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Digital Transformation Framework (own illustration)

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Chapter
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For many organisations, digital transformation is a strategic priority in order to renew their business and stay competitive. However, managers find it difficult to set and implement digital agendas because they are unsure about the process, topics and setup. In order to provide management with an overview of the most important topics, a literature...

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... Digital transformation offers organizations excellent opportunities and high risks [3]. Bughin & Van Zeebroeck [4] suggest that organizations that do not react to digital disruption, or only partially, are likely to take a significant hit to their revenues and profits [5]. Many traditional companies are defeated by the presence of new, more innovative companies [6] The ride-hailing industry is shifting the existence of conventional taxis [7][8][9][10][11][12]. ...
... However, many still have no clear roadmap for reimagining the existing processes with emerging technologies [1]. Other research states that many organizations are still trying to organize and implement a digital agenda [5,21,22]. Most research results focus on specific aspects of digital transformation or case studies [18] The lack of an integrated approach to developing a company-wide digital transformation strategy was also identified by Hess et al. [23], Hyvönen [24] and Ismail [25]. ...
... Meanwhile, measuring the maturity level of Digital Transformation implementation is a necessity as a form of guidance for organizations in knowing the current digital transformation position, evaluating target gaps and realizing digital transformation implementation to determine the right strategy to realize digital transformation as a whole. This is an adaptation response to all forms of change to increase organizational resilience and sustainability [3][4][5]. Therefore, it is necessary to measure the digital maturity that accommodates various dimensions of supporting digital transformation as a whole [1,5] and can be easily accessed by users [38]. This research seeks to fill the gap in measuring digital maturity models. ...
Article
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The Digital Transformation (DX) potentially affects productivity and efficiency while offering high risks to organizations. Necessary frameworks and tools to help organizations navigate such radical changes are needed. An extended framework of DMM is presented through a comparative analysis of various digital maturity models and qualitative approaches through expert feedback. The maturity level determination uses the Emprise test of the international standard ISO/IEC Assessment known as SPICE. This research reveals seven interrelated dimensions for supporting the success of DX as a form of development of an existing Maturity Model. The DX–Self Assessment Maturity Model (DX-SAMM) is built to guide organizations by providing a broad roadmap for improving digital maturity. This article presents a digital maturity model from a holistic point of view and meets the criteria for assessment maturity. The case study results show that DX-SAMM can identify DX maturity levels while providing roadmap recommendations for increasing maturity levels in every aspect of its dimensions. It offers practical implications for improving maturity levels and the ease of real-time monitoring and evaluating digital maturity. With the development of maturity measurement, DX-SAMM contributes to the sustainability of the organization by proposing DX strategies in the future based on the current maturity achievements.
... However, managers find it difficult to define and implement digital agendas because they are unsure about the process, topics, and configuration. In order to provide an overview of the most important topics to the management, a literature review identified eighteen validated digital maturity models and frameworks that describe various dimensions or fields of action to consider for a digital transformation strategy [15]. ...
Chapter
This chapter has the main purpose of structuring and analyzing the available literature in the field of research on Maturity Models of Digital Transformation, both in the academic literature and in the publications of Consulting companies and Market studies. The research method was content analysis and it was possible to find 11 categories in which comparative analyzes were performed between DTMM The result of the comparison and analysis of the models helps professionals from different areas of activity, specialists, and academics to understand the similarities and differences between the models, and to assess the organization’s readiness and capacity to make significant changes, such as, strategy, business model, products and services, and technology.
... Other factors have received greater refinement in this study, for example, the factor "existence of an adequate technological infrastructure", appears in the literature (Valdez de-Leon, 2016;Bumann & Peter, 2019;Salviotti, G., Gaur, A. & d Pennarola, 2019), but this study more accurately revealed the need for good connectivity in employees' homes, the network stability and the existence of sufficient peripheral equipment such as computers, headphones, speakers, etc. These components were deficient during 2020. ...
Article
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The COVID-19 pandemic spread around the world in early 2020, forcing governments to impose lockdowns. As a result, organizations had to find new ways to continue operating during this disruptive event. Not all organizations were able to use digital technology with the same degree of success.This mainly qualitative study includes the use of mixed methods aimed to investigate the significance of digital maturity for an organization, so that it can develop resilience during a pandemic and retain competitiveness in a post-pandemic age, referred to as ‘the new normal’.The outcome of this research suggests that under certain assumptions the digital maturity of an organization was a good predictor of its organizational resilience during the pandemic. The most influential factors in successfully coping with such event included both technical and managerial activities such as the existence of an adequate technological infrastructure, agile decision making, monitoring the situation, and improving the digital literacy of the workforce. This study also identified the practices that are likely to be adopted in the post-pandemic era.These outcomes were incorporated into a new model for managing disruptive events using digital technology ready for adoption by any kind of business, provided that geographical and cultural differences are considered and appropriate modifications are applied.
... Es deber de la gerencia comunicar la visión y estrategia desarrollada a la organización y brindar el apoyo necesario para implementar la hoja de ruta de transformación (Svahn et al., 2017). Las organizaciones deben decidir si quieren redefinir completamente su estrategia, lo que lleva a la aplicación de modelos más genéricos o confirmar y/o enriquecer su estrategia existente con los temas digitales de la nueva área digital (Bumann & Peter, 2019). ...
Thesis
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La revolución 4.0 ha afectado la forma como nos relacionamos y vivimos, por lo que organizaciones alrededor del mundo han visto la necesidad de adaptarse a esta nueva realidad con ayuda de la transformación digital. Expertos en el tema se han encontrado algunos desafíos enmarcados en tres constructos de la transformación digital, el primer constructo es la experiencia del cliente, seguido del proceso operacional y por último el modelo de negocio. Actualmente, la literatura especializada exhibe falta de comprensión acerca del concepto de transformación digital, además las organizaciones carecen de modelos de gestión para transformarse digitalmente desde la perspectiva del conocimiento de sus capacidades dinámicas, con el objetivo de superar los desafíos de la transformación digital e incorporar conocimiento científico, tecnológico y convertirlo en bienes y servicios con valor agregado. Las capacidades dinámicas permiten a una organización sensar, aprovechar y transformar las competencias internas y externas para abordar entornos que cambian rápidamente. Esta investigación propone un instrumento para la medición y evaluación de las capacidades dinámicas en las organizaciones, que les permita establecer la probabilidad de superar los desafíos que propone la transformación digital. Para tal fin, se propuso en primera instancia el análisis del estado del arte de las capacidades dinámicas en el marco de la transformación digital a partir de la literatura especializada. En segunda instancia se identificaron las capacidades dinámicas que fueron medidas y evaluadas por cada dimensión asociada al marco de transformación digital. Tercero, se exhibe la propuesta de un modelo de medición y su instrumento además de las respectivas validaciones estadísticas, por último, se analizan los resultados para 13 organizaciones y se presentan las conclusiones y el trabajo futuro.
... Although consulting and software companies have published a series of research and white papers, few DT models have emerged from academic investigation [24], although [25] and [26] have created some theoretical frameworks for this purpose. [27] refer that most practical frameworks for DT are digital maturity models, used to assess the degree of readiness of the organization, but they lack empirical validation. Practical frameworks for DT are primarily based on observation of ad-hoc phenomena rather than being derived from scientific theory. ...
Article
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Digital transformation is a challenge that many SMEs find difficult to embrace. This difficulty is not due to a lack of will or resources but to the lack of the right strategies for the specific type of organization. It is a common and accepted opinion that many of the digital transformation projects fail or do not achieve the proposed objectives because of the chosen strategy. Digital transformation cannot be seen as a mere evolution of technologies but as a need to shape the entire business of the organization. The increase in e-commerce has forced SMEs to embark on this disruptive process based on globalization and digital business. In this work, we seek to understand which kind of strategy an SME in the retail industry should follow for a correct transformation of its business model. In this work, is proposed a conceptual model for the digital transformation of retail SMEs and explained how to create a prototype script to support the choice of the best digital strategy for retail SMEs. To prove the validity of the prototype, it has been applied in a practical case of a business process in a retail SME.
... Digital transformation strategy means to systematically address digital transformation by adopting the formation in the organisation (Chanias & Hess, 2016). It involves the functional or organisational strategies to coordinate with many independent drivers in supporting organisations' transformation (Bumann & Peter, 2019) and includes all organisation segments and characteristics to coordinate organisation activities and operations (Saeed, 2020). In this case, the digital transformation strategies can be successfully implemented with strong top management support (Tekic & Koroteev, 2019), and it should be driven by the top-down management to influence the adoption of the strategies ( van Dyk & van Belle, 2019). ...
Article
The integration of engineered nanomaterials (ENMs) in the food and agriculture industry is now common and rampant among giant food manufacturers to enhance the quality, functionality, and physicality of food products. However, consumers have not been consulted and informed on the use of ENMs in food despite various potential safety and health risks associated with oral exposure of ENMs illustrated from scientific studies. In the European Union, the food law was amended to include provisions on nanotechnology after conducting a public consultation to explore public awareness and perception of nanotechnology. In the absence of a specific regulatory framework for nanofood in Malaysia, this study aims to analyse consumers’ awareness and knowledge of nanofood. The result from the study serves as an invaluable input to the regulatory authority in framing any regulatory reform to regulate nanofood. A survey was conducted using a closed-ended questionnaire distributed online. The result indicates that the awareness and understanding of nanofood are still lacking and not satisfactory.
... Strive for 50% of graduates to be competent in innovative entrepreneurship, creating new jobs. Every individual can access the online MOOC (Massive Open Online Course), contributing to improving the digital skills of the whole society and improving digital education for the people (Bumann & Peter, 2019). ...
Article
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People have mentioned more about digital transformation in the last few years, especially in the economic, business, and service sectors. In education, it is not until the Covid-19 pandemic breaks out on a global scale that stagnates all socio-economic activities students cannot come to school. Digital transformation is a process whose results can be a completely new educational appearance, with new methods, techniques, tools, and means. This article analyzes some theoretical and practical backgrounds in digital transformation activities nationally and internationally. At the same time, some orientations on the development plan of digital transformation activities at Hanoi Metropolitan University. Keywords: Digital Transformation, 4.0 Industrial Revolution, Information Technology.
... A comparison of eighteen digital transformation frameworks and models with 115 dimensions [22] revealed six strategic action fields of digital transformation, namely (1) strategy (the importance of building a sophisticated digital strategy for successful digital transformation), (2) organization (a collaborative and partnership driven approach by actively pursuing and fostering respectful relationships with various stakeholders), (3) culture (with digital leaders who have the ability to manage complexity, inspire and develop distinct digital cultures conducive to success and promote the development of innovative digital solutions despite investment risks), (4) technology (the organization's approach to the use of new digital technologies), (5) customer (the changing customer behavior around digital requirements), and (6) people (the organization's employees with their skills and capabilities). ...
Article
Associative business structures (business associations) and non-associative business structures (those without any formal or juridical associative agreement) provide platforms to share knowledge, gain insights and collaborate. One additional benefit to participate in these structures is the opportunity for business development. In some cases, and especially for SME, they provide important market opportunities and access to relevant stakeholders. A literature review aimed to identify the concepts described about associative and non-associative business structures in the context of the digital age and digital transformation. The most often referenced concepts (business networks/business relationships, the diversity of actors in a network/business ecosystems, innovative networks, and stakeholder networks/business associations) and not yet prominent concepts (digital associations/digital networks, digital ecosystems/digital environment and digital entrepreneurship, e-markets/e-business environment and e-clusters/e-hubs/digital innovation hubs) provide input and ideas of how associative business structures could be supportive and relevant on the SME business development journey in the digital era.
... When the SAIs' ecosystem is affected by a technological-driven change, they may or may not respond to that by adapting and innovating to meet up new societal demands. DT is a holistic approach to change involving not only the technology but also other nontechnological aspects such as strategy, organizational culture, and leadership (Bumann & Peter, 2019, 2016. ...
... Drawing from the available DT literature (Bumann & Peter, 2019;Parker et al., 2016;Verhoef et al., 2021) and sociotechnical theory (Leavitt, 1965;Clark, 1972;Bostrom & Heinen, 1977;Nograšek & Vintar, 2014), we derived the following DT framework (Figure 1). Sociotechnical theory, for example, suggests that to digitally transform an organization, it must consider the different relationships between the different subsystems of an organization (Leavitt, 1965). ...
... The five elements of the DT framework need to be considered with a holistic approach (Bumann & Peter, 2019;Parker et al., 2016), taking into consideration not only the technological aspects but mostly the other nontechnological ones and the existing interrelations. ...
Article
The ongoing transformation of supreme audit institutions (SAIs) external environment is changing the demands and expectations of its stakeholders. The changing environment triggered by technological advancements, increased demand for accountability, and transparency means a change in the way auditing is done. The literature provides evidence of an ongoing technological innovation within the private sector audit. Private sector auditing research has focused mainly on technology adoption and use failing to address the umbrella concept of digital transformation (DT), some even consider processes of DT such as technology adoption and use to be DT. The public sector auditing literature is still yet to commence DT‐related research. This study seeks to fill in this gap and after presenting what DT entails, we applied an exploratory approach through semistructured interview responses, together with other documents from SAIs, to understand how SAIs currently perceive DT and what are their current reactions or actions to transform. The paper analyzes and discusses how SAIs perceive and define the DT phenomenon. The results show that most SAIs still do not master the concept of DT, as they often refer to technology adoption or automation of auditing processes to be DT, notwithstanding a great majority acknowledges the need for DT but lacks the right strategy and resources in place. We saw a few proactive SAIs who are futuristic on the contrary a majority are reacting to change when the need arises, especially during the audit process. The paper provides one of the first empirical investigations into the current DT of public audits. It also proposes a general framework suitable for analyzing the factors involved in the DT in SAIs.
... A conceptual digital transformation framework in the context of the mining sector Source: Developed by authors adapting [18][19][20] With reference to the summarized literature, four key action fields or managerial dimensions can be distinguished to be included in a cross-industry digital transformation framework: digital business strategy, technologies and business processes at the firm level, https://doi.org/10.1051/e3sconf /202131504006 E3S Web of Conferences 315, 04006 (2021) VI th International Innovative Mining Symposium digital culture and competent leadership, as well as stakeholder analysis and engagement. ...
Article
Full-text available
Across the industries, management faces increasing pressure to make digital transformation a strategic priority and embrace the opportunities offered by digitalization, and the mining sector is not an exception in this regard. Whereas it is recognized that within the mining industry digitalization will be a driving force that has a great potential to transform the nature of companies and their interaction with stakeholders at every stage of the value chain, there seems to be a lack of an understanding as to what should be investigated from a managerial perspective for the successful undertaking of the digital transformation initiatives. The paper aims to provide a descriptive overview of the global industry trends with regard to digital technologies in the mining sector, as well as develop a conceptual digital transformation framework that is intended to improve business’ digitization processes for the mining companies by identifying the core managerial areas on which attention should be focused in order to ensure effective implementation of the digital transformation strategy. These main action fields, along with optional additional dimensions could be further elaborated depending on the organizational context and industry environment, and should be taken into consideration when planning and organizing activities directed at delivering effective digital transformations.