The success of a digital transformation is not a foregone conclusion. A digital transformation, as a highly complex process impacting major areas of an organization, requires a systematic approach that goes beyond individual transformation initiatives. This work analyses and integrates existing approaches to managing and coordinating a digital transformation in order to identify relevant success factors of a digital transformation, serving as a basis for the development of a systematic framework for a management model of digital transformation. The analysis reveals ten success-critical focus areas of a digital transformation, which comprise numerous success factors: ‘Vision, goals, and strategies’, ‘Leadership’, ‘Communication’, ‘Digital culture and mindset’, ‘Digital platform’, ‘Partnership network’, ‘Capabilities, talents, and skills’, ‘Organization, coordination, and roles’, ‘Management methodologies’, and ‘Governance’. A systematic framework is proposed that serves as a foundation for the future development of a management model, addressed to executives and experts who are tasked with launching, driving, and sustaining a digital transformation.

Digital transformation is not about technology--it's about change. In the rapidly changing digital economy, you can't succeed by merely tweaking management practices that led to past success. And yet, while many leaders and managers recognize the threat from digital--and the potential opportunity--they lack a common language and compelling framework to help them assess it and guide them in responding. They don't know how to think about their digital business model. In this concise, practical book, MIT digital research leaders Peter Weill and Stephanie Woerner provide a powerful yet straightforward framework that has been field-tested globally with dozens of senior management teams. Based on years of study at the MIT Center for Information Systems Research (CISR), the authors find that digitization is moving companies' business models on two dimensions: from value chains to digital ecosystems, and from a fuzzy understanding of the needs of end customers to a sharper one. Looking at these dimensions in combination results in four distinct business models, each with different capabilities. The book then sets out six driving questions, in separate chapters, that help managers and executives clarify where they are currently in an increasingly digital business landscape and highlight what's needed to move toward a higher-value digital business model. Filled with straightforward self-assessments, motivating examples, and sharp financial analyses of where profits are made, this smart book will help you tackle the threats, leverage the opportunities, and create winning digital strategies.

Advances in digital technologies continue to impact all areas of life, including the business sector. Digital transformation is ascertained to usher in the digitalized economy and involves new concepts and management tools that must be considered in the context of management science and practice. For business leaders to ensure their companies remain competitive and relevant, it is essential for them to utilize these innovative technologies and strategies. The Handbook of Research on Digital Transformation Management and Tools highlights new digital concepts within management, such as digitalization and digital disruption, and addresses the paradigm shift in management science incurred by the digital transformation towards the digitalized economy. Covering a range of important topics such as cultural economy, online consumer behavior, sustainability, and social media, this major reference work is crucial for managers, business owners, researchers, scholars, academicians, practitioners, instructors, and students.

This book provides practising executives and academics with the theories and best practices to plan and implement the digital transformation successfully. Key benefits: an overview on how leading companies plan and implement digital transformation interviews with chief executive officers and chief digital officers of leading companies – Bulgari, Deutsche Bahn, Henkel, Lanxess, L’Oréal, Unilever, Thales and others – explore lessons learnt and roadmaps to successful implementation research and case studies on the digitalization of small and medium-sized companies cutting-edge academic research on business models, organizational capabilities and performance implications of the digital transformation tools and insights into how to overcome internal resistance, build digital capabilities, align the organization, develop the ecosystem and create customer value to implement digital strategies that increase profits Managing Digital Transformation is unique in its approach, combining rigorous academic theory with practical insights and contributions from companies that are, according to leading academic thinkers, at the forefront of global best practice in the digital transformation. It is a recommended reading both for practitioners looking to implement digital strategies within their own organisations, as well as for academics and postgraduate students studying digital transformation, strategy and marketing.

Is digitalization a value-added approach? Global leaders believe so, and this book reveals how to digitally transform your business model and compete in today’s economy. It presents a roadmap consisting of five phases; Digital Reality, Digital Ambition, Digital Potential, Digital Fit, and Digital Implementation, each with step-by-step instructions as well as innovative activities and tools. This is a timely book offering professionals a concise, tried-and-trusted guide to the digital transformation of business models.

This book provides specialists and executives with a clear, yet practical set of recommendations to meet the challenges of digital transformation and ensure long-term success as a leader in a primarily digital business world. The authors describe the fundamental principles of digitization and its economic opportunities and risks, integrating them into a framework of classic and new management methods. The book also explores how increasing digitization – not only of communication, but of complete value chains – has led to a need to establish a digital business leadership. Digitization is changing people and markets: it causes the upheaval of entire industries, creates new digital-centric companies, and forces established companies to cope with the transformation activities associated with these digitization processes. New approaches and methods have to be learned, tried and tested patterns of thinking have to be explored, and last but not least, innovation activities have to be understood as continuous necessities. At the same time, digital business offers considerable opportunities for renewing competitive advantages, improving existing process structures and realigning products, services and business models.