Tatiana Lezina

High School of Economics · Department of Economics

The period of high expectations of digital transformation benefits is followed by a period of discussion on strategies and methods for managing digital changes. Not only the rapid development of technology, but also the turbulence of the external environment contribute to the view that traditional approaches to strategic management of the company a...

Experts cite the low efficiency of strategic management as one of the key reasons for the poor effectiveness of digital transformation in many Russian companies, due to both the lack of experience in managing digital transformation and the absence of mechanisms for such management. Moreover, the rapid development of technologies and the need to res...

For citation: Stoianova O. V., Lezina T. A., Ivanоva V. V. (2020). e framework for assessing company's digital transformation readiness. St Petersburg University Journal of Economic Studies, vol. 36, iss. 2, pp. 243-265. https://doi.org/10.21638/spbu05.2020.204 At present, the focus of discussions on digital transformation has shi ed from issues of...

Surveys show that only every third company in Russia has chosen a digital transformation strategy and has implemented it. What slows down the development of these kinds of strategies in companies? The choice of the strategy is partly defined by the level of readiness of the company’s management system, business processes, architecture, etc. Existin...

N owadays many business models rely heavily upon adequate IT management practices. Quite often in developed economies, the role of IT has organically evolved over decades from a mere business support function to an efficiency driver and enabler, and finally (at least in some cases) to a driver of business innovation and digital transformation. Unli...

The article presents the results of the research on Russian companies’ readiness for digital transformation in 2017–2021. The purpose of the study is to observe how the understanding and the attitude of the representatives of Russian business towards the digital transformation and the self-assessment of company’s readiness for this transformation h...

Nowadays, the level of digitalization of Russian companies varies greatly depending on their scale, industry, form of ownership, etc. The low efficiency of management systems is one of the key reasons for an insufficiently fast or unsuccessful digital transformation of many Russian companies, which is caused both by the lack of management experienc...

Large companies can use the analysis of employees’ digital trace data to increase the efficiency and objectivity of business processes of assessment of employee competencies. New technologies allow to accumulate data on the activities of employees related to their work performance in the information systems of companies. The results of employees tr...

All the models related to the assessment of companies’ readiness for transformation contain the domain that specifies the level of the corporate culture. Nevertheless, there is currently no consensus on the characteristics of an “ideal” corporate culture. Moreover, it is crucial for companies planning digital transformation to understand the minimu...

В условиях цифровой экономики усиливаются требования к цифровым компетенциям сотрудников компаний. Мировые практики декларируют слияние функционала ИТ- менеджмента и топ менеджмента компаний. Российские профессиональные стандарты в той или иной степени подробности учитывают необходимость наличия цифровых компетенций у сотрудников разных уровней упр...

IT penetration of the core business processes in companies in recent decades has increased continuously. Moreover, the business agility is strongly influenced by the IT agility, making IT an important factor that can contribute to the competitiveness of a firm in its markets. Increasingly, this requires IT to be no longer merely "enabler" of busine...

Structured Abstract Within the frames of digital business transformation the data are one of the basic company assets. Many companies adopt cumbersome expensive software to provide analytical reports, revealing the causes of success and failure. The observed gap between business expectations and the obtained results is not associated with software...

The positive results that are frequently associated with business process management, can only be achieved through triggering of the process by its users and the correct execution by the process operators. Unfortunately, business scandals in various domains have shown that companies, or rather the process operating subjects, sometimes do not execut...