Prelims
Digital Transformation Management for Agile Organizations: A Compass to Sail the Digital World
ISBN: 978-1-80043-172-0, eISBN: 978-1-80043-171-3
Publication date: 10 June 2021
Citation
Bresciani, S., Ferraris, A., Romano, M. and Santoro, G. (2021), "Prelims", Digital Transformation Management for Agile Organizations: A Compass to Sail the Digital World, Emerald Publishing Limited, Leeds, pp. i-xv. https://doi.org/10.1108/978-1-80043-171-320211011
Publisher
:Emerald Publishing Limited
Copyright © 2021 Emerald Publishing Limited
Half Title Page
Digital Transformation Management for Agile Organizations
Title Page
Digital Transformation Management for Agile Organizations: A Compass to Sail the Digital World
STEFANO BRESCIANI
University of Turin, Italy
ALBERTO FERRARIS
University of Turin, Italy
MARCO ROMANO
University of Catania, Italy
AND
GABRIELE SANTORO
University of Turin, Italy
United Kingdom – North America – Japan – India – Malaysia – China
Copyright Page
Emerald Publishing Limited
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First edition 2021
Copyright © 2021 Emerald Publishing Limited
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British Library Cataloguing in Publication Data
A catalogue record for this book is available from the British Library
ISBN: 978-1-80043-172-0 (Print)
ISBN: 978-1-80043-171-3 (Online)
ISBN: 978-1-80043-173-7 (Epub)
Contents
List of Figure | six | ||
List of Tables | xi | ||
About the Authors | xiii | ||
Acknowledgments | xv | ||
Introduction | 1 | ||
Chapter 1: Building a Digital Transformation Strategy | 5 | ||
1.1 | Strategy and Digitalisation: An Introduction | 5 | |
1.2 | Strategic Management Theories and Digitalisation | 9 | |
1.2.1 | Digital Resource-based View | 9 | |
1.2.2 | Digital Knowledge-based View | 10 | |
1.2.3 | Digital Dynamic Capabilities | 12 | |
1.3 | Digital Transformation as a Strategic Process | 15 | |
1.3.1 | How to Structure the Digital Transformation Strategy | 15 | |
1.3.2 | Different Extents of Digital Transformation | 19 | |
1.3.3 | Digital Competitive Position | 21 | |
1.4 | Strategic Challenges of Going Digital: Practical Takeaways | 22 | |
1.4.1 | Addressing the Challenges | 22 | |
1.4.2 | The Seven Decisions that Matter in a Digital Transformation: A CEO’s Guide to Reinvention | 23 | |
Chapter 2: Technologies 4.0 Towards Digital Transformation | 29 | ||
2.1. | Technologies 4.0: Categories and Concepts | 29 | |
2.1.1. | Data Collection, Exploitation, Management and Protection | 29 | |
2.1.2 | Transition from ‘Digital’ to ‘Real’ in a Smart Factory | 35 | |
2.2. | Impact Of Technologies 4.0 On Competitive Ecosystems | 38 | |
2.3. | Assessment In Digital Transformation Processes | 45 | |
Chapter 3: Digital Business Models | 51 | ||
3.1 | Introduction to Digital Business Models | 51 | |
3.2 | Business Models: Their Architecture and Relevance | 52 | |
3.3 | Business Model Digitalisation of Traditional Companies | 53 | |
3.3.1 | How to Digitalise a Business Model. Takeaways from Disney | 55 | |
3.3.2 | How to Digitalise a Business Model. Takeaways from Domino’s Pizza | 57 | |
3.3.3 | Digital-driven Servitisation | 59 | |
3.4 | Missing the Train of Digitalisation. Lessons From Blockbuster Versus Netflix | 63 | |
3.4.1. | Before Streaming: The Blockbuster Case | 64 | |
3.4.2. | Netflix Act I: Film Rental | 66 | |
3.4.3. | Netflix Act Ii: Streaming | 66 | |
3.4.4. | How Strategies Change Act I: From ‘Binge Watching’ to ‘Binge-Racing’ | 68 | |
3.4.5. | How Strategies Change Act II: Bandersnatch | 68 | |
Chapter 4: Shifting Paradigms in Modern Marketing | 71 | ||
4.1 | The Road to Modern Marketing Lead by Digital Transformation | 71 | |
4.2 | Modern Marketing as Data-Driven and Predictive | 73 | |
4.3. | Exploiting Big Data for Mass Personalisation | 77 | |
4.3.1. | Display Advertising | 77 | |
4.3.2. | Email Advertising/Marketing | 78 | |
4.3.3. | Search Engine Marketing and Optimisation | 78 | |
4.4. | Effectiveness in the Era of Modern Marketing: A Selection of Emerging Topics | 79 | |
4.5. | Retention Strategies and Churn Management | 91 | |
Chapter 5: Digital Leadership | 97 | ||
5.1. | Defining Digital Leadership | 97 | |
5.2. | How Leaders Should Stimulate a Digital Culture | 99 | |
5.2.1 | What is a Digital Culture | 100 | |
5.2.2 | Learning Culture | 100 | |
5.2.3 | How to Face the Unknown in the Era of Digital Innovation | 102 | |
5.3. | How To Effectively be a ‘Digital’ Leader | 103 | |
5.3.1 | How to Volte-Face the Way of Working and Thinking in the Company | 107 | |
5.4. | Five Rules for Leadership | 109 | |
5.4.1 | A New Culture of Leadership | 112 | |
Chapter 6: Human Resource Management and Digitalisation | 117 | ||
6.1 | A New Era for the Human Resource Management | 117 | |
6.2 | Core HR Process at the Times of Digital Transformation | 120 | |
6.2.1 | Digital HR | 122 | |
6.2.2 | An Incredible Example of HR Digital Innovation: The Smart Working | 123 | |
6.3 | The New Figures in the Corporations | 125 | |
6.4. | The Five Traits of a Successful Chief Innovation Officer | 130 | |
6.4.1. | Business Leader | 130 | |
6.4.2. | Agent of Change | 132 | |
6.4.3. | Talent Scout | 133 | |
6.4.4. | Revolutionary Culture | 134 | |
6.4.5. | Tech Instructor | 134 | |
6.5 | Case Study – Avio Aero | 135 | |
Chapter 7: Data Management | 139 | ||
7.1. | Exploiting Key Assets for Business Management | 139 | |
7.2. | Business Processes in Data Management | 141 | |
7.2.1. | Intelligence Phase: Identify Big Data, Acquire/Store, Organise | 142 | |
7.2.2. | Design Phase: Model Planning and Data Analytics | 143 | |
7.2.3. | Choice Phase: Analyse, Evaluate and Decide | 145 | |
7.2.4. | Implementation Phase | 146 | |
7.3. | Big Data Analytics and Knowledge Management | 146 | |
7.4. | Data Management Platform | 150 | |
Chapter 8: Digital Ecosystems | 153 | ||
8.1 | Introduction to Digital Ecosystems | 153 | |
8.2 | Ecosystems, Business Ecosystems, and Digital Ecosystems | 154 | |
8.3 | Platforms as Digital Ecosystems | 156 | |
8.3.1. | Different Types of Platform | 158 | |
8.4 | Business Models of Platforms: Features and Dynamics | 159 | |
Chapter 9: Agility for Successful Digital Transformation | 167 | ||
9.1 | Past Intuitions and Present Pitfalls in a Vuca World | 167 | |
9.1.1. | Volatility | 169 | |
9.1.2. | Uncertainty | 169 | |
9.1.3. | Complexity | 169 | |
9.1.4. | Ambiguity | 169 | |
9.2. | The Need for Agility | 170 | |
9.3. | It is not the Only Innovation. Lead the Digital World! | 172 | |
9.3.1. | Digital Leadership | 173 | |
9.3.2. | Experiment and Be Ready to Fail | 174 | |
9.3.3. | Rethink Control | 174 | |
9.3.4. | Reality Simplification | 174 | |
9.3.5. | Be Open | 174 | |
9.4. | A Change Management Approach | 175 | |
9.5. | A Framework for Digital Transformation | 177 | |
9.6. | A Digital Mind-Set and Final Remarks | 183 | |
Index | 189 |
List of Figures
Fig. 1.1. | Activities and Elements of Digital Dynamic Capabilities. | 14 |
Fig. 1.2. | Complexity and Impact of the Digital Transformation. | 20 |
Fig. 1.3. | BCG Matrix for Digital Competitive Position. | 22 |
Fig. 2.1. | Nine Critical Rivers of Companies’ Relative Success Exploiting Analytics | 35 |
Fig. 3.1. | Servitisation and Digitisation. | 60 |
Fig. 3.2. | Apple’s Sources of Revenues from 2012 to 2019. | 62 |
Fig. 4.1. | The Orchestrator Model. | 76 |
Fig. 6.1. | Key Factors for CDO’s Roles. | 126 |
Fig. 6.2. | How to Be a Successful CIO in Five Steps. | 131 |
Fig. 7.1. | From 3Vs, 4Vs, 5Vs and 6Vs Big Data Definition. | 140 |
Fig. 7.2. | The Big Data, Analytics and Decisions (B-DAD) Framework (Elgendy & Elragal, 2016, p. 13). | 142 |
Fig. 9.1. | VUCA World, the Need to be Agile. | 170 |
Fig. 9.2. | A Transformation Approach to Flip the Odds of Success. | 175 |
Fig. 9.3. | Agile Change Management Approach. | 177 |
Fig. 9.4. | Transformation Framework. | 178 |
Fig. 9.5. | Interaction of the Different Levels of Technology Is an Example of Predictive Maintenance | 179 |
Fig. 9.6. | Main Features of Future Organisations. | 183 |
List of Tables
Table 6.1. | Distinctive Characteristics of People Mindset and Skills for Digital Transformation | 119 |
Table 6.2. | Key Factors for CDO’s Roles. How Activities Are Changing (Old vs. The New Way). | 124 |
Table 6.3. | Future of Jobs. | 130 |
Table 6.4. | Distinctive Characteristics of a Humanised Workplace for Digital Transformation | 136 |
About the Authors
Stefano Bresciani, Ph.D. in Business Administration, is a Full Professor in Innovation Management and Digital Transformation at the School of Management and Economics, University of Torino, where he is the Director of the Ph.D. program in Business and Management. He undertakes research integrated with the Department of Management of the University of Torino; his main areas of research include innovation management, knowledge management, international business and open innovation. He is the Vice President of the EuroMed Research Business Institute (EMRBI), Director of the Research Center of the Q-Institute, Chairman of the EMRBI Research Group on ‘Multinational enterprises and corporate governance’, and Member of the Steering Committee as Representative for Europe of the Academy of Innovation, Entrepreneurship, and Knowledge. He has published many refereed journal articles, contributed chapters and books, and presented papers to conferences on a global basis.
Alberto Ferraris, Ph.D. in Business and Management, is an Associate Professor at the University of Turin – Department of Management. He obtained the qualification of Full Professor at the National Scientific Evaluation in Italy in 2020. He is an Active Member and Research Fellow of the Laboratory for International and Regional Economics, Graduate School of Economics and Management, Ural Federal University (Russia), and he is Fellow (F-EMAB) of the EMRBI. He is the author of many academic and scientific articles published on international journals and he is in the editorial board and serves as a Guest Editor for special issues in several prestigious international journals. During the last years, he got several international awards such as the ‘2015 Emerald/EMRBI Business Research Award for Emerging Researchers’ and the ‘Best Reviewer Award’ for different conferences as well as for Journal of Intellectual Capital (2018).
Marco Romano, Ph.D., is a Full Professor of Management in Italy and serves as a Professor in ‘Entrepreneurship and Business Planning’, ‘Digital Innovation and Transformation Management’, and ‘Marketing’, Department of Economics and Business, University of Catania. He is a Visiting Professor with Newcastle Business School at Northumbria University (UK). He has published papers in leading international journals such as Journal of Technology Transfer, Journal of Intellectual Capital, and Journal of Knowledge Management. He is currently an Associate Editor in Journal of Intellectual Capital. He has successfully secured research funding and is an experienced Principal Investigator leading large-scale multi-partner publicly funded research programs at European, national, and regional levels. He held several leadership positions including President of Science and Technology Park of Sicily, Board Member of APSTI – Italian network of scientific and technological parks, General Manager ‘Department of Economic Development’ Regione Siciliana, and General Manager, Service Health Emergency 118 in Sicily.
Gabriele Santoro, Ph.D. in Business and Management, is an Assistant Professor of Business Management at the Department of Management, University of Turin, Turin, Italy. He has authored/coauthored several papers in international journals such as Technovation, Technological Forecasting and Social Change, Small Business Economics, Journal of Technology Transfer, Journal of Knowledge Management, and Journal of Business Research. He also published two books on topics related to Open Innovation, and Strategic Management and Business Modelling. He is currently an Associate Member (AM-EMAB) of the EMRBI and Member of the Editorial Board of the Journal of Intellectual Capital. He also works as a Strategy Consultant with small and medium enterprises based in Italy. Finally, he is the Owner and Member of the Scientific Committee of Progesia (an Italian consulting firm).
Acknowledgments
We would like to thank all the authors of the numerous articles, books, and book chapters that have contributed to the digital transformation stream and related topics. Without their work, we would not have written this book. We also would like to acknowledge the friendly and supportive role of editorial staff of Emerald. Last, but not least, we appreciate all our family members for their encouragement to make this project a success.
- Prelims
- Introduction
- Chapter 1: Building a Digital Transformation Strategy
- Chapter 2: Technologies 4.0 Towards Digital Transformation
- Chapter 3: Digital Business Models
- Chapter 4: Shifting Paradigms in Modern Marketing
- Chapter 5: Digital Leadership
- Chapter 6: Human Resource Management and Digitalisation
- Chapter 7: Data Management
- Chapter 8: Digital Ecosystems
- Chapter 9: Agility for Successful Digital Transformation
- Index