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Alexander Benlian - One of the best experts on this subject based on the ideXlab platform.

  • Options for Formulating a Digital Transformation Strategy
    MIS Quarterly Executive, 2016
    Co-Authors: Thomas Hess, Christian Matt, Alexander Benlian, Florian Wiesböck
    Abstract:

    Integrating and exploiting new Digital technologies is one of the biggest challenges that companies currently face. No sector or organization is immune to the effects of Digital Transformation. The market-changing potential of Digital technologies is often wider than products, business processes, sales channels or supply chains—entire business models are being reshaped and frequently overturned. 2 As a result, Digital Transformation has become a high priority on leadership agendas, with nearly 90% of business leaders in the U.S. and U.K. expecting IT and Digital technologies to make an increasing strategic contribution to their overall business in the coming decade. 3 The question is no longer when companies need to make Digital Transformation a strategic priority—this tipping point has passed—but how to embrace it and use it as a competitive advantage. Faced with the Digital Transformation challenge and the need to remain competitive in their industries, business leaders must formulate and execute strategies that embrace the implications of Digital Transformation and drive better operational performance. Unfortunately, there are many recent examples of organizations that have been unable to keep pace with the new Digital reality. Prominent examples include the bankruptcy of the movie-rental company Blockbuster and the sale of the Washington Post to Jeff Bezos, founder of Amazon—largely resulting from those firms' 1 Mary Lacity is the accepting senior editor for this article. 2 An article that calls for a new view of disruptive technologies and presents strategic principles for addressing the challenges stemming from disruptive technologies is Downes, L. and Nunes, P. F. " Big Bang Disruption, " Harvard Business Review (91:3), 2013, pp. 44-56. 3 Bonnet, D., Ferraris, P., Westerman, G. and McAfee, A. " Talking 'bout a Revolution, " Digital Transformation Review (2:1), 2012, pp. 17-33.

  • Digital Transformation is a High-Priority Management Challenge1
    MIS Quarterly Executive, 2016
    Co-Authors: Thomas Hess, Christian Matt, Alexander Benlian, Florian Wiesböck
    Abstract:

    Integrating and exploiting new Digital technologies is one of the biggest challenges that companies currently face. No sector or organization is immune to the effects of Digital Transformation. The market-changing potential of Digital technologies is often wider than products, business processes, sales channels or supply chains—entire business models are being reshaped and frequently overturned. 2 As a result, Digital Transformation has become a high priority on leadership agendas, with nearly 90% of business leaders in the U.S. and U.K. expecting IT and Digital technologies to make an increasing strategic contribution to their overall business in the coming decade. 3 The question is no longer when companies need to make Digital Transformation a strategic priority—this tipping point has passed—but how to embrace it and use it as a competitive advantage. Faced with the Digital Transformation challenge and the need to remain competitive in their industries, business leaders must formulate and execute strategies that embrace the implications of Digital Transformation and drive better operational performance. Unfortunately, there are many recent examples of organizations that have been unable to keep pace with the new Digital reality. Prominent examples include the bankruptcy of the movie-rental company Blockbuster and the sale of the Washington Post to Jeff Bezos, founder of Amazon—largely resulting from those firms' 1 Mary Lacity is the accepting senior editor for this article. 2 An article that calls for a new view of disruptive technologies and presents strategic principles for addressing the challenges stemming from disruptive technologies is Downes, L. and Nunes, P. F. " Big Bang Disruption, " Harvard Business Review (91:3), 2013, pp. 44-56. 3 Bonnet, D., Ferraris, P., Westerman, G. and McAfee, A. " Talking 'bout a Revolution, " Digital Transformation Review (2:1), 2012, pp. 17-33.

  • options for formulating a Digital Transformation strategy
    Mis Quarterly Executive, 2016
    Co-Authors: Thomas Hess, Christian Matt, Alexander Benlian, Florian Wiesböck
    Abstract:

    CIOs and other senior executives face the challenge of how to handle the opportunities and risks of Digital Transformation. To help managers address this challenge more systematically, we describe how three German media companies successfully approached Digital Transformation. Based on their experiences, we provide a list of 11 strategic questions and possible answers managers can use as guidelines when formulating a Digital Transformation strategy.

  • Digital Transformation strategies
    Publications of Darmstadt Technical University Institute for Business Studies (BWL), 2015
    Co-Authors: Christian Matt, Thomas Hess, Alexander Benlian
    Abstract:

    In recent years, firms in almost all industries have conducted a number of initiatives to explore new Digital technologies and to exploit their benefits. This frequently involves Transformations of key business operations and affects products and processes, as well as organizational structures and management concepts. Companies need to establish management practices to govern these complex Transformations. An important approach is to formulate a Digital Transformation strategy that serves as a central concept to integrate the entire coordination, prioritization, and implementation of Digital Transformations within a firm. The exploitation and integration of Digital technologies often affect large parts of companies and even go beyond their borders, by impacting products, business processes, sales channels, and supply chains. Potential benefits of digitization are manifold and include increases in sales or productivity, innovations in value creation, as well as novel forms of interaction with customers, among others. As a result, entire business models can be reshaped or replaced (Downes and Nunes 2013). Owing to this wide scope and the far-reaching consequences, Digital Transformation strategies seek to coordinate and prioritize the many independent threads of Digital Transformation. To account for their company-spanning characteristics, Digital Transformation strategies cut across other business strategies and should be aligned with them (Fig. 1). While there are various concepts of IT strategies (Teubner 2013), these mostly define the current and the future operational activities, the necessary application systems and infrastructures, and the adequate organizational and financial framework for providing IT to carry out business operations within a company. Hence, IT strategies usually focus on the management of the IT infrastructure within a firm, with rather limited impact on driving innovations in business development. To some degree, this restricts the product-centric and customer-centric opportunities that arise from new Digital technologies, which often cross firms’ borders. Further, IT strategies present systemcentric road maps to the future uses of technologies in a firm, but they do not necessarily account for the Transformation of products, processes, and structural aspects that go along with the integration of technologies. Digital Transformation strategies take on a different perspective and pursue different goals. Coming from a business-centric perspective, these strategies focus on the Transformation of products, processes, and organizational aspects owing to new technologies. Their scope is more broadly designed and explicitly includes Digital activities at the interface with or fully on the side of customers, such as Accepted after one revision by Prof. Dr. Sinz.

  • Digital Transformation Strategies
    Business and Information Systems Engineering, 2015
    Co-Authors: Christian Matt, Thomas Hess, Alexander Benlian
    Abstract:

    Digital Transformation

Gregory Vial - One of the best experts on this subject based on the ideXlab platform.

  • understanding Digital Transformation a review and a research agenda
    Journal of Strategic Information Systems, 2019
    Co-Authors: Gregory Vial
    Abstract:

    Abstract Extant literature has increased our understanding of specific aspects of Digital Transformation, however we lack a comprehensive portrait of its nature and implications. Through a review of 282 works, we inductively build a framework of Digital Transformation articulated across eight building blocks. Our framework foregrounds Digital Transformation as a process where Digital technologies create disruptions triggering strategic responses from organizations that seek to alter their value creation paths while managing the structural changes and organizational barriers that affect the positive and negative outcomes of this process. Building on this framework, we elaborate a research agenda that proposes [1] examining the role of dynamic capabilities, and [2] accounting for ethical issues as important avenues for future strategic IS research on Digital Transformation.

Thomas Hess - One of the best experts on this subject based on the ideXlab platform.

  • Options for Formulating a Digital Transformation Strategy
    MIS Quarterly Executive, 2016
    Co-Authors: Thomas Hess, Christian Matt, Alexander Benlian, Florian Wiesböck
    Abstract:

    Integrating and exploiting new Digital technologies is one of the biggest challenges that companies currently face. No sector or organization is immune to the effects of Digital Transformation. The market-changing potential of Digital technologies is often wider than products, business processes, sales channels or supply chains—entire business models are being reshaped and frequently overturned. 2 As a result, Digital Transformation has become a high priority on leadership agendas, with nearly 90% of business leaders in the U.S. and U.K. expecting IT and Digital technologies to make an increasing strategic contribution to their overall business in the coming decade. 3 The question is no longer when companies need to make Digital Transformation a strategic priority—this tipping point has passed—but how to embrace it and use it as a competitive advantage. Faced with the Digital Transformation challenge and the need to remain competitive in their industries, business leaders must formulate and execute strategies that embrace the implications of Digital Transformation and drive better operational performance. Unfortunately, there are many recent examples of organizations that have been unable to keep pace with the new Digital reality. Prominent examples include the bankruptcy of the movie-rental company Blockbuster and the sale of the Washington Post to Jeff Bezos, founder of Amazon—largely resulting from those firms' 1 Mary Lacity is the accepting senior editor for this article. 2 An article that calls for a new view of disruptive technologies and presents strategic principles for addressing the challenges stemming from disruptive technologies is Downes, L. and Nunes, P. F. " Big Bang Disruption, " Harvard Business Review (91:3), 2013, pp. 44-56. 3 Bonnet, D., Ferraris, P., Westerman, G. and McAfee, A. " Talking 'bout a Revolution, " Digital Transformation Review (2:1), 2012, pp. 17-33.

  • Digital Transformation is a High-Priority Management Challenge1
    MIS Quarterly Executive, 2016
    Co-Authors: Thomas Hess, Christian Matt, Alexander Benlian, Florian Wiesböck
    Abstract:

    Integrating and exploiting new Digital technologies is one of the biggest challenges that companies currently face. No sector or organization is immune to the effects of Digital Transformation. The market-changing potential of Digital technologies is often wider than products, business processes, sales channels or supply chains—entire business models are being reshaped and frequently overturned. 2 As a result, Digital Transformation has become a high priority on leadership agendas, with nearly 90% of business leaders in the U.S. and U.K. expecting IT and Digital technologies to make an increasing strategic contribution to their overall business in the coming decade. 3 The question is no longer when companies need to make Digital Transformation a strategic priority—this tipping point has passed—but how to embrace it and use it as a competitive advantage. Faced with the Digital Transformation challenge and the need to remain competitive in their industries, business leaders must formulate and execute strategies that embrace the implications of Digital Transformation and drive better operational performance. Unfortunately, there are many recent examples of organizations that have been unable to keep pace with the new Digital reality. Prominent examples include the bankruptcy of the movie-rental company Blockbuster and the sale of the Washington Post to Jeff Bezos, founder of Amazon—largely resulting from those firms' 1 Mary Lacity is the accepting senior editor for this article. 2 An article that calls for a new view of disruptive technologies and presents strategic principles for addressing the challenges stemming from disruptive technologies is Downes, L. and Nunes, P. F. " Big Bang Disruption, " Harvard Business Review (91:3), 2013, pp. 44-56. 3 Bonnet, D., Ferraris, P., Westerman, G. and McAfee, A. " Talking 'bout a Revolution, " Digital Transformation Review (2:1), 2012, pp. 17-33.

  • options for formulating a Digital Transformation strategy
    Mis Quarterly Executive, 2016
    Co-Authors: Thomas Hess, Christian Matt, Alexander Benlian, Florian Wiesböck
    Abstract:

    CIOs and other senior executives face the challenge of how to handle the opportunities and risks of Digital Transformation. To help managers address this challenge more systematically, we describe how three German media companies successfully approached Digital Transformation. Based on their experiences, we provide a list of 11 strategic questions and possible answers managers can use as guidelines when formulating a Digital Transformation strategy.

  • Digital Transformation strategies
    Publications of Darmstadt Technical University Institute for Business Studies (BWL), 2015
    Co-Authors: Christian Matt, Thomas Hess, Alexander Benlian
    Abstract:

    In recent years, firms in almost all industries have conducted a number of initiatives to explore new Digital technologies and to exploit their benefits. This frequently involves Transformations of key business operations and affects products and processes, as well as organizational structures and management concepts. Companies need to establish management practices to govern these complex Transformations. An important approach is to formulate a Digital Transformation strategy that serves as a central concept to integrate the entire coordination, prioritization, and implementation of Digital Transformations within a firm. The exploitation and integration of Digital technologies often affect large parts of companies and even go beyond their borders, by impacting products, business processes, sales channels, and supply chains. Potential benefits of digitization are manifold and include increases in sales or productivity, innovations in value creation, as well as novel forms of interaction with customers, among others. As a result, entire business models can be reshaped or replaced (Downes and Nunes 2013). Owing to this wide scope and the far-reaching consequences, Digital Transformation strategies seek to coordinate and prioritize the many independent threads of Digital Transformation. To account for their company-spanning characteristics, Digital Transformation strategies cut across other business strategies and should be aligned with them (Fig. 1). While there are various concepts of IT strategies (Teubner 2013), these mostly define the current and the future operational activities, the necessary application systems and infrastructures, and the adequate organizational and financial framework for providing IT to carry out business operations within a company. Hence, IT strategies usually focus on the management of the IT infrastructure within a firm, with rather limited impact on driving innovations in business development. To some degree, this restricts the product-centric and customer-centric opportunities that arise from new Digital technologies, which often cross firms’ borders. Further, IT strategies present systemcentric road maps to the future uses of technologies in a firm, but they do not necessarily account for the Transformation of products, processes, and structural aspects that go along with the integration of technologies. Digital Transformation strategies take on a different perspective and pursue different goals. Coming from a business-centric perspective, these strategies focus on the Transformation of products, processes, and organizational aspects owing to new technologies. Their scope is more broadly designed and explicitly includes Digital activities at the interface with or fully on the side of customers, such as Accepted after one revision by Prof. Dr. Sinz.

  • Digital Transformation Strategies
    Business and Information Systems Engineering, 2015
    Co-Authors: Christian Matt, Thomas Hess, Alexander Benlian
    Abstract:

    Digital Transformation

Christian Matt - One of the best experts on this subject based on the ideXlab platform.

  • Options for Formulating a Digital Transformation Strategy
    MIS Quarterly Executive, 2016
    Co-Authors: Thomas Hess, Christian Matt, Alexander Benlian, Florian Wiesböck
    Abstract:

    Integrating and exploiting new Digital technologies is one of the biggest challenges that companies currently face. No sector or organization is immune to the effects of Digital Transformation. The market-changing potential of Digital technologies is often wider than products, business processes, sales channels or supply chains—entire business models are being reshaped and frequently overturned. 2 As a result, Digital Transformation has become a high priority on leadership agendas, with nearly 90% of business leaders in the U.S. and U.K. expecting IT and Digital technologies to make an increasing strategic contribution to their overall business in the coming decade. 3 The question is no longer when companies need to make Digital Transformation a strategic priority—this tipping point has passed—but how to embrace it and use it as a competitive advantage. Faced with the Digital Transformation challenge and the need to remain competitive in their industries, business leaders must formulate and execute strategies that embrace the implications of Digital Transformation and drive better operational performance. Unfortunately, there are many recent examples of organizations that have been unable to keep pace with the new Digital reality. Prominent examples include the bankruptcy of the movie-rental company Blockbuster and the sale of the Washington Post to Jeff Bezos, founder of Amazon—largely resulting from those firms' 1 Mary Lacity is the accepting senior editor for this article. 2 An article that calls for a new view of disruptive technologies and presents strategic principles for addressing the challenges stemming from disruptive technologies is Downes, L. and Nunes, P. F. " Big Bang Disruption, " Harvard Business Review (91:3), 2013, pp. 44-56. 3 Bonnet, D., Ferraris, P., Westerman, G. and McAfee, A. " Talking 'bout a Revolution, " Digital Transformation Review (2:1), 2012, pp. 17-33.

  • Digital Transformation is a High-Priority Management Challenge1
    MIS Quarterly Executive, 2016
    Co-Authors: Thomas Hess, Christian Matt, Alexander Benlian, Florian Wiesböck
    Abstract:

    Integrating and exploiting new Digital technologies is one of the biggest challenges that companies currently face. No sector or organization is immune to the effects of Digital Transformation. The market-changing potential of Digital technologies is often wider than products, business processes, sales channels or supply chains—entire business models are being reshaped and frequently overturned. 2 As a result, Digital Transformation has become a high priority on leadership agendas, with nearly 90% of business leaders in the U.S. and U.K. expecting IT and Digital technologies to make an increasing strategic contribution to their overall business in the coming decade. 3 The question is no longer when companies need to make Digital Transformation a strategic priority—this tipping point has passed—but how to embrace it and use it as a competitive advantage. Faced with the Digital Transformation challenge and the need to remain competitive in their industries, business leaders must formulate and execute strategies that embrace the implications of Digital Transformation and drive better operational performance. Unfortunately, there are many recent examples of organizations that have been unable to keep pace with the new Digital reality. Prominent examples include the bankruptcy of the movie-rental company Blockbuster and the sale of the Washington Post to Jeff Bezos, founder of Amazon—largely resulting from those firms' 1 Mary Lacity is the accepting senior editor for this article. 2 An article that calls for a new view of disruptive technologies and presents strategic principles for addressing the challenges stemming from disruptive technologies is Downes, L. and Nunes, P. F. " Big Bang Disruption, " Harvard Business Review (91:3), 2013, pp. 44-56. 3 Bonnet, D., Ferraris, P., Westerman, G. and McAfee, A. " Talking 'bout a Revolution, " Digital Transformation Review (2:1), 2012, pp. 17-33.

  • options for formulating a Digital Transformation strategy
    Mis Quarterly Executive, 2016
    Co-Authors: Thomas Hess, Christian Matt, Alexander Benlian, Florian Wiesböck
    Abstract:

    CIOs and other senior executives face the challenge of how to handle the opportunities and risks of Digital Transformation. To help managers address this challenge more systematically, we describe how three German media companies successfully approached Digital Transformation. Based on their experiences, we provide a list of 11 strategic questions and possible answers managers can use as guidelines when formulating a Digital Transformation strategy.

  • Digital Transformation strategies
    Publications of Darmstadt Technical University Institute for Business Studies (BWL), 2015
    Co-Authors: Christian Matt, Thomas Hess, Alexander Benlian
    Abstract:

    In recent years, firms in almost all industries have conducted a number of initiatives to explore new Digital technologies and to exploit their benefits. This frequently involves Transformations of key business operations and affects products and processes, as well as organizational structures and management concepts. Companies need to establish management practices to govern these complex Transformations. An important approach is to formulate a Digital Transformation strategy that serves as a central concept to integrate the entire coordination, prioritization, and implementation of Digital Transformations within a firm. The exploitation and integration of Digital technologies often affect large parts of companies and even go beyond their borders, by impacting products, business processes, sales channels, and supply chains. Potential benefits of digitization are manifold and include increases in sales or productivity, innovations in value creation, as well as novel forms of interaction with customers, among others. As a result, entire business models can be reshaped or replaced (Downes and Nunes 2013). Owing to this wide scope and the far-reaching consequences, Digital Transformation strategies seek to coordinate and prioritize the many independent threads of Digital Transformation. To account for their company-spanning characteristics, Digital Transformation strategies cut across other business strategies and should be aligned with them (Fig. 1). While there are various concepts of IT strategies (Teubner 2013), these mostly define the current and the future operational activities, the necessary application systems and infrastructures, and the adequate organizational and financial framework for providing IT to carry out business operations within a company. Hence, IT strategies usually focus on the management of the IT infrastructure within a firm, with rather limited impact on driving innovations in business development. To some degree, this restricts the product-centric and customer-centric opportunities that arise from new Digital technologies, which often cross firms’ borders. Further, IT strategies present systemcentric road maps to the future uses of technologies in a firm, but they do not necessarily account for the Transformation of products, processes, and structural aspects that go along with the integration of technologies. Digital Transformation strategies take on a different perspective and pursue different goals. Coming from a business-centric perspective, these strategies focus on the Transformation of products, processes, and organizational aspects owing to new technologies. Their scope is more broadly designed and explicitly includes Digital activities at the interface with or fully on the side of customers, such as Accepted after one revision by Prof. Dr. Sinz.

  • Digital Transformation Strategies
    Business and Information Systems Engineering, 2015
    Co-Authors: Christian Matt, Thomas Hess, Alexander Benlian
    Abstract:

    Digital Transformation

Roberta Faieta - One of the best experts on this subject based on the ideXlab platform.

  • Digital Transformation era: The Pirelli Case Study = Digital Transformation era: The Pirelli Case study
    2019
    Co-Authors: Roberta Faieta
    Abstract:

    The work has the aim to analyse the current situation of Pirelli regarding the Digital Transformation. The first part is an analyse of the Digital era and the network in which Pirelli operates, then there is the analysis of the firm, including an inteview to the responsible of the project of Digital Transformation inside Pirelli. The work continues with a survey to understand the opinion of the users and to know which are the main strenght and weaknesses of the Pirelli IT system according to users. Then, a solution to the main issue is proponed.