 to digital transformation are changing the world with unprecedented intensity and speed. It feels like our public, private and professional lives will never be the same again. This should make us more aware of other threats lurking in the dark which could be aggravated by the disruption we are facing. The LLI is tackling a sensitive issue that far too long has been a taboo in the legal industry and that now, in times fundamental social change, may turn out to become a silent epidemic: the declining well-being and personal health of lawyers and legal professionals. With the results of our survey we aim to achieve three things: to break the taboo by putting a spotlight on this hot topic, to facilitate conversations by creating a reference point for our community, and to spark ideas on how to tackle the underlying issues.

BPM motivations framework for digital challenges: lessons learned from customer use cases

Abstract In this paper we develop a BPM motivations framework for the era of digital transformation. An investigation of the motivations that trigger and guide Business Process Management (BPM) initiatives enabled us to examine whether these initiatives take advantage of the traditional understanding of BPM or of the emerging new perception of BPM in the time of digital transformation. This research is based on an analysis of 290 customer use cases published on-line by BPM systems vendors. We used the empirical/conceptual approach to framework development, basing the empirical analysis on a qualitative data-coding canon and conclusions from the literature regarding the role of BPM in the digital world. As a result of our research, we constructed a classification framework for BPM motivations that consists of four categories: operational and managerial motivations, IT-enabled motivations, customer centric motivations and motivations focused on digital transformation. In addition, we present the results of quantitative summaries for the distinguished categories and how they are embedded in the evolution of BPM. Our main contribution is the proposal of a framework of BPM motivations for the new challenges confronting BPM in the time of digital transformation, with highlights of the new role of BPM in this context. This framework serves as a guide for further research on BPM motivation patterns, particularly in the context of digital transformations.

Widerstände gegen Agilität: Agiles Change Management als Erfolgsfaktor in Projekten der digitalen Transformation

In times of digital transformation and dynamic change in corporate environments, the importance of agile project management is growing. This further affects the demand on change management and its contribution to project success. We conduct interviews with project participants of an agile project to identify the associated need for adaptation of change management. Change management criteria have to be adjusted, particularly in areas of communication and stakeholder management and integration into agile project management methods. Personal communication, individual stakeholder management, and participation are starting points for adapting and integrating change management into agile project management.

Determining the Smart University Infrastructure Development Level Based on Data Models

The paper presents applied research in the framework of solving determining the smart university infrastructure development level problem. Today, all digital transformation and transition to the digital economy concept and smart society development issues are very important. Education is the intellectual core of the digital transformation, the knowledge base, and the training center for the digital economy. Therefore, more attention should be paid to the creation and development of the smart university infrastructure. The purpose of the study is to develop criteria and models for determining the level of smart university infrastructure development. To describe the management of infrastructure level assessment, we propose to use adapted mathematical methods, structural analysis, and mathematical statistics methods. The study examines trends in the development of smart education, highlights the main elements of the smart university infrastructure (technological and organizational), and examines approaches to determining the level of its development based on data models. Taking into account the diversity and volume of quantitative and qualitative indicators of the smart university infrastructure, we propose to measure the level of the infrastructure using data models and Educational Data Mining tools. Universities can use got models when forming a development strategy or selecting funding directions, to reduce the time of digital transformation and transition to the optimal state of a smart university, to prepare for accreditation or to align the smart infrastructure of individual departments.

The 9×9 of Future Business Models

In times of digital transformation and permanent change, the analysis and further development of the business models are essential to be successful in the future. The 9×9 of future business models offer companies a framework for transforming their business model based on digitally shaped changes. The foundation of this approach is the value proposition, which is differentiated for new lifestyles in the future. It takes into account various trend influences, which affects all building blocks of a business model. These include the customers, the partners, and the network, but also the resources, the channels, the finances as well as the skills and activities of the company. In general, a business model must be viewed holistically in the future if it should be successful in the long term. More than ever, the influence of digital, technological and megatrends is critical to success. In summary, the following questions are answered: Fundamentals of future business models: Which building blocks are considered in the digital transformation? Influence of trends: What is driving digital and social transformation? The 9×9 of future transformation: How do technological and social influences affect business models?

Who's (Re)Educating Our Leaders In this Time of Digital Transformation?

If design leaders are supposed to be a catalyst for change, how well are we preparing them for the job? Given today's rate of technological change, how equipped are they to re‐invent their organizations a couple of times during their careers?

Media work in change: Understanding the role of media professionals in times of digital transformation and convergence

AbstractThis article discusses media work and the changes that have swept the media industry from the vantage point of professionals working in media companies and organisations. The concept of media work guides towards new understanding about the media industry and media professions under digital transition. Media work indicates a move towards more diversified job tasks, closer cooperation among different media professions, increased commercial thinking, and interaction with audiences.

Learning & Development in Times of Digital Transformation: Facilitating a Culture of Change and Innovation

The digital transformation is the very heart of the Fourth Industrial Revolution, which is about to change our understanding of doing business, of learning & development in a fundamental way – and with unrivaled speed. However, many companies and individuals hesitate to acknowledge the depth and impact of current developments. We suggest to distinguish four reasons: the striking impact of advanced digitization is not yet fully recognized (1); there is a lack of imagination and strategy, coupled with increasing unpredictability (2); a lack of agility and insufficient encouragement towards innovation (3); and a lack of pertinent competencies and insufficient innovation culture (4). New roles and action areas for Learning & Development (L&D) professionals enable possibilities to overcome these innovation barriers: change agent & consultant; designer of an enriched learning portfolio of products and services; shaper of innovation culture. Also facilitating a learning friendly culture by using different pillars is a way to generate innovation and to secure the existence of organizations in times of digital transformation.

Automated business process management – in times of digital transformation using machine learning or artificial intelligence

The continuous optimization of business processes is still a challenge for companies. In times of digital transformation, faster changing internal and external framework conditions and new customer expectations for fastest delivery and best quality of goods and many more, companies should set up their internal process at the best way. But what to do if framework conditions changed unexpectedly? The purpose of the paper is to analyse how the digital transformation will impact the Business Process Management (BPM) while using methods like machine learning or artificial intelligence. Therefore, the core components will be explained, compared and set up in relation. To identify application areas interviews and analysis will be held up with digital companies. The finding of the paper will be recommendation for action in the field of BPM and process optimization through machine learning and artificial intelligence. The Approach of optimizing and management processes via machine learning and artificial intelligence will support companies to decide which tool will be the best for automated BPM.

RESEARCH ON PROJECT AND PRODUCT MANAGEMENT IN TECHNOLOGY INDUSTRY IN THE DIGITAL ERA

The changes caused by digitalization give rise to a definite need to increase managerial and organizational flexibility. In some areas the impact of these rapid changes is significant, in others the impact is weaker, but is clearly felt in all industries and functions. This determines the need for research of project and product management to help managers form an approach to achieve optimal results and gain a competitive advantage over the other technology companies. Focusing on the project management and product management topics, the current paper falls into a niche of great relevance and strategic importance for the technology industry. In this regard, the purpose of this study is to examine the product and project management in times of digital transformation and to analyze whether the transition from project to productoriented management in technology industry is necessary. The methods used in this paper include: analysis and synthesis; research through literature sources, results of theoretical and empirical research in the field of product and project management, etc. The results show that integrating a product mindset within projects will enable technology companies to further adapt to the dynamically changing business environment and to provide a unique value proposition in times of digital transformation.

From eLearning to Digital Transformation: A Framework and Implications for L&D

<p class="Abstract">How can the learning function (L&D) support learning and innovation at the level of an entire organization in times of digital transformation? The core challenges in this are twofold: 1) Competence clarification: What are relevant “digital competences” in terms of knowledge, skills and attitudes that employees need in order to cope with digital transformation? 2) Competence development: How to organize, design and support learning processes contributing to digital competences and digital transformation?</p>Building on a framework originating in the context of business engineering and applying it to corporate training and human resource development, we explicate what digital transformation implies for the L&D function. As L&D functions explore and exploit the options sketched out, they live digital transformation in a way that enables them to effectively and efficiently contribute to digital transformation at an organizational level.

Corporate Learning in Times of Digital Transformation: A Conceptual Framework and Service Portfolio for the Learning Function in Banking Organisations

Digital transformation is one of the major challenges in all industries. It embraces the realignment of technology and new business models to more effectively engage digital customers at every touchpoint in the costumer experience lifecycle. Therefore, successful digital transformation begins with an understanding of digital consumer behavior, preferences and choices. It then leads to major consumer-centric changes within the organisation that address these needs. Such a consumer-centric and self-directed client structure has significant consequences for banks. Banks will need to continue existing services, while developing strategies to manage the shift in mix. 
 
 For that reason, banking organisations are challenged to consider exploration new business fields and not only focus on exploitation anymore. Finally they need to ensure a successful balance between both. This means they have to establish a general development orientation and afford implementing innovations at the same time they focus on efficiency by utilizing and optimizing the existing. Pressure for doing this is definitely there and causes in current dynamic changes in the finance market, new competitors in the branch and little differentiation among offered banking services. Hence, they need to enhance their continuous learning ability, which is an essential precondition for coping with innovations.
 
 This paper follows the research question “how can the learning function foster the enhancement of the banking organisation’s learning and innovation ability in times of digital transformation?” This is closely linked to the kind of services a learning function needs to enhance or integrate for supporting and designing a learning organization. With the idea underlying enterprise 2.0, social media platforms offer valuable opportunities for doing this. From an educational management perspective, we focus on the design levels of individuals, teams, and organisation in banks.
 
 Derived from our theoretical framework we suggest a conceptual model for managing organisational learning for continuous innovation based on four action areas. We examine the appropriateness of this framework in the practice field through eleven case studies in banking organisations. This approach allows a further development of these areas and to develop an understanding of what are current and future starting points for action in banking organisations. Finally, we identify new roles and services of the learning function for supporting the organisations.

Signal or Noise: What Can We Learn from All These Digital Publishing Conferences?

Fifteen years ago, a senior publishing executive had three cardinal points on her calendar: Frankfurt Book Fair (October), the AAP annual meeting (February) and BookExpo (May). That was then. Between December 2009, and March 2010, there have been over half a dozen major meetings. With slightly different emphases: e.g. trade publishing, technology, and printing and manufacture, each of the events sought to project the future of publishing at a time of digital transformation of content, the arrival of new devices such as the iPad, and significant distress within the industry. Using the engineering metric of “signal to noise ratio,” the article takes a look at some of the high points of these well-attended meetings, and the ratio of promising experimentation and reasoned hypotheses to digital hype.