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Today, businesses, organizations and governments attach great importance to digital transformation to meet the needs of their customers, business partners, and employees to adapt to the developing technology in recent years. Digital transformation, which is a challenging and mandatory process, has been and continues to be passed by institutions today. However, the successful management of this transformation without conflict can be realized by accurately detecting new communication technologies and examining, understanding, and implementing the transformation process in detail. This process will be painful, where radical changes will take place in the structure, processes, functions, and business models of the organization. Different challenges may be encountered in each of the startup, execution, and governance subprocesses examined in the digital transformation process. Many conflicts such as time and budget shortages, inadequate digital skills and lack of vision for digital customer processes, cybersecurity threats, human resource shortages, difficulty in managing technology, failure to achieve cloud structure integration, vision, and culture differences are the reasons why this process cannot be managed fluently and accurately. For businesses that focus on this goal, regardless of scale, digital transformation has become a necessity, not an alternative to choose. In this study, the digital transformation process and maturity model were discussed, and technological and digital conflicts were emphasized. It seeks to shed light on the work they will do by making recommendations for institutions to manage this process in the best way.

Conflict is inevitable in any environment where people interact. Conflict, which is a natural consequence of social interaction, is also a fact of organizational life. The acceptance of the reality of conflict has replaced the efforts of organizations to eliminate conflict with living with it over time and making the conflict work in favor of the organization. Conflicts that arise in the service sector are usually caused by organizational culture such as organizational structure, organizational justice, and organizational tolerance. Cultural differences of those working in the organization also cause conflict. In addition, these conflicts commonly occur in the form of work–family conflict or family–work conflict of employees in the organization. The pandemic process has brought the conflict in the service sector to a different dimension. This process is seen as an opportunity that facilitates the rapid adaptation of enterprises in the service sector to digital transformation and technological developments. The increasing trends of digitalization in the service sector are seen as a solution method in conflict-affected communities. With this chapter, it was concluded that digitalization, which gained momentum with the work-from-home system that entered business life due to the COVID-19 pandemic will be an important part of the business culture after the pandemic.