Organizational Transformation Research Articles

The role of chief digital officer: Critical insights into an emerging field and road map for future research

With the shift from the industrial era to the digital era and the increasing importance of digital transformation (DT) in organizations, a new role in the top management team of organizations emerged, that of the chief digital officer (CDO). This emerging phenomenon relates to a Chief (C) - level executive position, focused on the development and implementation of the digital strategy in organizations. To provide a better understanding of the nature of this phenomenon, as well as to develop the basis from which scholars to be based on for further developing this research stream, we conduct a systematic review of 29 articles published in highly esteemed business journals. By synthesizing the review findings, we identified emerging themes and core areas of inquiry, and clarified the nature, typologies and role of CDOs in organizations. Moreover, based on the synthesis and gaps identified in this review, as well as via the transfer of theory from the CEO-TMT literature, several research propositions are developed for scholars to test in the future and a new concept is emerged, that of the Multifunctional CDO Leadership. In conclusion this study provides various implications to both research and management practice.

New Public Management rhetoric in developing country: will agencification and management control lead to organisational culture transformation?

Agencification and granting managerial autonomy to public sector organisations are believed to change organisational cultures. This study used path and factor analysis on a sample of 600 public sector personnel in Indonesia to evaluate the role of agencification in the New Public Management (NPM) framework. The study revealed that agencification regarding personnel and financial management autonomy promotes a result-oriented culture while encouraging improved public organisation performance. However, it contradicted traditional NPM concepts by proving that more than management control alone is needed to promote a results-oriented culture among public sector personnel naturally. These findings show that its discourse and application must be modified to realise NPM's promise in the Indonesian setting fully. Future research should investigate the impact of external influences on agency formation and managerial control and ways for cultivating a results-oriented culture in public sector organisations. The study's limitations, such as its concentration on Indonesia and its temporal scope, necessitate comparative analysis across areas and longitudinal studies better to understand the dynamics of agencification and management control. The study's conclusions have ramifications for public sector reform in Indonesia and other nations. Governments must know the intricate interplay between autonomy,management control, and a results-oriented culture. They should also examine the importance of a pragmatic and context-aware approach to NPM.

Indicators for Organizational Digital Transformation in the Thai University Context

Organizational digital transformation comprises a number of significant factors for measuring success, each of which involves different evaluating criteria. This research was aimed at developing indicators and criteria behind Thai universities' organizational digital transformation by the use of the quantitative research method and a questionnaire for data collection. The informants included administrators of six Thai universities: 303 high-level administrators, 174 middle-level administrators, and 18 low-level administrators. From the total of 495 administrators, 262 completed and returned the questionnaire. Analyses were then performed based on the statistics showing frequencies and percentages. The findings showed nine key indicators, nine sub-indicators, and 10 evaluating criteria that are appropriate for evaluating the work outcomes in the dimension of digital transformation. The most appropriate indicators were the digital strategies and personnel. The results would benefit administrators, academics, researchers, and the officers involved in deploying the work of organizational digital transformation under the educational context. The benefits would be in planning and developing the policy in digital transformation of Thai universities that is in the right direction and more clarified. Other institutions would also be able to effectively and successfully apply the indicators in their digital transformation process.

TRANSFORMATION OF ORGANISATIONAL CULTURE IN THE CONTEXT OF BUSINESS DIGITALISATION

Purpose of the article. The research is aimed at analysing the concept of organisational culture transformation and providing practical recommendations for the development and implementation of an effective model of organisational culture transformation that will encourage team members to perform at their best, ensuring customer satisfaction. Methodology. A system of general and unique methods of scientific knowledge was used in writing the current research. The method of content analysis was used in the literature review and its analytical research. The methods of scientific knowledge – induction, grouping and comparison for the formation of methodological connections were used to justify the choice of the research topic and to formulate its purpose. The method of generalisation was used to establish that in modern conditions the approaches to the organisational culture of business enterprises require immediate transformation, taking into account the conditions of digitalisation. The method of system analysis is used to determine strategic priorities for the transformation of organizational culture in the conditions of digitalization. The application of the method of modelling allowed to develop a model of transformation of the organizational culture in conditions of digitalization to promote the development of business enterprises and to influence the beginning of conditions of digitalization. The comparative legal method was used to identify the challenges to be considered when implementing the model of organisational culture transformation in business enterprises. Research conclusion. Strategic priorities for the transformation of organisational culture in the conditions of digitalisation are proposed. The reasons for transforming organisational culture in the context of digitalisation are highlighted. Challenges that can be considered when implementing the transformation model are predicted. The system of organisational culture transformation in the conditions of business digitalisation is developed. The model of transformation of organizational culture in conditions of digitalization is developed in order to promote the development of business strategies aimed at sustainable development of entrepreneurship and to influence the onset of conditions of digitisation in business.

Pengaruh Ketangkasan Organisasi Untuk Mencapai Kesuksesan Digital Transformasi

The rapid development of digital technology and its application throughout business organizations makes digital transformation a source of sustainable business dynamics. Previous research has investigated several factors that influence digital transformation, but there is little research on the impact of organizational agility on digital transformation in organizations. To fill this gap, this research aims to investigate how organizational agility and the factors that influence organizational agility influence the success of digital transformation in companies. A survey study was conducted to empirically test the model. Data was collected from 158 private and BUMN employees in Indonesia. The findings show that organizational agility has a significant effect on digital transformation and the speed of response to market demands is an important predictor of organizational agility.

What are the drivers of competence management?

Globalization and technological transformations emphasize the need for developing new skills and acting at the peak of one’s capacities. Competence is defined as the combination of external and individual resources to fulfill one’s job demands and contribute to the organization’s purpose. It corresponds to feeling effective and efficient in one’s actions. As such, competence is one of the basic psychological needs, according to self-determination theory. In this paper we focus on diagnosing the drivers of competence in order to implement transformations in a specific organization to improve the use of existing resources, stimulate the development of skills and increase performance. The study was conducted in a major French company from the energy sector. We re-analyzed the corpus of an annual survey gathering the perception of about 11,000 respondents representing all job categories and all hierarchical levels. We conducted a Principal Component Analysis followed by multiple regressions in order to identify the predictors of feeling competent. The first analysis shows that the data could be summarized in 5 key indicators: 1. Involvement and trust in the unit, 2. Team management, 3. Meaningfulness at work, 4. Working conditions, 5. Organization and cooperation. We observed that the item addressing the feeling of competence showed high correlation with the third dimension related to meaningfulness, which further highlights the importance of competence for self-accomplishment. The next step was to search for the drivers of feeling competent in several job categories. The results show that production and maintenance exhibit very different profiles. The only common driver appears to be the role of the manager in developing employee’s skills. For production employees, feeling competent is mainly linked to external resources (unit organization and social identification) whereas for maintenance employees, feeling competent rather depends on individual resources (work content, professional development). Beyond the design of custom interventions based on the specific needs of each job category, this study emphasizes that there is no unique solution for managing competence and that the key to performance and fulfilment should be found in careful analysis of the organization and its members.

Can Teal practices increase employees’ work engagement?

Because engaged employees work with passion, in deep connection with their company and are innovative, they may drive their organization’s performance. Teal organizations, which implement original and inspiring ways of working, appear particularly favourable to create and support engagement in the long run. The aim of this paper is twofold: first, to study engagement drivers and barriers among many organizational dimensions, and secondly to characterize Teal Organization through their practices. We also hypothesize that Teal practices may drive employees’ engagement. To this aim, we built a questionnaire and performed a cross-industry survey in France. The survey included a standardized measure of engagement, an assessment of organizational structure, management, leadership styles and social climate based on scholarly literature, and a series of questions dealing with Teal practices that we designed. The sample was composed of 767 respondents on behalf of their company. Using multiple regression analysis, we observe that engagement is predicted by social openness of the company and by organizational trust. Teal practices aggregate in a statistically reliable manner into a construct that we call Teal index. If Teal index is not a direct predictor of engagement, it appears to contribute to predicting trust, which itself predicts engagement. These results are insightful in many ways: they highlight trust as a key factor of engagement, offer a first overview of the adoption of Teal practices among French companies and open up avenues for capturing Teal philosophy beyond observable and measurable practices in everyday corporate life. These findings are discussed with an evolutionary viewpoint to better understand current and future transformation of organizations.

Mergers, distance, and leadership: Perceptions of different forms of distance to leadership in merger processes

AbstractMergers in higher education are large‐scale, complex organisational change processes seeking to integrate former independent institutions into a new organisational entity. Mergers are often justified by reference to broad overarching goals such as quality, relevance, and efficiency. In practice, mergers entail attempts at organisational integration which can be inhibited by several obstacles, increasing and large internal distances can be such a hindrance to integration. In this paper, we explore how different forms of distance to leadership in the context of higher education can be conceptualised, and how experiences of different forms of distance interrelate. This paper shows that geographical distance can also mask other conceptualisations of distances and that geographical distance can also interact with other forms of distances. The empirical basis consists of data from a large‐scale research project addressing the organisational transformations taking place in Norwegian higher education due to mergers between 2016 and 2017.

Determinants of an effective digital transformation in construction organisations: a qualitative investigation

PurposeDigital uptake amongst construction organisations is described as slow and ineffective, undermining a fundamental transformation and limiting construction firms from exploiting the digital benefits. In this space, meaningful research that utilises a qualitative approach in pursuit for employees' insights towards digital transformation is lacking. Such limited focus from previous efforts presents an opportunity to illuminate the determinants of an effective digital transformation that are, arguably, responsible for the status quo of low digital uptake in the construction sector. This paper aims to discuss the aforementioned idea.Design/methodology/approachThis study adopts a qualitative approach to address the literature's digital discreetness in construction. The qualitative approach captures employees' perspectives through its unbounded characteristic of encouraging illustration and discussion.FindingsThis paper captures 35 digital transformation determinants under three clusters, namely, organisation related, i.e. hierarchy, size and management, people related, i.e. team orientation, training and knowledge and leadership related, i.e. awareness, attitude, approach and leaders' characteristics. Findings suggest a new set of arguments in relation to understudied factors and their influence on the digital uptake in construction organisations.Originality/valueThis paper offers empirical indication of the determinants believed to influence an effective digital transformation in construction organisations. Such conceptualisation is crucial and is depicted as perceived by construction employees and practitioners, which is a less biased approach than that of comparable studies that argue the viewpoints of industry leaders in isolation of other members of the hierarchy.

STRATEGIC LEADERSHIP TOWARDS SUSTAINABLE PLANNING FOR COMMUNITY DEVELOPMENT IN MALAYSIA

Strategic leadership is recognized as a vital tool in the transformation of rural organisation. Thus, this qualitative research study aimed at assessing the role of strategic leadership in the transformation of rural organisation. The study used a semi-structured interview schedule to collect data. Purposive sampling was used to select a cohort of sixty members of Villages Development and Security Committee (JPKK) of Malaysia. Those selected as participants include chairmen, secretaries and ordinary members. The study used an inductive approach for data analysis. The data analysis led to the development of five main themes of ‘strategic direction’, ‘ethical practices’, ‘exploitation and maintenance’, ‘development of human capital’ and ‘sustaining a corporate culture’.

Transformasi Organisasi Keagamaan Melalui Nilai-Nilai Buddhayana: Studi Organisasi Majelis Buddhayana Indonesia

This study aims to investigate the transformation of religious organizations through the application of Buddhayana values in the context of the Organization Majelis Buddhayana Indonesia. Buddhayana is Buddhism itself. In the context of organizations, Buddhayana as an ideology is instilled by upholding non-sectarian values, universalism, pluralism and belief in Dharmakaya. This research uses the literature study method. Literature study can be taken by collecting references consisting of several previous studies which are then compiled to draw conclusions. The transformation of religious organizations by reinforcing religious values can help deepen the spiritual experience of adherents and increase the organization's positive contribution to society. These values are embodied in "Buddhayana" which is non-sectarian, pluralism, universalism and belief in Dharmakaya

Digital Transformation Impact on Human Resource Management Practices in Indonesia: Exploring Technology-Based Approaches

The global surge in digital transformation has significantly impacted human resource management (HRM), extending its influence to Indonesia. This study explores technology's role in organizational transformation by implementing technology-based HRM practices in Indonesia. The research analyzes how these technologies shape HRM practices in diverse Indonesian organizations by emphasizing online recruitment, technology-driven performance analysis, and online learning. The analytical methodology involves a cross-sectoral survey of organizations from various industrial sectors, adapting data analysis techniques to align with regulatory and cultural factors influencing technology-based HRM practices in Indonesia. Findings highlight the crucial role of technology adaptation in enhancing organizational efficiency amid evolving job market dynamics. Successful integration of technology-based HRM practices in Indonesia hinges on considering unique cultural characteristics and regulations. Practical implications guide Indonesian organizations, fostering growth and sustainability in the digital era. This study aims to provide coherent insights for practitioners and researchers developing HRM strategies aligned with Indonesia's local conditions.

INSTITUTIONAL POLICIES ON ARTIFICIAL INTELLIGENCE IN UNIVERSITY LEARNING, TEACHING AND RESEARCH

Generative artificial intelligence is rapidly transforming the educational process and the scientific work of students, lecturers, researchers and administrators of higher education institutions. There are limited and contradictory recommendations for the use of artificial intelligence in the educational process and in the educational programmes of higher education institutions. To define the scope of AI application, there is a need to develop institutional policies for higher education institutions, which will allow the academic community to determine the appropriate scope of AI application in the educational process and prevent the use of AI in areas where ethical norms are violated. The purpose of the article is to summarise and systematise the experience of forming institutional policies for the application of artificial intelligence in education, training and research in higher education institutions using the experience of Kherson State University. The article presents the developed institutional policies for students, lecturers and researchers with recommended and not recommended initiatives for the use of AI in the educational process and research at Kherson State University. The purpose of these institutional policies was to create an inclusive environment of modern digital tools for involving of lecturers of non-professional specialties and define the framework for the use of artificial intelligence in education, teaching, and research of all subjects (participants) of educational activity. The recommendations are aimed at empowering all participants to select educational components creatively and at improving the efficiency of the educational process and research activities through the use of AI tools. Issues requiring further research regarding generative platforms lie in three thematic areas: knowledge base; transparency and ethics; digital transformation of organizations and societies. It is also relevant to create an educational environment that encourages the interaction and dissemination of positive practice of digital transformation of all participants of the educational process.

Leadership Dynamics and Gender Disparity: Shaping Organizational Culture and Success

This research paper delves into the profound and pivotal role of leadership in shaping the behaviour, culture, and overarching efficacy of organizations. Leadership stands as the cornerstone for fostering a workforce that is not only motivated and engaged but also remarkably adaptable, all finely attuned to the organization's strategic objectives. The influence of effective leadership is not confined to a superficial realm; it extends to encompass the development of employees, the art of skilful conflict resolution, and the orchestration of organizational change. These elements collectively form the bedrock of an organization's triumphant journey. The core of this study lies in its exploration of how the choice of leadership styles embraced by an organization can wield a substantial impact on its capacity to deftly manage and propel successful organizational transformations. Illuminating this critical inquiry is a detailed case study of "TheX-Tech," a dynamic tech startup. This case study reveals a spectrum of diverse leadership styles employed by different leaders within the same organizational framework, spanning the domains of transformational, situational, servant, and distributed leadership. This investigation not only casts light upon the choices made by these leaders but also offers a profound understanding of their profound influence on the intricate tapestry of organizational behaviour and adaptability, particularly in the context of a remote work environment. The research methodology underpinning this inquiry is a meticulous and systematic process encompassing the crystallization of research objectives, a comprehensive review of the existing literature, the judicious selection of research methods, and the rigorous execution of data collection. Data is meticulously garnered through the employment of a multifaceted approach, integrating surveys, incisive interviews, astute observations, and a discerning analysis of relevant documents. Both quantitative and qualitative data are subjected to meticulous scrutiny to discern nuanced correlations and emerging trends that define the intricate interplay between leadership styles and the dynamics of organizational change. Emphasis is given to the inviolable imperatives of data validity and reliability, ensuring the robustness of the findings. The study offers pragmatic recommendations that serve as guiding beacons for organizations seeking to enrich their change management endeavours by embracing and harnessing the manifold facets of effective leadership styles. In summation, the study unequivocally concludes that leadership is an ever-evolving and dynamic force that steers an organization towards resounding success and a remarkable degree of adaptability. It occupies a pivotal position as the linchpin, determining an organization's acumen in navigating the intricate maze of corporate intricacies. Leadership, in its true essence, represents the foundational underpinning upon which the behavioural framework of an organization is meticulously woven. It influences the actions, interactions, and collective contributions of individuals, propelling the organization towards success. In essence, effective leadership stands as a potent catalyst for the catalysing forces of innovation, change, and the overarching growth of an organization. Gender disparity in leadership, marked by underrepresentation, the gender pay gap, and limited mentorship, obstructs women's progress in society as well. Implicit biases, stereotypes, and work-life balance challenges add to the hurdle in the success and upliftment of society. Decision-making bias often results in harassment and discrimination, while the "stereotype threats" taking rise and following some bad impacts with it. Addressing this requirement of organizational gender equality, include diversity initiatives, pay equity, mentorship, transparent recruitment, and flexible work arrangements. Promoting female leadership, addressing harassment, and manifesting role models is vital. Equitable compensation, education on bias, and transparent recruitment practices are essential. Affinity groups, accountability, external collaborations, and legal compliance reinforce change

Development of The Health System and Organizational Transformation in Republican History

Sosyo-ekonomik ve kültürel bileşenleri kapsaması nedeniyle çok boyutlu bir kavram olan sağlık, tanımlanmasında olduğu üzere sağlık ile ilgili hizmetlerde de farklılık göstermektedir ve özellikle ekonomik ve teknolojik faktörlerin değişimi ile sağlık hizmetlerinde sürekli bir dönüşüm gerçekleşmektedir. Bu çalışma ile özellikle milenyum sonrasında önemli değişim geçiren Türk sağlık hizmetlerinin Cumhuriyet tarihimizin yüz yıllık sürecinde geçirdiği dönüşümler, literatür taraması ve ikincil veriler temelinde analiz edilmiş ve üç dönem belirlenmiştir. 1923-2003 yılları arasını kapsayan ilk dönemde, öncelikle günümüzdeki kurumsallaşma ve örgütlenmenin temelleri oluşturulmuş, 80 yıl içinde önemli politikalar geliştirilmiştir. 2003 ile 2013 yılları arasını kapsayan on yıllık ikinci dönemde, sağlık hizmetlerinin verimliliğinin artırılmasına odaklanılmıştır. Son dönem ise 2013 yılından günümüze kadar olan on yılı kapsamaktadır. Bu dönemde, sağlık alanında dijital uygulamalar başlamış ve özellikle sağlık hizmetlerinin örgütlenmesinde değişimler yaşanmıştır. Bu doğrultuda, kamu-özel ortaklığı ile sağlık hizmetleri için yeni bir organizasyonel yapı olan şehir hastaneleri faaliyete geçmiştir. Bu yeni yapı ile sağlık hizmetlerinde artan maliyetlerin kamu ve özel sektör tarafından ortak karşılanması, sağlanan hizmetlerde verimlilik artışının meydana gelmesi sağlanmıştır.

Managing Document Management Systems’ Life Cycle in Relation to an Organization’s Maturity for Digital Transformation

Document management systems (DMS) have become an important topic regarding digital transformation in organizations because they enable paperless business, speed up processes, lower business costs, and support sustainability activities in organizations. DMSs should be considered as green technology and also as technology crucial for green digital transformation. Sustainability is becoming increasingly crucial for organizations and society, and DMSs, along with paperless business, can contribute to the sustainable orientation of organizations. However, the problem with DMS implementations is that they often fail and that DMS users often use DMSs at a basic level, which means that, among other things, they still prefer to print documents rather than use electronic documents. A framework that can contribute to a better implementation and a higher level of use of DMSs, which both lead to a more green digital transformation of the organization, represents an organization’s maturity. We used the Process and Enterprise Maturity Model (PEMM) to assess the organization’s maturity level concerning the DMS’ life cycle. Findings are presented from the research study. The research study was based on a questionnaire and collected data from DMS users. The research study showed that an organization’s maturity impacts the DMS’ life cycle. Organizations that manage the DMS’ life cycle will better cope with digital transformation and sustainability issues related to paperless business.

How and when does authentic leadership reduce employee resistance to change? An explanation from uncertainty management theory

PurposeIn the period of organizational change and transformation, the attitude of employees towards change has become a key factor in the success of organizational change. Based on the uncertainty management theory (UMT), the paper considers authentic leadership as an important antecedent of employee resistance to change and explores the mediating role of perceived uncertainty and the moderating role of uncertainty avoidance between authentic leadership and employee resistance to change.Design/methodology/approachThe paper conducted a questionnaire survey study and a scenario experimental study. In study 1, the authors collected two stages of data from 256 employees in Central China, one month apart. In study 2, the authors designed a scenario experiment and invited 130 Chinese adults to participate.FindingsThe authors find that authentic leadership can effectively reduce employee resistance to change by reducing employee perceived uncertainty. In addition, for individuals with a higher (vs lower) degree of uncertainty avoidance, the direct impact of authentic leadership on perceived uncertainty and the indirect impact of authentic leadership on resistance to change through perceived uncertainty are both stronger (vs lower).Originality/valueThe presented results reveal the mechanism between authentic leadership and employee resistance to change from cognitive perspective and depict an important step toward understanding how authentic leadership and employee uncertainty avoidance interact and how they interact with employee resistance to change.

Systems engineering in automotive product development: A guide to initiate organisational transformation

Systems Engineering (SE) is an engineering method that has rarely been applied in Automotive Product Development, despite its noticeable positive effects in other engineering fields. With increasing interests, firms and scholars have started to discover its impact in the segment, however internal hurdles appear when it comes to implementation practices at organisations across the industry. This paper presents a comprehensive guideline, results and good practices on the SE implementation, developed in Formula SAE (FSAE), which is a relevant model environment of automotive industry. The impact of applying SE show project results improvement in cost, time and quality aspects, although, the maturity of SE should be assessed at the system of systems level. Outcomes gained from FSAE have been validated by in-depth interviews with SE experts, engineers and managers affiliated at technical development departments of 4 different automotive OEMs. These practitioners provide evaluated practices as employee involvement, applying learning by doing, and playing with architectures relevant and feasible in industrial setting, however emphasized expected impeding factors as sluggishness and general resistance to organisational changes.

Integrated lean-green practices and supply chain sustainability framework

Integration of lean-green practices has benefited companies in many ways, particularly the large ones. Small and Medium Enterprises (SMEs), as key players within supply chains, should also be encouraged to apply the lean and green practices to support the large enterprises in the supply chain. However, it remains all time challenging for SMEs that operate with limited resources, and often emphasize on short-term goals with rapid turnaround. The impact of green-lean practices on sustainability performance has been investigated earlier, however further study is needed to understand the phenomena in context of SME supply chain. This study examined the moderating effects of top management commitment and leadership (TMCL) and organizational culture transformation (OCTr) on the relationship between Lean Practice (LP) and Green Practice (GP). Further, it investigated the moderating effect of both policy initiative (PI) and collaborative synergy (CS) on the relationship between GP and sustainability performance. The survey-based study analyzed the data from 345 Indonesian manufacturing SMEs using structural equation modeling (SEM) with Smart-PLS. The findings suggest that GP mediates LP to improve sustainability performance of SMEs. TMCL facilitates significantly the adoption of integrated lean and green practices. Meanwhile, OCTr, PI, and CS did not have a significant moderating effect. It means that OCTr does not significantly moderate lean practices for the adoption of green practice. Similarly, results demonstrate that neither PI nor CS moderate the correlation between green practice and sustainability performance of supply chain in manufacturing SMEs. The findings help SME owners or managers to build a comprehensive model of a lean-green system to direct SMEs to achieve sustainable development.

Digital Transformation of Organizations and Their Organizational Cultures: A Case Study in a National Defense Industry

Digital transformation has become vital for organizations in order for them to differentiate from competitors providing a competitive advantage in the fast-changing environment they operate. Digital transformation is considered as a radical transformation affecting organization’s products, services, people and processes while improving performance. It is a risky and tremendous challenge for most organizations. Based on a dissertation with the current paper an approach on digital transformation, in a national defense company is attempted. Products and services provided are characterized through high quality standards and a strong culture. Those characteristics are considered a fruitable ground for providing a framework to transform an organization into a digital one. Taking into consideration the above, literature research on digital transformation of organizations and their benefits are provided. The digitalization process is analyzed in order to show the building blocks of transforming the organization into a digital one. However, in order to start such a process, the organization has to have an adaptive high performance organization culture. This is considered as the base to start the digitalization process. In order for the organization to have such a culture, current situation has to be assessed and certain actions to be taken. An assessment of above-mentioned company is presented and actions proposed. It is obvious that organizational digital transformation is inextricably linked with an organizational culture change. The benefits and barriers from such a transformation are shown and finally proposals presented regarding a digital strategy implementation as well as a vision and mission statement for the company.