With the recent concept of e-services, public and private sectors worldwide are realizing the benefits of ensuring that their services are more efficient and easily accessible. There have been numerous strategies aimed at improving and adopting e-services in many countries, such strategies and initiatives are yet to succeed in meeting the desired objectives and expectations. In the United Arabs Emirates (UAE), there has been a major transformation in the adoption of electronic services aimed to improve the quality of service delivery (Al-Khouri & Duncan, 2010). E-services were mainly adopted by the private sector in 2008, but the recent advancements saw the government of UAE aiming at the automation of services in its core operations. The government of the UAE and other key players have increased resource allocation to e-services with a great percentage (Al-Khouri & Duncan, 2010). According to the 2014 federal strategy report, the governments e-services on offer were projected to rise from 500 to 1000. This strategy is seen achievable by the middle of 2013.
Cultural Issues
The commitment to automation of service delivery is commendable as compared to 2008. UAE has been going through a number of transformations in order to give a clear perspective of its position against the global ICT standards. Recently, the ministry of finance has adopted this transformation by launching a G2 e-Dirham system (Al-Khouri & Duncan, 2010). This increased the number of e-payment systems provided by the government for free. The e-Dirham system came to a number of benefits in the profit collection operations (Al-Khouri & Duncan, 2010). This system encourages people to adopt the use of virtual money and electronic transfers, hence reducing security concerns related to carrying cash (Al-Khouri & Duncan, 2010).
The wider adoption of electronic services in the UAE has become a pervasive and dominant aspect of modern life. This adoption has impacted culture both positively and negatively (Al-Khouri & Duncan, 2010). Culture is the minds collective programming, which differentiates the member of one category or group of people from another. E-services platforms, like websites, have replaced traditionally existing relationships between the service providers and prospective clients (Al-Khouri & Duncan, 2010). As compared to the past years, like 2008, for one to access a service, there had to be person-to-person communication. Presently, there is no need of knowing your service provider or client physically, since most services are just a click away. The high use of e-services has altered existing relationships, which were embodied in the cultural framework.
Lack of Understanding/Education
E-service adoption has significantly affected the field of education. There is easy access to educational information at a persons convenience, and this in turn has bridged the digital divide (Mia, 2011). A report released by the world economic forum ranked UAE as the top 19th country in the world with the highest number of internet users per 100 populations. This report clearly attributes the increased number of users to the availability of knowledge that e-services offer and the UAE has reached the information stage in its adoption of electronic services. However, the virtual nature of e-services has created a lack of understanding among some people (Mia, 2011). Since the services are programmed, it sometimes makes it difficult for a student to get clarification on a subject or topic not included in the system. This has replaced the traditional relationship between teachers and students whereby it was easy to seek clarification (Mia, 2011). To improve the performance and effectiveness, there is a need for balancing the new forms of teachings, like e-learning, and traditional models, like the classroom environment.
Mistrust in the electronic medium
In 2008, e-service implementation posed a challenge to both the government and citizens due to security and trust concerns. There existed some degree of mistrust in the electronic medium by some users. This can be attributed to cybercrimes in UAE (Mia, 2011). The use of electronic media platforms had opened a gateway for criminal activities, like tapping, which violated the confidentiality of information and data. Electronic payment systems are also more likely to generate mistrust among people; this is due to the rise of fraud incidents via the internet. However, stakeholders are committed to tackling such issues. This has seen great development in data security, and confidentiality and more people are adapting and having faith in e-services (Mia, 2011).
Language & Regional Factors
UAE is a great player in the global market. This has seen the need of incorporating e-services in its operation to develop a regional presence. There has been a good distribution of electronic services across each emirate. These efforts have contributed to regional integration, which stimulates the increased use of e-services (Mia, 2011). The United Emirates government has been laying key infrastructure needed to enable e-government platforms regionally. As Mia (2011) asserts, many local e-services are now accessible on social platforms, like Twitter and Facebook, providing people with an easy way to access information. For instance, the e-participation portal that permits the government to employ dynamic debates with the public has been created (Mia, 2011).
Conclusion
In conclusion, it is fair to state that the hard work of the UAE government and the private sector has influenced the UAE to uphold a stable performance in the e-readiness chart and was positioned fourth in a regional report released in 2010 (Mia, 2011). This has enhanced e-service provision since a customers centric focus and integration ensure a good environment for service delivery.
References
Al-Khouri, A. & Duncan, W. (2010). Supporting E-Government in UAE. Social Science journal, 1 (2), 83-98.
Mia, I. (2011). The Global Information Technology Report 20102011. World economic forum. 1(1), 33-99.
With the recent concept of e-services, public and private sectors worldwide are realizing the benefits of ensuring that their services are more efficient and easily accessible. There have been numerous strategies aimed at improving and adopting e-services in many countries, such strategies and initiatives are yet to succeed in meeting the desired objectives and expectations. In the United Arabs Emirates (UAE), there has been a major transformation in the adoption of electronic services aimed to improve the quality of service delivery (Al-Khouri & Duncan, 2010). E-services were mainly adopted by the private sector in 2008, but the recent advancements saw the government of UAE aiming at the automation of services in its core operations. The government of the UAE and other key players have increased resource allocation to e-services with a great percentage (Al-Khouri & Duncan, 2010). According to the 2014 federal strategy report, the governments e-services on offer were projected to rise from 500 to 1000. This strategy is seen achievable by the middle of 2013.
Cultural Issues
The commitment to automation of service delivery is commendable as compared to 2008. UAE has been going through a number of transformations in order to give a clear perspective of its position against the global ICT standards. Recently, the ministry of finance has adopted this transformation by launching a G2 e-Dirham system (Al-Khouri & Duncan, 2010). This increased the number of e-payment systems provided by the government for free. The e-Dirham system came to a number of benefits in the profit collection operations (Al-Khouri & Duncan, 2010). This system encourages people to adopt the use of virtual money and electronic transfers, hence reducing security concerns related to carrying cash (Al-Khouri & Duncan, 2010).
The wider adoption of electronic services in the UAE has become a pervasive and dominant aspect of modern life. This adoption has impacted culture both positively and negatively (Al-Khouri & Duncan, 2010). Culture is the minds collective programming, which differentiates the member of one category or group of people from another. E-services platforms, like websites, have replaced traditionally existing relationships between the service providers and prospective clients (Al-Khouri & Duncan, 2010). As compared to the past years, like 2008, for one to access a service, there had to be person-to-person communication. Presently, there is no need of knowing your service provider or client physically, since most services are just a click away. The high use of e-services has altered existing relationships, which were embodied in the cultural framework.
Lack of Understanding/Education
E-service adoption has significantly affected the field of education. There is easy access to educational information at a persons convenience, and this in turn has bridged the digital divide (Mia, 2011). A report released by the world economic forum ranked UAE as the top 19th country in the world with the highest number of internet users per 100 populations. This report clearly attributes the increased number of users to the availability of knowledge that e-services offer and the UAE has reached the information stage in its adoption of electronic services. However, the virtual nature of e-services has created a lack of understanding among some people (Mia, 2011). Since the services are programmed, it sometimes makes it difficult for a student to get clarification on a subject or topic not included in the system. This has replaced the traditional relationship between teachers and students whereby it was easy to seek clarification (Mia, 2011). To improve the performance and effectiveness, there is a need for balancing the new forms of teachings, like e-learning, and traditional models, like the classroom environment.
Mistrust in the electronic medium
In 2008, e-service implementation posed a challenge to both the government and citizens due to security and trust concerns. There existed some degree of mistrust in the electronic medium by some users. This can be attributed to cybercrimes in UAE (Mia, 2011). The use of electronic media platforms had opened a gateway for criminal activities, like tapping, which violated the confidentiality of information and data. Electronic payment systems are also more likely to generate mistrust among people; this is due to the rise of fraud incidents via the internet. However, stakeholders are committed to tackling such issues. This has seen great development in data security, and confidentiality and more people are adapting and having faith in e-services (Mia, 2011).
Language & Regional Factors
UAE is a great player in the global market. This has seen the need of incorporating e-services in its operation to develop a regional presence. There has been a good distribution of electronic services across each emirate. These efforts have contributed to regional integration, which stimulates the increased use of e-services (Mia, 2011). The United Emirates government has been laying key infrastructure needed to enable e-government platforms regionally. As Mia (2011) asserts, many local e-services are now accessible on social platforms, like Twitter and Facebook, providing people with an easy way to access information. For instance, the e-participation portal that permits the government to employ dynamic debates with the public has been created (Mia, 2011).
Conclusion
In conclusion, it is fair to state that the hard work of the UAE government and the private sector has influenced the UAE to uphold a stable performance in the e-readiness chart and was positioned fourth in a regional report released in 2010 (Mia, 2011). This has enhanced e-service provision since a customers centric focus and integration ensure a good environment for service delivery.
References
Al-Khouri, A. & Duncan, W. (2010). Supporting E-Government in UAE. Social Science journal, 1 (2), 83-98.
Mia, I. (2011). The Global Information Technology Report 20102011. World economic forum. 1(1), 33-99.
With the recent concept of e-services, public and private sectors worldwide are realizing the benefits of ensuring that their services are more efficient and easily accessible. There have been numerous strategies aimed at improving and adopting e-services in many countries, such strategies and initiatives are yet to succeed in meeting the desired objectives and expectations. In the United Arabs Emirates (UAE), there has been a major transformation in the adoption of electronic services aimed to improve the quality of service delivery (Al-Khouri & Duncan, 2010). E-services were mainly adopted by the private sector in 2008, but the recent advancements saw the government of UAE aiming at the automation of services in its core operations. The government of the UAE and other key players have increased resource allocation to e-services with a great percentage (Al-Khouri & Duncan, 2010). According to the 2014 federal strategy report, the government’s e-services on offer were projected to rise from 500 to 1000. This strategy is seen achievable by the middle of 2013.
Cultural Issues
The commitment to automation of service delivery is commendable as compared to 2008. UAE has been going through a number of transformations in order to give a clear perspective of its position against the global ICT standards. Recently, the ministry of finance has adopted this transformation by launching a G2 e-Dirham system (Al-Khouri & Duncan, 2010). This increased the number of e-payment systems provided by the government for free. The e-Dirham system came to a number of benefits in the profit collection operations (Al-Khouri & Duncan, 2010). This system encourages people to adopt the use of virtual money and electronic transfers, hence reducing security concerns related to carrying cash (Al-Khouri & Duncan, 2010).
The wider adoption of electronic services in the UAE has become a pervasive and dominant aspect of modern life. This adoption has impacted culture both positively and negatively (Al-Khouri & Duncan, 2010). Culture is the mind’s collective programming, which differentiates the member of one category or group of people from another. E-services platforms, like websites, have replaced traditionally existing relationships between the service providers and prospective clients (Al-Khouri & Duncan, 2010). As compared to the past years, like 2008, for one to access a service, there had to be person-to-person communication. Presently, there is no need of knowing your service provider or client physically, since most services are just a click away. The high use of e-services has altered existing relationships, which were embodied in the cultural framework.
Lack of Understanding/Education
E-service adoption has significantly affected the field of education. There is easy access to educational information at a person’s convenience, and this in turn has bridged the digital divide (Mia, 2011). A report released by the world economic forum ranked UAE as the top 19th country in the world with the highest number of internet users per 100 populations. This report clearly attributes the increased number of users to the availability of knowledge that e-services offer and the UAE has reached the information stage in its adoption of electronic services. However, the virtual nature of e-services has created a lack of understanding among some people (Mia, 2011). Since the services are programmed, it sometimes makes it difficult for a student to get clarification on a subject or topic not included in the system. This has replaced the traditional relationship between teachers and students whereby it was easy to seek clarification (Mia, 2011). To improve the performance and effectiveness, there is a need for balancing the new forms of teachings, like e-learning, and traditional models, like the classroom environment.
Mistrust in the electronic medium
In 2008, e-service implementation posed a challenge to both the government and citizens due to security and trust concerns. There existed some degree of mistrust in the electronic medium by some users. This can be attributed to cybercrimes in UAE (Mia, 2011). The use of electronic media platforms had opened a gateway for criminal activities, like tapping, which violated the confidentiality of information and data. Electronic payment systems are also more likely to generate mistrust among people; this is due to the rise of fraud incidents via the internet. However, stakeholders are committed to tackling such issues. This has seen great development in data security, and confidentiality and more people are adapting and having faith in e-services (Mia, 2011).
Language & Regional Factors
UAE is a great player in the global market. This has seen the need of incorporating e-services in its operation to develop a regional presence. There has been a good distribution of electronic services across each emirate. These efforts have contributed to regional integration, which stimulates the increased use of e-services (Mia, 2011). The United Emirates government has been laying key infrastructure needed to enable e-government platforms regionally. As Mia (2011) asserts, many local e-services are now accessible on social platforms, like Twitter and Facebook, providing people with an easy way to access information. For instance, the e-participation portal that permits the government to employ dynamic debates with the public has been created (Mia, 2011).
Conclusion
In conclusion, it is fair to state that the hard work of the UAE government and the private sector has influenced the UAE to uphold a stable performance in the e-readiness chart and was positioned fourth in a regional report released in 2010 (Mia, 2011). This has enhanced e-service provision since a customer’s centric focus and integration ensure a good environment for service delivery.
References
Al-Khouri, A. & Duncan, W. (2010). Supporting E-Government in UAE. Social Science journal, 1 (2), 83-98.
Mia, I. (2011). The Global Information Technology Report 2010–2011. World economic forum. 1(1), 33-99.
In the digital age, companies need to adapt to technological advancement and digitization of processes. Otherwise, they might lose a competitive advantage in the market to the companies that have successfully integrated digital solutions in their workflow. The current poster presents an overview of a transformation project for an automotive manufacturing company in the 4.0 Industry.
The work is based on the PwC digitization maturity model that consists of four levels, ranging from Digital Novice to Digital Champion. However, it is crucial to develop gradually and propose a consistent plan of improvement. As a result, the primary objective of the project is to discuss how the company can move from the first level of the maturity model (Digital Novice) to the second level (Vertical Integrator) (Geissbauer et al., 2016). To achieve this objective, it is necessary to examine at least five areas of improvement that contribute to the company’s digital transformation. They are compliance & security, employees & digital Culture, data analytics, digital business models, and agile IT architecture.
The first part concerns employees and digital culture, which are crucial to the company’s digitization. According to the experts, the most effective method to improve this area is to focus on collaboration rather than the individual efforts of employees (Hemerling et al., 2018). It means that the company needs to introduce effective leadership models that unite the team and present a clear understanding of the digitization process.
The second dimension refers to digital business models demonstrated on the right. The action plan for this area revolves around the understanding of customers’ needs and emphasis on lean principles of business. It means that the company needs to analyze its clients and provide flexible services based on this analysis (Balocco et al., 2018). As seen from the action plan, the primary points are:
Determine objectives and values to understand customers’ needs
Rely on the existing data analytics to support decisions
Implement a flexible digital system of business models
These points illustrate the necessity of flexibility and interoperability in digital business models, which can be summarized as lean principles.
Consequently, the third dimension concerns compliance, security, and legal considerations of digitization. It is a relevant problem since digital solutions are associated with additional risks of private data breaches and legal issues. Therefore, the company needs to ensure the highest security of customers’ personal information to meet the contemporary requirements of the industry. The proposed action to address this problem is the combination of three factors – governance, ethics, and regulations (Floridi, 2018). In other words, it is essential to thoroughly examine the existing regulations for data governance before implementing additional digital solutions for information security. The second level of maturity model does not fully address digital problems of data protection; therefore, it is more important to focus on legal issues and governance first. Ultimately, any complication with the law will have negative consequences on the company, and it is essential to minimize these risks.
The fourth area is data analytics or “Data & Analytics as Core Capability.” It implies that the company needs to implement innovative and effective methods of data analytics to maintain its competitive advantage in the market. Some of the instruments include machine learning, statistical physics-based learning, information theory-based learning, and reinforcement learning (Tang & Meng, 2021). While it is not necessary to implement the most advanced methods at the second level of the maturity stage, it might be beneficial for the company to introduce the basic instruments of data optimization. It will increase the speed of operations and make employees accustomed to digital solutions in data analytics.
Lastly, the fifth area of improvement is agile IT architecture that integrates the digital operations of the company. At the second level of the maturity stage, the IT architecture is customized specifically for the needs of the company, but it might still lack functionality. Therefore, one of the most effective and easy-to-implement approaches is to invest in a reliable IT infrastructure from third parties. For instance, an IBM IT infrastructure is a flexible solution that might be adjusted to the company’s needs of internal operations. While it might be lacking in functionality in terms of the third and fourth levels of maturity, it is an affordable solution for the second level according to PwC standards.
Summing up, the current poster has proposed an action plan in five areas of improvement that might help the automobile company undergo a digital transformation. Each of the proposed solutions will have a beneficial impact on the organization’s performance and digitization process, namely:
The improvements in the examined five areas will prepare the company for operations in the 4.0 Industry;
The company should focus on the flexibility and interoperability of work processes to maximize its efficiency;
The implementation of digital solutions is an effective method to improve the organization’s productivity.
As a result, the company will significantly benefit from the proposed transformation project.
Digital transformation is acting as a crucial factor in the improvement of practices across the globe. Similar to the case of the oil and gas sector, many companies are greatly reliant on just a few people whose proficiencies may be exceedingly difficult to replace. The research will assess the contributions of digital transformation in the oil and gas industry. With the help of the case study of Exxon Mobil Corporation, this research will employ both the primary and secondary methods of gathering data and the mixed method of analysis.
Introduction
Connectivity does not only create the potential to empower millions of people but has also ensured that companies get incredible chances for value creation. Presently, the oil and gas industry has the capacity to redefine its borders with the help of digitization power (Shukla & Karki 2016; Frank et al. 2016). In the recent future, the oil and gas industry will face the threat of losing a high proportion of its professionals attributable to retirement (Mayer & Burton 1985). This research proposal will seek to determine the manner in which digital transformation is influencing the oil and gas industry. Inculcation of digital expertise, in addition to case administration abilities, enables organizations to maintain competency that they would otherwise have lost with the retiring of professionals.
Research Rationales
Although digital transformation is a great foundation of tremendous change, many challenges have to be surmounted to attain its fullest potential for both companies and society. Organizations across the oil and gas industry are grappling with issues associated with the satisfaction of consumer expectations, obsolete regulations, and shortage of skills, to mention a few. The exponential enhancement in international information streams has created new risks based on safety and data privacy.
Objectives
To determine how digital transformation may be employed in the effective sharing of knowledge in the workforce and across different departments.
To establish how digitization may be used as an enabler for addressing challenges and generating value amongst all the stakeholders.
Research Question
What is the impact of digital transformation in the oil and gas industry?
Literature Review
Digital transformation merges cloud-anchored analytics and big data with organizational technology leading to enhanced efficiency and improved operations (Hans 1984; Perrons & Jensen 2015). Advancement of organizational practices such as in the oil and gas industry facilitates design, supply chain, production, product engineering, and services for efficiency and fast delivery at reduced costs (Ardolino et al., 2018; Charles & Kim 1988).
Things Done in This Field in Other Industries
Digital transformation has resulted in remarkable developments in the oil and gas sector (Pagani & Pardo 2017; Hassani, Silva & Al Kaabi 2017). Practices in the oil and gas sector contain fragmented solutions where each addresses a given operational necessity (Sganzerla, Seixas & Conti 2016; Kare 1984). For example, there could be one tool for the management of data in the course of drilling and a different one to control logistics. Nevertheless, outstanding value creation opportunities rest in the linkage of different tools and harmonizing them in the upstream and downstream workflows (Urquhart & McAuley 2018; Mäkitie et al. 2018). This will make organizations in the oil and gas industry benefit from the underlying gains (Aronson & Hilley 1986).
Added Value
Technological advancements through digitization have assisted companies around the world with the ability to obtain and carefully analyze data in an attempt to realize apparent and actionable knowledge (Kiron et al. 2016; March 1984). Asset management and optimization of operations are some of the areas that have experienced benefits from the perspective of improvements in the oil and gas sector for both suppliers and consumers. Attributable to cloud-based technologies, there has been a significant reduction in the cost of sensors, retrieval, storage, and processing of data (Nascimento et al., 2017). The linkage of demand and supply processes has enabled the advancement of the portfolio of money-creating assets (Jones, Pejchar & Kiesecker 2015).
Use as a Differentiation and Marketing Tool
It has been established that industrial gains already realized through digital transformations in the oil and gas industry have yielded approximately 20% improvements in performance, in addition to increasing companies’ sales and market share (Trappey et al., 2017). Progress of such magnitude, either found through increased efficiency, improved delivery, or high productivity, show that digitization has acted as a differentiation and marketing tool. Since processes, devices, and tasks are optimized, operators are able to comprehend the real-time condition of operations that make increased digitization improve the financial performance of the industry (Burritt & Christ 2016; Alpizar–Castro & Rodríguez–Monroy 2016) excellently.
Theoretical Framework
The stakeholder theory affirms that values such as those associated with the market economy are vital in the management of an organization (Frey & Osborne 2017; Kushairi, Singh & Ong-Abdullah 2017). The application of this theory will help emphasize the interconnected affiliations among consumers, suppliers, investors, and society, which have to be nurtured for successful digitization. This builds on other theories that affirm that a company should generate value for every stakeholder and not only shareholders (Bechtsis et al., 2017). The formation of strong relationships among internal stakeholders is crucial as digital transformation is facilitated by their involvement in a dyadic connection (Willow 2016).
Methodology
Research Design
This study will employ both the primary and secondary approaches for collecting data and the mixed method of analysis. The researcher will employ the case study of Exxon Mobil Corporation. The employed research design will ensure that information is collected from numerous sources hence guaranteeing reliable and accurate data.
Research Context
Exxon Mobil Corporation is suitable for this research as it is the largest publicly traded oil and gas corporation across the globe and has extensively employed digital transformation in its operations. The researcher will use employees of the company as participants in the study. Through random sampling, the researcher will send requests for contribution in the study to 55 employees.
Procedure
The employees who agree to contribute to the study will become the participants. For ethical consideration, the researcher will uphold confidentiality, allow free will where the participants will have the freedom to take part in the study to its completion or withdraw at any point. One problem that could occur in the study is an overrepresentation of either male or female employees depending on the number of those who will agree to contribute to the research.
Data Collection
After choosing the participants, semi-structured interview questions will be issued for the collection of primary data. This method is suitable as it will enable the researcher to obtain comprehensive information from the respondents. Before responding to the questionnaire, the participants will be briefed about the ethical considerations and the nature of the questions. The questionnaire will include the following questions:
Do you feel that digitization has highly benefited companies in the oil and gas industry? Discuss your response.
What is the impact of digital transformation in Exxon Mobil Corporation?
How has the digital transformation been employed for the successful sharing of knowledge among employees in different departments of the company?
Explain how digitization has been used in the corporation as an enabler for tackling challenges and generating value among all the stakeholders.
How can the application of digital transformation by Exxon Mobil Corporation and other companies in the oil and gas industry be improved?
Secondary data will be gathered from books and peer-reviewed journals from online libraries such as EBSCOhost and Emerald. This is suitable as it will enable the researcher to gain insights from previous studies on the topic.
Data Analysis
This study will use the mixed method of data analysis, quantitative and qualitative approaches. This technique offers strengths that counterbalance the weaknesses of either of the approaches. Therefore, using both seeks to minimize the limitations of the research and ensures its intelligibility.
Discussion
Digitization enables companies in the oil and gas industry to discover practices that drive excellence in their operations (Derani & Naidu 2016). The study will uncover optimal operational performance enhanced by digital transformation. Digital tools may offer a connected view across numerous components to oil and gas companies (Ajaero et al., 2017). The management of asset performance and increased profitability are some of the greatest benefits of internet-associated solutions in the oil and gas industry (Pagani & Pardo 2017).
Research Limitations
The envisaged limitations to the research include a small sample and failure to interview the senior managers in Exxon Mobil Corporation. An inadequate number of participants will affect the integrity of the study results attributable to increased variability that could result in bias. The failure to interview senior managers will make the research lack the wealth of information that they hold concerning the impact of digitization on the company.
Provisional Work Schedule
April
May
June
July
Aug
Sept
Oct
Nov
Dec
Background reading
X
X
Proposal completion
X
X
Literature review
X
X
X
Planning of the research methods
X
X
Data collection
X
X
Data analysis
X
X
Discussion
X
X
Submission of draft
X
Completion of the research project
X
X
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Urquhart, L & McAuley, D 2018, ‘Avoiding the internet of insecure industrial things’, Computer Law & Security Review, vol. 34, no. 3, pp. 450-466.
Willow, A 2016, ‘Wells and well-being: neoliberalism and holistic sustainability in the shale energy debate’, Local Environment, vol. 21, no. 6, pp. 768-788.
Information governance is purposed to automate an organization’s repetitive function in a manner that connects systems and offers a seamless end-user experience. In other words, through information governance, an organization is transformed into a humanized experience (Kim and Lee, 2021). Digital transformation involves integrating technology into every business area, fundamentally modifying its operations, and delivering value to consumers (Kim and Lee, 2021). Collaboration and innovation are critical to enhanced information management and business performance, which empowers the right individuals at the appropriate time to execute business procedures. Whether traditional or digital, information becomes useful only when it is easily accessed at the right time and in the context of business procedures (Kim and Lee, 2021). Further, employees must be able to trust its validity and understand it.
The relationship between information governance and digital transformation lies in the understanding that as businesses transform, they perceive data governance as their way to enable data-driven decisions. Further, digital transformation facilitates enhanced organization reputation, reduced data breaches’ fines and costs enhanced competitiveness through intellectual property (IP) safety (Kim and Lee, 2021). Organizations can attract and retain consumers through data governance while increasing their revenue. Therefore, to achieve this, organizations must roll out digital transformation to quickly respond to consumer needs while safeguarding consumer information and corporate IP Kim and Lee, 2021). In other words, information governance and digital transformation can co-exist to deliver an improved consumer experience, which positively influences an organization’s long-term sustainability and relevance. By involving information technology, innovations in technology, and data, organizations must oversee the right implementation of digital transformation to address security and privacy concerns (Kim and Lee, 2021). Further, digital transformation is significant in information governance since it facilitates that care duty responsible for upholding every stakeholder’s responsibility.
Reference
Kim, J., Lee, R. (2021). Data science and digital transformation in the fourth industrial revolution. Springer.
Innovative development in a dynamic environment requires applying not only relevant resources to improve certain sectors but also appropriate promotion strategies. As an example of a country supporting the course towards digital transformation in various areas of life, the UAE can be noted. Large information flows, along with highly intelligent data processing algorithms, allow decision-makers to implement the government’s tasks of transitioning to the new modes of operation in certain areas, for instance, social security or healthcare. Therefore, in relation to the UAE, those activities that are aimed at digital transformation contribute to expanding opportunities in relation to the interaction of individual areas and allow creating relevant conditions for introducing essential and necessary innovations.
Relevance of Digital Transformation to the UAE
The transition to digital transformation and the course towards innovative development is the result of various reforms undertaken by the UAE government. According to Rahman et al., since 1971, authorities have sought to create “a culture of service improvement and efficient policy implementation through multiple tools” (2). The introduction of the e-government plan is one of the steps at the stage of significant transformations taking place in the state.
As a consequence of the global plan to change officials’ interaction with the population and improve the principles of communication in the main social spheres, the course on digitalization has become one of the most popular development strategies in the UAE. As a result, the changes taking place in various sectors correspond to the state plan for the reorganization of different sectors and the promotion of modern digital opportunities to improve life in the country.
Facts and Statistics
The initiatives proposed by the UAE government prove the interest of the authorities in digital transformation. For instance, one solution is to use artificial intelligence in various sectors, including the governing apparatus. Halaweh notes that in accordance with the plan, the introduction of this technology implies a 50% reduction in annual expenses, which is an extremely high indicator (“Artificial Intelligence Government” 270).
Those national policies that foster the implementation of modern technology are the evidence of a centralized course. Halaweh states that based on the plan approved by the government at the state level, 1% of the profit received by each of the ministries goes to the promotion of innovation (“Integrating Innovation” 1). This engagement of officials suggests that support for digital transformation is nationwide. Raising funds for technology development is one of the priority areas of activity. As Nuseir remarks, a 2017 Dubai report confirms “that the UAE is a preferred global investment destination” (9). Therefore, the course on digital transformation is officially approved at the highest level.
Implementation of Digital Transformation in the UAE
The introduction of innovations and the promotion of digital transformation in the UAE proceed rapidly, and the government support for this policy is an additional driver. For instance, according to Shamsi et al., the Mohammed bin Rashid Center for Government Innovation promoted by the country’s Vice-President and the ruler o Dubai is a successful initiative to develop modern technologies aimed at simplifying citizens’ life (14).
Also, in accordance with the national program Vision 2021, transformational changes in the country are underway, and the intermediate goal is to create an appropriate innovation base by the 50th anniversary of the state (Abou Hana 416). The author notes that this plan addresses seven key areas – health, education, renewable energy, space, water, transportation, and technology (Abou Hana 416). Therefore, based on such an extended course, one can note that innovations in the UAE are implemented comprehensively.
Recommendation
Continuous investment in the field of innovative technologies and the government’s interest in promoting this area are successful practices that stimulate digital transformation in the UAE. However, in order to achieve sustainable changes, it is essential to pay attention to not only financial issues and productive communication but also to management approaches. For instance, updating the principles of personnel management, as well as engaging and retaining talented employees, could contribute to stable and productive work in different sectors where innovations are applied. Shamsi et al. argue that, according to the results of their study, job satisfaction and organizational commitment are the significant aspects of activities in the face of changes (15).
The experience of the London School of Economics and Political Science (LSE), proves that the high qualification of employees is the value that not only determines the quality of work in many respects but also allows implementing complex projects that are impossible without hard and responsible work. Consequently, in order to enhance labor productivity, particular attention should be paid to HR practices and the principles of personnel policies maintained at enterprises and business companies.
Conclusion
Digital transformation as one of the priority areas of the UAE’s national policy makes it possible to introduce relevant innovations in various fields, thereby improving these sectors. The examples of various programs and projects prove that the government is interested in stimulating this industry, and the necessary investments come. As a recommendation, and emphasis on engaging and retaining talented employees can be encouraged to increase work efficiency.
Reflection
Studying at LSE is a practice that not only stimulates interest in assessing modern management approaches but also helps to understand the importance of continuous professional growth. The field of information technology and the digitalization trend create the conditions for the constant replenishment of personal skills through work with advanced developments. In modern management practice, it is crucial to focus not only on approaches to personnel control but also take into account existing political, economic, social, and other aspects.
For instance, LSE courses provide an opportunity to assess the principles and characteristics of the distribution of financial flows, study the factors affecting leadership, and obtain other valuable data. In today’s dynamic business environment, it is essential to integrate this information into a single stream. Therefore, LSE specialists have developed a valuable program aimed at both obtaining comprehensive knowledge and its subsequent application in the context of innovative development and adhering to a modern digital trend.
Studying at LSE helps course participants understand how important innovations are in the modern management field and what creative approaches to their development and implementation can be. Promoting advanced technologies in the business sphere creates incentives for productive competition, consumer interest, and the effective collaboration of stakeholders. As a result, an active environment is built, which positively affects the quality of work performed by both subordinates and managers.
Any transformations occurring in organizations under the influence of the digitalization trend allow extracting the maximum from available resources, thereby ensuring stable growth. Therefore, the program that LSE offers provides the opportunity to establish and introduce an individual development strategy in order to ensure sustainable profits and a course towards optimizing all business activities.
Works Cited
Abou Hana, Mona. “Innovation in the UAE: From First Foundations to ‘Beyond Oil’.” Global Policy, vol. 8, no. 3, 2017, pp. 414-417.
Halaweh, Mohanad. “Artificial Intelligence Government (Gov. 3.0): The UAE Leading Model.” Journal of Artificial Intelligence Research, vol. 62, 2018, pp. 269-272.
—. “Integrating Innovation into the UAE Qualifications Framework (QFEmirates).” Industry and Higher Education, 2019, pp. 1-5.
Nuseir, Mohammed T. “Digital Media Impact on SMEs Performance in the UAE.” Academy of Entrepreneurship Journal, vol. 24, no. 2, 2018, pp. 1-13.
Rahman, Mohammad Habibur, et al. “From E-Governance to Smart Governance: Policy Lessons for the UAE.” Global Encyclopedia of Public Administration, Public Policy, and Governance, 2016, pp. 1-13.
Shamsi, Rashed Shtait Hamad AL, et al. “The Impact of Innovation and Smart Government on Happiness: Proposing Conceptual Framework.” International Journal of Management and Human Science, vol. 2, no. 2, 2018, pp. 10-26.
The industrial revolution had a major impact on the manufacturing sector when machines were introduced in the production process. The fourth industrial revolution, often referred to as Industry 4 is meant to transform the sector even further. Anthopoulos (2019) defines Industry 4.0 as the application of “a combination of innovations in digital technologies, especially advancements such as robotics and artificial intelligence, sophisticated sensors, cloud computing, the Internet of Things (IoT), and compliance with smartphones” in the field of manufacturing. When machines were introduced in the manufacturing sector, it became possible to standardize products, improve efficiency and quality, and reduce the overall cost of production. Industry 4 goes a step further to introduce some of the newest technologies such as robots, cloud computing, and artificial intelligence in the production sector. As Aigbavboa and Thwala, W. (2020) note, it is creating an environment where machines can understand the demand in the market, determine the quality and quantity of products needed, then undertake the production without any direct human input. The use of new smart technology in manufacturing is efficient and cheaper than the current applications that rely on traditional production.
Some stakeholders may resist the application of Industry 4 in the manufacturing sector based on the concerns raised above. However, Anthopoulos (2019) observes that digital transformation in the industrial sector remains crucial in lowering the cost of production, improving efficiency, and producing high-quality products. Manufacturing firms cannot continue ignoring its significance. However, some of the concerns identified above may affect its application. It is necessary to find ways of addressing these concerns to ensure that it receives universal acceptance. All the stakeholders should understand the significance of this new technology in the production sector. In this study, the researcher seeks to determine the relevance of industry 4 in the current highly competitive business environment.
Purpose Statement
Technology has continued to revolutionize the industrial sector over the recent past. Anthopoulos (2019) explains that in a highly competitive environment and in a market where tastes and preferences of customers continue to evolve, firms are under pressure to remain innovative. They are forced to develop new products and production methods that will ensure that their production remains sustainable. Industry 4 has emerged as the new frontier in the industrial revolution. The emergence of smart machines that facilitates self-monitoring and control based on data obtained from the internet of things has made it easy for firms to shift from traditional methods of production to a new one where precision is always achieved. Large corporations are embracing industry 4 because of its numerous benefits. Aigbavboa and Thwala (2020) observe that besides precision production, the new concept also reduces costs, eliminates wastes, improves quality, and ensures that customers’ needs are met effectively. The following is the primary research question that should be answered through this research project:
What is the relevance of industry 4 in the manufacturing sector?
The Main Aim and Themes
The use of technology in the manufacturing sector is an area of research that has attracted the attention of scholars for decades. Anthopoulos (2019) notes that it is always critical to define a specific aim that one seeks to achieve in an investigation. It makes it possible to define the type of data that should be collected from the field. This study aims to investigate the relevance of digital transformation, specifically focusing on Industry 4, in the manufacturing sector. The study will assess both benefits and challenges of its application to determine the need for its application. The cost-benefit analysis will make it possible for stakeholders to understand why it is essential to embrace Industry 4 in their production. In this qualitative research, various themes will be discussed to achieve this aim. The following are the main themes that will form the basis of the analysis:
The current rate of application of Industry 4 among various manufacturing firms around the world;
Benefits that these firms enjoy when using the smart production approaches;
Challenges associated with the application of Industry 4 in the manufacturing sector.
Each of these themes will be supported by patterns based on the information obtained from the participants. As Anthopoulos (2019) observes, proponents of Industry 4 have outlined numerous benefits of this technological transformation and why firms need to embrace it. On the other hand, some have criticized its application, believing that these machines should not operate autonomously because they may have various negative impacts. Those who have had the opportunity to operate in an environment where this technology is used are in a better position to provide reliable information about it.
Type of Design
When planning to conduct research, it is essential to define the design that would be appropriate for processing primary data. Aigbavboa and Thwala (2020) suggest that it is essential to start by defining the appropriate philosophy that will define the assumptions made in the study. A researcher can use positivism, pragmatism, realism, and interpretivism. The choice of the philosophy depends on the aim that one seeks to achieve in an investigation. The selected philosophy should embrace assumptions that would make it possible to achieve research objectives. Interpretivism would be the most appropriate philosophy that will make it possible to investigate specific phenomena related to the application of this technology. The researcher believes that the view that individuals hold about Industry 4 is based on their personal experiences or information they obtained from trusted sources. The study will use inductive reasoning to develop new knowledge about the relevance of smart technologies in the production sector. The investigation will focus on allowing them to explain their views in detail, both objectively and based on their personal feelings. The researcher intends to use qualitative research methods to answer the research question and achieve the aim.
Sample
Sampling is essential when conducting research, especially when the targeted population is large. The researcher intends to gather data from individuals who have worked at companies where Industry 4 has been applied. The researcher will also gather data from experts in Industry 4 who are trying to promote its application. Stratified sampling method will be used to help classify participants. The researcher will gain access to these participants through their companies. They will be contacted through phone calls. A sample of 30 participants will be sufficient for the investigation.
Equipment
The researcher intends to use a questionnaire to collect data from the sampled participants. This tool will be emailed to the participants with clear instructions on how to answer each question. They will be expected to fill the questionnaires within two weeks. They will then email back the document to the researcher to facilitate the analysis.
Analysis
Once the filled questionnaires are obtained from the sampled participants, the next phase will be the analysis process. As mentioned above, the researcher intends to use qualitative methods to process the data. Information obtained from the participants will be used to identify patterns that come out from the investigation. These patterns will then be classified to identify themes based on the research aim.
Critical Review
It is necessary to critically review articles that have focused on related topics. The review not only provides information new knowledge on this field but also provides an opportunity to understand the research methods that were used. The analysis of these methods makes it possible to understand the right approach that a researcher can use to achieve the goals stated in the section above. The following are the articles that were reviewed in this study.
Article 1: Generational Differences Impact on Leadership Style and Organizational Success
This article focused on different leadership styles among people of different generations and how the same affects leadership. In this study, the researcher collected data from a sample of respondents who were classified into different groups of veterans, baby boomers, generation X, and Nexter. To facilitate the process of collecting data, a questionnaire was developed. As Salahuddin (2010) observes, questionnaires are always essential in ensuring that there is a uniform collection of data from participants. The researcher developed structured questions to facilitate the data collection process. The structured questions had a scale of 1-10, with one being the least and 10 being the highest level of the agreement stated in each question. The respondents were asked to state which of the ten characteristics do they value the most in a leader. The traits included ambitious, caring, competent, determined, forward-looking, honest, imaginative, inspiring, loyal, and self-controlled (Salahuddin, 2010). It is important that although the researcher selected quantitative methods as the appropriate design, they also included some open-ended questions to facilitate effective understanding of the issue under investigation. As Salahuddin (2010) argues, sometimes it may be necessary to provide explanations beyond statistics. The open-ended questions made it possible for these respondents to justify the choices they made when answering quantitative data.
Data obtained from the respondents were analyzed statistically and presented in the form of a table. As shown in table 1, the outcome of the analysis was presented in a simple way that is easy to understand. One can easily understand leadership characteristics that each generation admire. For instance, it is evident that ambition is highly valued by baby boomers and generation X but veterans do not consider it as an important trait of a leader. Nexters value a caring leader. A trait that the other three generations do not consider as being essential for a leader. The veterans value a forward-looking leader, a trait that the other three younger generations place little significance on based on the outcome of the analysis.
The approach that the researcher used in this project makes it easy to understand generational differences in leadership. One can easily understand why older leaders value a given trait and not the other. It makes it easy to define how a firm can overcome the generational gap in an organization, especially in the current competitive business environment. The methodology used in this article can be applied in assessing the relevance of Industry 4 in the modern manufacturing sector. If the chosen research design were quantitative methods, this article would have provided an effective path of collecting and processing the needed data from sampled participants. However, the chosen design was qualitative method, and the only part of the methodology that can be relevant to the current study is the approach used to identify and contact a sample of participants.
It is important to note that despite the effectiveness of the method used in this article to collect and analyze data, some weaknesses are worth discussing. When explaining the type of questions used to collect data from the participants, it was stated that two open-ended questions were used to enable the researcher to have a broad understanding of the issue under investigation. However, the data presented in the analysis section only has quantitative methods. It means that responses to the open-ended questions were ignored during the analysis process. It means that they did not play any role in expanding knowledge in this field. The article has also failed to address the issue of validity and reliability of the data.
Job Satisfaction among Academic Family Physicians
In this article, the researchers were interested in exploring factors that cause burnout among academic family physicians, lowering their job satisfaction. In the review of the literature, they noticed that family physicians have some of the highest rates of burnout among their peers (Agana, Porter, Hatch, Rubin, & Carek, 2017). They wanted to know the cause of the problem and define the most appropriate way of solving it. The researchers opted to use qualitative methods in their assessment. Although it is not stated in clear terms, the explanation of the methods used and the assumptions made in the investigation makes it easy to understand the research philosophy and approach that were used in the study.
When the philosophy has been selected, the next step is to determine an appropriate approach needed to develop the new knowledge. The researchers chose pragmatism as an appropriate philosophy that allows them to use both qualitative and quantitative methods. Deductive and inductive reasoning are the popular approaches often used in research. The choice of the approach depends on the selected philosophy. The approach must be aligned with the assumptions made in the study. Inductive reasoning was considered the right approach of developing knowledge in this study. As shown in figure 1 below, inductive reasoning starts with gathering data that answer specific questions. The researcher should have a specific level of focus when gathering data (Agana et al., 2017). It made it easy for them to understand the cause of the problem in a way that enables them to propose an effective solution to the problem.
The methodology will be appropriate when conducting the study about the relevance of the fourth generation industrial revolution. In this case, the focus will be to explain the relevance of Industry 4 in the manufacturing sector. When gathering data, the focus will be to identify costs and benefits with the aim of developing an informed opinion about its relevance in modern society. Data gathered is then analyzed to get the patterns. These patterns are then used to develop themes or theories. As Agana et al. (2017) observe, it involves moving from specific to general focus. The information obtained can be used to advise manufacturers around the world on the significance of Industry 4 in their production system.
Figure 1. Inductive Reasoning Approach
It is important to note that although the researchers chose qualitative method of analysis, they also included some form of quantitative data analysis to make it possible for readers to understand the severity of factors that cause burnout among academic physicians. The approach allows them to classify these problems and determine those that require immediate attention.
Information obtained from the various sources is presented in form of themes in a tabular form. The researcher supports each of the identified themes with direct quotes from the participants. Readers can easily understand why a specific factor is identified as a major source of stress by the participants. The analysis revealed that time is the major source of stress and burnout among these academic family practitioners. They explained that most of them are forced to take overtime regularly to meet tight schedules. Some of them cannot have time for their families because they have to meet the expectation of employers. Each of these themes is broken down further through statistical analysis to understand how they affect the wellbeing of the targeted population. The methodology used in this article would be appropriate in investigating the relevance of industry 4 in the current manufacturing sector.
The Relationship between Value Creation and Customer Loyalty
Customer loyalty significantly depends on their level of satisfaction with a brand and its products. This article focused on investigating the relationship between value creation and customer loyalty with the role of trust moderation and customer satisfaction in Sari hospitals (Rahmani, Ranjbar, Gara, and Gorji, 2017). The researchers noticed that the healthcare sector is getting increasingly competitive because of the expectations of the healthcare services and customers’ awareness (Rahmani et al., 2017). They conducted a cross-sectional survey using convenience sampling. A sample size of 196 participants was identified using Cochran formula. They then collected data from the sampled participants with the help of a questionnaire. The questions were classified and different questionnaire designs used based on their effectiveness in addressing the issue being addressed. Flit questionnaire, Raja questionnaire, and Morgan and Hunt questionnaire were the main questionnaire designs used in the study.
Using 24 questions to reflect on various variables and a five-point Likert scale, the researchers were able to collect quantitative data that demonstrated the relationship between value creation and customer loyalty in the healthcare sector. Excel spreadsheet was used to facilitate the statistical analysis. The outcome of the analysis was then presented in a tabular form. The findings show that value creation is the most critical variable in creating customer loyalty. When a firm offers its customer superior value, which includes timely delivery of medical services, attentiveness to customers’ needs, quality services, and proper communication, customers will trust the hospital (Rahmani et al., 2017). They will believe that the firm will always offer quality services. As such, loyalty will be created, making it possible for the firm to overcome competition in the market.
The approach that was used to collect and process data in this study was effective. However, it is important to note that the methodology may not be effectively applied in the planned research project, which focuses on assessing the relevance of Industry 4 in the current manufacturing environment. First, it was easy for the researchers in this study to collect data from the participants because they were targeted when they visited these hospitals. They only had to wait till they are attended to and then request them to take part in the investigation. The planned project cannot use the same approach primarily because of the prevailing COVVID-19 pandemic that limits human interaction. The second area where there is a lack of compatibility is the approach used to analyze primary data. In this article, quantitative method was used to facilitate a comprehensive analysis of the issue under investigation. On the other hand, the planned project will use qualitative methods to provide a detailed explanation of the issue being investigated. Despite these shortcomings, the methodology used in this article provides an important insight that will guide the researcher in the planned study.
One of the main strengths of the method used in this study is that validity and reliability were assessed to ensure that the information collected could be as reliable as possible. Structural equation modeling statistics were used to evaluate the validity of the scale (Rahmani et al., 2017). The researchers also used Cronbach’s alpha coefficient to determine the reliability of the study. The analysis showed a coefficient of 88%, which meant that the information obtained from the study was reliable. The approach of determining the reliability and validity of the study would be applicable in the research project proposed above. However, the study will primarily be qualitative. It means that most of these analytical tools will not be of great use in the planned study.
References
Agana, D., Porter, M., Hatch, R., Rubin, D., & Carek, P. (2017). Job satisfaction among academic family physicians. Family Medicine, 49(8), 622-625.
Aigbavboa, C., & Thwala, W. (2020). The construction industry in the fourth industrial revolution. Cham, Switzerland: Springer.
Anthopoulos, L. G. (Ed.) (2019). Smart city emergence: Cases from around the world. Amsterdam, Netherlands: Elsevier.
Petrillo, A., Cioffi, R., & De, F. (Eds.). (2018). Digital transformation in smart manufacturing. Rijeka, Croatia: InTech.
Rahmani, Z., Ranjbar, M., Gara, A., Gorji, M. (2017). The study of the relationship between value creation and customer loyalty with the role of trust moderation and customer satisfaction in sari hospitals. Electronic Physician, 9(6), 4474-4478.
Salahuddin, M. (2010). Generational differences impact on leadership style and organizational success. Journal of Diversity Management, 5(2), 1-6.
Bossard is a hardware international conglomerate that specializes in the development of fastening technology and devices. It also uses a wide variety of smart and sensor technology to achieve a competitive advantage. It plans to utilize “smart factory” logistics and verge into various new sectors or initiatives where their innovative approach may be useful. This case study examines a potential transition for Bossard to achieve digital transformation and offer a better value proposition.
Business Model
Originally, Bossard was founded as a family-owned hardware store in Switzerland. It sold various small hardware and fastening products which consist of bolts, screws, rivets, and nuts. It then expanded to a regional, national, and international level in the $72 billion global fastening industry. It has continued to expand and experience profit with a 15% increase in sales year over year. It has over 70 service locations, 35 logistics centers, and 10 applications engineering laboratories (Michel et al. 2).
Bossard went from serving local individual consumers and regional businesses to cooperation with international industrial companies. It works with such large corporations as John Deere, Tesla, and Schneider Electric as a supplier of fastening parts, solutions, and logistics. Bossard is known globally for achieving an extremely high quality of products and creating standardized systems and processes.
From its early days in the 1980s, Bossard took upon a client-based approach in its business model. Not only did it sell basic parts, but it took an individual approach to each buyer to determine the fastening solutions necessary for them. Despite the common belief, the fastening business and its parts can be inherently complex as each client may require various needs and uses for the parts or specially adapted approaches. As the size of the clients grew to industrial companies and factories, the demands for parts increased. And Bossard saw the opportunity to become not only the seller but also the supplier and distributor.
The company standardized and created a logistics system that would help boost productivity, both for itself and the customer. By the 1990s, Bossard sought to introduce management of the fastening parts (also known as C-parts) for its clients. That included a smart and automated ordering system known as Smart bin that could check stock levels through weight sensors and automatically ship the predetermined batch.
The SmartBin technology was innovative and has become the centerpiece of Bossard’s business model and approach to customers. The high quality of standard for supply and logistics was above other competitors. The optimizations helped to simplify the complexity of various components of C-parts and the management of inventory. The gathered data analytics could be used to ensure the client needs are met while saving both money and time for customers and Bossard alike.
In 2014, Bossard introduced a wireless mobile model known as SmartBin Flex and an ordering technology called SmartLabel which allowed us to efficiently preorder specific parts by pressing a label. Furthermore, Bossard continued to develop its own logistics platform ARIMS that used the smart factory logistics aspect and the Internet of Things. The computer system was able to monitor all physical aspects of the manufacturing and logistics processes and implement decentralized decision-making. This significantly made Bossard a critical partner within the value chains of its clients. Such deep integration inherently meant continuous and expanded business opportunities as clients valued the “proven productivity” and dedication of Bossard (Stefan et al. 3).
Therefore, Bossard has embraced this approach in its current business model. However, as competitors have increased their quality of parts and logistics, the company seeks to diversify its business model by expanding into new sectors. Finally, it is taking advantage of increasing opportunities of the Internet of Things to which its system is already interconnected.
Logistics Solutions for Hospitals
Implementing the smart factory logistics solutions in the healthcare ecosystem is a potentially large market for Bossard. Healthcare supply management is inherently complex and requires significant resources to maintain. Furthermore, modern healthcare facilities are becoming integrated into the Internet of Things, including building digital infrastructure and supply-chain logistics. The new business model entails for Bossard to offer its logistics services, beyond the C-parts hardware side of the company. Meanwhile, pressure has amounted on hospitals to lower costs and increase efficiency (Stefan et al. 9). Despite the technology, the progress has been relatively limited for the healthcare sector in comparison to other industries.
The problem specifically beleaguers public hospitals, where purchasing is conducted centrally through warehouse inventory stock. Meanwhile, direct purchasing from manufacturers is expensive and there is the issue of maintaining stock and reordering supplies. Nurses constantly have to manually keep track of supplies and place orders in the computer system. The variety of items that hospitals need for their operations is diverse and complex, similar to factory manufacturing. The manual approach currently used, and poorly developed IT systems cause constant disruptions in supply delivery and, in turn, poorer patient care (Stefan et al. 9).
The private healthcare market which is more efficiency-focused uses consolidation of supply chains within large groups of clinics, taking on the issue through scale. C-parts that Bossard currently delivers and manages are similar in concept to small supplies such as syringes, bandages, needles, and other basic medical provisions. Material personnel in hospitals must use human judgment and skim data to determine the quantity, quality, and time for orders of these supplies. Some of the more highly technical devices such as pacemakers which are expensive must be in stock but cannot be overordered. Furthermore, the loss or misplacement of both small supplies and expensive devices is detrimental.
The introduction of the Internet of Things to the supply chain offers significant benefits such as real-time traceability to identify the ordering and location of any medical provisions. Medical supplies, many of which adhere to strict regulations such as expiration dates, can be digitally controlled to ensure that all relevant information is available to medical professionals. Furthermore, IoT offers resource allocation methods, to ensure that supplies are ordered and delivered by consumption or need. This helps manage costs with an emphasis on utilization. In turn, this may lead to up to 30% in inventory reduction and 20 hours per week of reduced labor.
The Internet of Things improves the customer manufacturing and ordering process by implementing Bossard’s Smart Factory and SmartBin services. Collection of big data is conducted and over time, analysis of trends and situation-based outcomes leads to emerging patterns. This can be used to predict and manage supply orders to some extent, introducing computerized and automated systems. Through this Internet of Things service, Bossard offers convenience usability and an enhanced experience for its clients.
It is estimated that such automation in replenishment systems can help introduce savings of $1-4 billion and create a potential value of $98-342 billion per year (Stefan et al. 9). Bossard would establish itself as a valuable partner and vital distributor in the healthcare ecosystem. Furthermore, as a service provider, Bossard would offer significant technical support and logistics management that hospitals neither have the resources or expertise to implement independently. By bridging the gap, Bossard fills a niche but significant demand in the sector.
Alternative Market Entry Strategies
The healthcare industry is one of the most difficult markets to enter. In developed nations, the market is highly saturated and controlled by large industry players such as insurance companies, healthcare organizations, and major suppliers. Despite the continuously growing demand for healthcare services and trends for optimization in hospitals discussed earlier, the market can be volatile. This is largely due to healthcare policy which is constantly changing and varies from country to country. Regulatory frameworks lack standardization and can be difficult to navigate, even if a company like Bossard does not offer any health-related services itself. However, through carefully weighed analysis, strategizing, and marketing, it is entirely possible to successfully infiltrate the market.
The first alternative market entry strategy is direct exporting. Bossard sets up a manufacturing and distribution center for small medical supplies similar to its C-parts business. This will include its innovative SmartBin technology and high-quality products. As a result, Bossard will establish direct supply chain relationships with hospitals and gradually build up its size and reputation. However, this approach poses several challenges. Bossard lacks the infrastructure, expertise, or certification to manufacture medical supplies. Establishing this would require significant expense that would set the company back financially for years without a guarantee that it would be effective in gaining market share. Besides insurance, medical supply production is one of the tightest markets to enter the healthcare industry.
A second option would be to purchase an already existing supplier of medical provisions and integrate it into the Bossard network and logistics chain. The merger process will help to access new marketing channels and develop communication with partners and customers in the industry. The manufacturing capabilities of the supplier combined with Bossard’s strength as a supply chain behemoth and IoT technological capabilities may be effective at establishing a concrete presence in the sector.
However, the challenge of this proposal is that it may be difficult to find a supplier willing to sell a majority share. Bossard would be unable to afford a large company but buying a small supplier will make the purchase irrelevant in the grand sense of market share. This approach requires a significant evaluation of risk and balancing of interests.
The third alternative to market entry would be to focus on licensing Bossard’s SmartBin, SmartLabel, and ARIMS technology. This would include cooperating with a wide range of partners, both suppliers, and hospitals. Bossard would focus specifically on offering the technology, application support, basic infrastructure such as sensors, and further IT management. It would serve as the distributor by establishing the link to efficient ordering and supply chain logistics between manufacturers and customer recipients. Furthermore, the company can continue to collect large annual licensing fees for the use of its technology.
This point of entry inherently carries the least risk for the company in the short term. However, it may be important to consider whether it is sustainable in the long run. With easy access to Bossard’s technology, manufacturers will eventually be able to replicate similar digital IoT systems in their distribution networks, and potentially ending licensing agreements. To prosper in this case, Bossard would require to continuously innovate its technological capacities and operational efficiencies to remain competitive.
Disruptive Change
The Internet of Things offers a very unique technological transition for the supply chain industry. The potential of big data and its implications can generate trillions of dollars in value worldwide. Estimations of a potential $1.9 trillion in value for logistics indicate that it is a positive and inherently disruptive trend in the industry (Stefan et al. 4). Both homes and businesses alike are becoming dependent on “smart” technology and sensors, all interconnected and exchanging data within the Internet of Things. From a business perspective, it will lead to a rapid change in revenue, profit, and job creation. Meanwhile, the technological jump will innately revolutionize the industry.
The Internet of Things focuses on collecting data and exploiting it to its full potential. A highly complex analysis must be used by IoT devices to predict and optimize processes. Bossard can use this to its advantage to predict demands by clients. It would allow to accurately plan and prepare for services to the clients as well as any potential disruptions. The primary challenge that remains is to build data competence. Bossard’s primary focus of inventory optimization would be utilized for aspects such as strategic forecasting and network planning which focus on long-term client needs and transport capacity of supply chains.
Operational capacity planning ensures short-term evaluation of inventory capacity and optimal labor and resource utilization. Furthermore, the service can be used to analyze a customer’s product portfolio to determine the most efficient techniques for inventory management and product availability. Finally, market intelligence is a vital attribute of IoT systems as the volatility of markets and influencing factors can be monitored to predict any disruptions or changes to pricing that can affect Bossard or its clients (Stefan et al. 7-8). These services are inherently innovative and offer tremendous value to Bossard which can establish itself as a leading logistics analysis company in any industry.
As IoT continues to develop as a technology, the cost of its exploitation will drop while potential functionalities will continue to increase. It is considered the future of technological development as communication and data exchange are vital aspects to offer the fastest and most efficient services in any practical aspect or industry. The technology can be disruptive for Bossard if the company will be able to stabilize its operations, lower costs, and expand the wide array of functionalities which can be useful in industries as long as they are better than traditional practices.
Conclusion
Overall, Bossard is a very successful company that found its beginnings in the manufacturing and distribution of fastening products. However, innovation allowed it to create integrated systems for highly efficient logistics systems that can optimize the process of ordering and shipment of small parts. To remain competitive, Bossard seeks to expand to the healthcare sector, where it can help streamline the ordering of small medical supplies.
The company can offer its rich logistics experience and forward technology to create optimal and automated ordering processes for medical supplies which will provide a wide variety of benefits. The Internet of Things which Bossard integrates with its system is vital to success in the logistics industry as big data provides critical breakthroughs for any supply-chain processes. The use of technology and the direction of healthcare markets breakthrough that Bossard strives toward creates disruptive change for the company.
Work Cited
Michel, Stefan, et al. “Disruptive Change at Bossard with Smarthfactorylogistics.com.” International Institute for Management Development, 2017. Web.
Business performance improvement is a core goal of organizations. They develop core capabilities that drive a sustained transformation to achieve the set strategic objectives. Further, high-performance firms adopt policies for change management and adaptation to remain competitive in an unpredictable business environment (Heavin and Power 38). One capability that impact organizational performance is information technology (IT). Significant competitive gains are linked to superior IT resources that support digital business (Heavin and Power 39). Strategic integration of IT into organizational processes is seen as a way to promote greater digitization and transform a firm. This paper explores the digital transformation phenomenon, related challenges facing organizations, examples of successful and failed attempts, types, and associated risks. From the analysis, recommendations for creating a digital footprint in the industry are included.
About Digital Transformation
IT-driven transformation encompasses the competitive capabilities drawn from information technology. According to Nadeem et al., the transformational potential of IT is seen in business processes, relations, consumer experience, clients, and disruption (5). Thus, a fundamental characteristic of digital transformation is the ability to change traditional models or confer new capabilities. The technologies should alter firm operations, support expansion to different markets or customers, and yield competitive gains. Conceptually, digital transformation encompasses four constructs: reframing, restructuring, revitalizing, and renewal (Nadeem et al. 7). Transformational IT must enable a firm to reinvent its image and redesign its internal processes for enhanced flexibility. Revitalizing implies value-chain realignment with market needs, while renewal entails skill improvement and redefining business scope.
Digital transformation (DT), as a concept, comprises a personal and business technology dimensions. It includes transformational IT tools such as social media, cell phones, data analytics, and cloud computing (Andersson et al. 41). These IT solutions are shaping business models and changing the way businesses operate. Thus, DT can be defined as the integration of IT and into company processes to improve performance. More specifically, the phenomenon encompasses technologies impacting the firm in three ways: “externally, internally, and holistically” (Andersson et al. 47). The external dimension focuses on improving the consumer experience, while the internal component centers on streamlining business operations, structures, and corporate governance. A holistic impact implies new business models and a redesign of the entire organization. Thus, DT has two goals: improving organizational performance and expanding the reach of entities.
DT describes transformations that are founded on information technologies. Internally, DT can be viewed as the movement of the entire organization to big data, business intelligence, cloud, and social media (Nadeem et al. 7). While firms are continually evolving to remain competitive, DT focuses on transformations founded on digital technologies, as a core strategy. The outcomes of DT include improvements in business operations and processes. A secondary benefit is new value creation – new products. DT is more than a digital upgrade that seeks to enhance internal efficiencies through IT. It entails a radical change to the entire business using technologies that are integrated into all aspects of a firm’s operations.
IT capability enables an organization to use its digital resources to improve business performance and revenue. DT can only be realized if a firm utilizes prevalent technologies in the market. Thus, IT capabilities are needed to enable digital transformation. Companies with superior IT resources and expertise are more likely to achieve DT than those without (Nadeem et al. 8). They can leverage their digital capabilities to redesign and reconfigure current business processes to offer innovative (digital) products.
Challenges Facing an Organization during its Transformation Journey
Most enterprises have incorporated DT into corporate strategy. Organizations are often ambitious to transform three core elements through digital solutions: user experience, business models, and operational efficiency (Nylén and Holmström 58). However, they face a myriad of challenges in their transformation journey. The first obstacle is prioritizing DT over other strategic actions. Heavin and Power note that organizations grapple with the problem of whether to invest in DT to optimize internal operational efficiency or concentrate on customer/market needs (40). The two competing priorities are often incompatible with each other. Firms starting the digital transformation journey may be torn between focusing on efficiency or the customer. At its inception, DT may lower consumer satisfaction, loyalty, and sales (Heavin and Power 41). These outcomes often force executives to revert to traditional models in a bid to avoid losing customers.
Another challenge relates to predicting user behavior versus serving the consumer. DT capabilities such as big data and analytics enable firms to determine market patterns and segments. As a result, they can adopt a differentiated marketing strategy, where each category is targeted with a unique product (Nylén and Holmström 62). Focusing solely on consumer patterns may be a challenge to personalization that is critical to satisfying customer needs. Allocating resources to IT staff or self-service analytics for optimal DT outcomes is another challenge. The return from either investing in data analysts or managerial training on digital technologies may be hard to quantify.
Further, system upgrades to promote compatibility with newer technologies are costly – human resources and budget. However, preparing for the next generation of software is critical to the development of innovative value propositions, products, and strategic advantages (Nylén and Holmström 65). Identify and using digitization opportunities as well as allocating significant resources to digital enhancement are critical to DT success.
Firms also face the problem of data storage and management. Market information presents both an opportunity and a challenge. A digital strategy entails using big data and business intelligence to acquire a competitive advantage in the industry. Thus, all datasets captured must be stored and analyzed to support business decisions. Data indexing, quality evaluation, and aggregation are some of the procedures that may be complex and costly to firms going through a digital transformation (Andersson et al. 73). The information must undergo these analyses for it to be useful.
The decision to embark on a digital transformation journey will impact staffing decisions. Computing machines and smart devices with the potential to replace semi-skilled employees are a part of the ongoing transformation embraced by firms (Andersson et al. 77). A complete digital transformation will have winners and losers and effects on workplace dynamics. Firms face the dilemma to either adopt smart machines to do specific tasks or continue with the current staff. Technologies such as personal assistants and business decision software have the potential to replace skilled workers. Thus, determining the work to be done by staff and smart machines is a challenge to firms undergoing a digital transformation.
With big data comes the problem of security. Crucial information about customers or markets may be easy or difficult to access depending on user rights assigned to critical people. Executives must balance the usefulness of data and accessibility issues (Andersson et al. 81). This dilemma is particularly significance in healthcare. Access and sharing of sensitive data should be secure to enhance individual privacy. DT is an opportunity for firms to redesign or change the way they do business based on consumer insights gleaned from captured information. Thus, balancing between the need to understand the customer and privacy concerns can be a challenge to digital organizations.
Companies also grapple with the legacy challenge when transforming into a digitally-fit organization. The adoption of technologies and disruptive business models require sophisticated infrastructure. Organizations viewing DT as a necessary process critical to their survival are focused on integrating IT into business operations, aligning internal functions with digitization, and improving their offerings (Andersson et al. 81). However, getting the basics right is a challenge to the majority of the firms. Substantial financial investment has gone into creating legacy infrastructure for DT. According to Heavin and Power, such systems are a costly obstacle to making a step forward in the digital transformation journey (42). They are usually outdated and cannot support newer applications. Having the right IT infrastructure/systems is a challenge to organizations that impedes their DT progress.
Organizations face the agility challenge in their digital transformation journey. Agile mindsets characterized by teamwork and functional collaboration are crucial to digital learning (Heavin and Power 43). A change of the cultural set-up in an enterprise is a critical success factor in this area. Organizations must foster curiosity and collaboration through training, create cross-functional teams, and collaborate with stakeholders – users, suppliers, regulators, and rivals – to design open source architectures that are instrumental in DT (Andersson et al. 84). Operating in a traditional silo structure and the failure to collaborate are impediments that firms must overcome in their DT journey.
Examples of Companies that Succeeded/Failed in Digital Transformation
Some brands have overcome the above challenges to implement a successful digital transformation strategy. One example is Siemens Power Services, which utilizes “strategic segmentation” to recognize and capitalize on opportunities that come with DT (Andersson et al. 114). The corporation uses a formula to allocate its DT efforts to three areas: cost savings, create value/money and develop new revenue-generating opportunities. It apportions its digitization efforts or resources to these domains in the ratio of 60:30:10 (Andersson et al. 114). The approach enables the firm to structure activities and create an impetus for change among staff and stakeholders.
Siemens’ Next 47 is a product of its digital transformation efforts. This unit, which has a budget, acts as a “coordinating platform” for all corporate projects and initiatives of the company (Andersson et al. 119). The goal is to merge an agile mindset and Siemens’ broad technological capabilities to link enterprises to the global market. Thus, the corporation promotes mutual strategic growth during its digital transformation. Another firm that excelled in its DT efforts is SAP, a German software company. The corporation first sought to change its organizational culture before embarking on business transformation. Its success in digital transformation can be attributed to two factors: addressing cultural issues and create a digital learning mindset in the firm (Andersson et al. 121). SAP built internal DT capabilities through staff training and adaptation as opposed to depending on input from consultants.
Daimler took a different approach to digital transformation; it created agile teams known as “swarms” through its Leadership 2020 program (Andersson et al. 134). The initiative is meant to transform the firm into a digitally-fit corporation. Each swarm is given resources and autonomy to make independent decisions based on data insights. This new approach to work ensures that issues are addressed in real time. Daimler’s Lab is the nerve center of its global innovation system. This unit serves as a hub for the conception, testing, and refining of new business models before implementation. A successful example is the car2go platform – an adaptable “free-floating car sharing service” (Andersson et al. 134). Thus, Daimler uses its IT infrastructure developed through the DT to offer innovative products and solutions.
Daimler’s Future Transportation@Vans exemplifies a successful DT initiative. The division, which has a multifunctional workforce of 150 developers and engineers, seeks to transform the company from a car maker to a provider of integrated transport services (Andersson et al. 135). The unit operates as an independent entity reporting to the Head of Vans, not the line manager. Most of its staff are recruited from outside Daimler to bridge identified skill gaps. It collaborates widely with external players, including start-ups and consumers. Thus, this unit is set up to operate differently from the traditional structures where internal R&D is the sole developer of products. It fosters new ways of thinking, innovative business models, and customer engagement.
Lufthansa is another example of successful digital transformation efforts. The airline’s innovation hub located in Germany is the center where the company’s DT strategy is developed. The platform allows Lufthansa to interact with mobility providers in the travel industry and recognize and analyze growth opportunities for the firm (Andersson et al. 138). Through this hub, the airline can evaluate its relationships with players such as Daimler’s mytaxi.com. As a result, the company can create technologies that support automated check-in process for all carriers and share the data through the Lufthansa Open API (Andersson et al. 138). The vice president of digital strategy coordinates the airline’s DT initiatives.
Some firms that set out on an ambitious journey towards DT encountered challenges and failed to their goals. An example is GE, which developed innovative digital capacities, including implanting sensors into its product offerings, creating new software, and adopting a different business model (Andersson et al. 142). The company also embarked on transforming its sales function and supply chains. An outcome of its initial DT efforts was an improvement in service margins. However, a lack of investor buy-in derailed GE’s digital ambitions. The company’s stocks dropped in value, forcing senior executives, including its CEO to exit the firm.
Another example of failed digitization efforts is Nike. The company cut the budget to its digital unit by half in 2015 and discontinued investments into “Fuelband activity tracker” due to financial performance problems (Andersson et al. 151). In its DT journey, Procter & Gamble also encountered growth challenges related to a touch economic landscape in the 2012-2013 period. P&G’s failed DT project can be attributed to poor digital governance and strategy-value fit. In contrast, the Burberry brand suffered a slow growth after initiating its DT, forcing it to discontinue the project to develop digital infrastructure and luxury products. Ford’s DT journey saw its shares drop in value because of cost and quality problems within the firm. The DT projects drained company resources with little returns, resulting in failed digital transformation. Other firms ran into financial hurdles due to slowing markets, bad decisions, and reduced product desirability after implementing transformative business technologies.
Types of Digital Transformation
Firms have used different forms of DT to achieve varying degrees of success. While some companies are transforming specific elements of their operations, others are overhauling entire structures and processes. Three types of digital transformation are used by organizations to move forward with DT: client understanding, process digitization, and digitally-modified business models.
Customer Experience Transformation
Transforming consumer experience entails leveraging on legacy systems to gain insights into specific market segments (Heavin and Power 44). Organizations use social media to determine customer likes and dislikes. Others promote their brands and run marketing campaigns on these platforms. Following the 2008 economic crisis, some financial firms created digital tools to educate customers on safe investment (Heavin and Power 44). Most companies interact with customers via online communities to enhance brand loyalty and stay connected with clients. Analytics capabilities are geared towards customer experience transformation. Specifically, insurers use analytics-based financing and pricing to develop products tailored to different consumer needs (Heavin and Power 45). Restaurants also use analytics to change prices based on demand and stocks in their franchises.
Revolutionizing the sales experience through digitally-enhanced selling, predictive marketing, and streamlined customer processes is an essential component of the DT efforts. The salesforce is substituting in-person exchanges with digital communications to pass information about new products (Heavin and Power 42). Customer experience transformation also involves using client purchase data to offer customized products for each segment. Personalized mobile coupons are relayed via mobile phones or internet to buyers located near stores. Clients can share their experiences through online communities created by the company. Some organizations run an e-commerce site that allows customers to view, order, pay, and schedule pick-up time for products. Firms use this integrated multi-channel approach to transform customer experiences.
Operational Process Transformation
This type of digital transformation encompasses process digitization, worker enablement, and performance management. Automation is employed to enhance efficiency and quality. Enterprise resource planning (ERP) software for streamlining “transactional, financial, and supply chain” processes are becoming widespread (Andersson et al. 63). Self-service systems for staff are increasingly being used to apply leave days. In this way, the workload of the HR unit is reduced, allowing it to focus on its core role of personnel management. R&D automation enables scientists/innovators to concentrate on creating new products, not on production. Automated systems are also being used to minimize labor requirements and achieve quality gains (Heavin and Power 39). The digital marketplace has fostered downstream collaboration. Prototypes can now be shared digitally with manufacturers instead of moving them physically, significantly decreasing the product development cycle. Additionally, designs can be modified easily in response to changing consumer preferences.
Virtualization of work is another component of operational process transformation. Networking tools such as e-mail and video conferencing allow staff in different locations to collaborate or work from home. They have created broad communication channels and reduced costs. Such tools have also enabled real-time knowledge sharing among sales, R&D, and production functions. Transactional systems are useful in performance management. Managers use these tools to learn about products or markets and make decisions based on data. Strategic decision-making is enhanced because of the insights gleaned from internal indicators of performance and customer information.
Business Model Transformation
In this type of DT, physical operations are augmented with technology through an e-commerce platform. A business model that includes a digital component removes the barriers associated with organizational silos, presenting new growth opportunities (Andersson et al. 65). Digital products are developed to reach new clients. Financial institutions have created digital credit options for customers in far-flung locations.
Business model transformation is implemented in new digital offerings. Airlines provide end-to-end products, including in-flight catering, hotel services, duty-free shopping, and cab services to passengers. Thus, the business model transformation has reshaped value chains and increased vertical integration. Digital technology supports both the decentralization of design and production functions to enhance local responsiveness and centralization for strategic reasons. Thus, multinational organizations can guide local managers to meet specific market needs and remain committed to the global strategic goal.
Risks Associated with Digital Transformation
From an enterprise view of an organization, threats to DT efforts can be contextual, implementation-related, or governance-related. Inadequate drivers in the context of organizational goals, a lack of a risk management strategy for a digital transformation initiative, and poor prioritization that results in disruption can adversely impact DT (Deloitte 3). On the other hand, inappropriate IT infrastructure for operations, security, and business processes can derail the implementation of a DT initiative. Poor program management leads to a digital governance risk. Timely and cost-effective implementation of DT projects is required to avoid this threat.
Digital initiatives have inherent risks that must be managed for the project to succeed. Control measures depend on the degree of digitization and type of threat. A strategic risk may arise, forcing the corporate strategy to be reviewed. Typically, it develops from a misalignment of a DT initiative with organizational goals. A strategic risk usually affects consumer experience, company reputation, and competitiveness (Deloitte 5). A cyber threat may also occur during DT. Unauthorized access of a firm’s systems is the source of this risk. Controls such as secure network architecture are required to contain this threat. A technology risk that derives from hardware failure or obsolescence can affect systems and processes. Thus, addressing issues of scalability and compatibility of IT infrastructure is critical.
Operational risks may affect the capacity of firms to realize its business objectives through digital transformation. They may stem from insufficient controls in operating processes. Data leakage is also a threat to the success of the digital transformation initiatives. Adequate protections – during storage and exchange – through encryption are essential. Third-party risks resulting from inappropriate vendor features can compromise data security. Privacy issues arising due to the mishandling confidential customer/employee data constitute another threat to DT efforts. Other risks associated with digital transformation include regulatory constraints, fraud, and disruptions caused by disasters.
Recommendation/Conclusion
Firms must contend with disruptive technologies to compete and survive. Solutions that have hit the digital marketplace in recent years include the cloud, analytics, and social media. Companies in a DT journey have to develop digital capabilities and skills to create new value propositions, reinvent their business models to achieve operational efficiency, and enhance the customer experience. Learning to deal with DT challenges is also critical. It allows an enterprise to redefine its strategic goals and restructure internal functions and external relationships. Implementing a digital risk framework is also important to address threats to the success of DT initiatives. It is recommended that firms initiating digital transformation projects initiate robust measures around data management, privacy, and software/hardware scalability to guarantee digital resiliency and avoid failure.
Works Cited
Andersson, Per, et al editors. Managing Digital Transformation. Stockholm School of Economics Institute for Research, 2018.
Deloitte. Managing Risk in Digital Transformation. Deloitte Touche Tohmatsu India LLP, 2018.
Heavin, Ciara, and Daniel Power. “Challenges for Digital Transformation – Towards a Conceptual Decision Support Guide for Managers.” Journal of Decision Systems, vol. 27, no. 1, 2018, pp. 38-45.
Nadeem, Ayesha, et al. “Editorial: Digital Transformation and Digital Business Strategy in Electronic Commerce – The Role of Organizational Capabilities.” Journal of Theoretical and Applied Electronic Commerce Research, vol. 13, no. 2, 2018, pp. 1-8.
Nylén, Daniel, and Jonny Holmström. “Digital Innovation Strategy: A Framework for Diagnosing and Improving Digital Product and Service Innovation.” Business Horizons, vol. 58, no. 1, 2015, pp. 57-67.
