Creating an innovative digital project team: Levers to enable digital transformation

Guinan, Patricia J.; Parise, Salvatore; Langowitz, Nan S.

doi:10.1016/j.bushor.2019.07.005

Cited by 178 publications

(120 citation statements)

References 6 publications

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“…The authors believe that strategic agility has three core capabilities that contribute to the renewal of an organization: strategic sensitivity, leadership unity and resource fluidity. Guinan et al (2019) argue that once a company embraces transformation within its organizational strategy, it will drive an impact on competition, politics and internal operations. Transformation and performance are aknowledged by Tan et al (2017) as components of strategic agility.…”

Section: Organizational Capabilitymentioning

confidence: 99%

The influence of strategic agility on firm performance

Lungu

2020

Proceedings of the International Conference on Business Excellence

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The business environment is becoming more dynamic, reaching new milestones driven by technology and innnovation. As companies are transforming, the competition in the IT sector is increasing. This is translated into uncertainty and a higher focus on setting the right strategic direction of the company. The IT sector has been a driver of change and innovation for the economy. It is on a continous exponential trend, setting new directions for the business environment. Given so, the literature highlights the importance of strategic agility as a tool of increased firm performance and improved results. The current paper points out how strategic agility is influencing the peformance of a company. To outline the findings of the paper, the author uses a quantitative and qualitative analysis. Based on the literature we focus on understanding on the connection between strategic agility, transformation and firm peformance. The author will perform a statistical analysis based on collected primary data. To capture the opinion of the respondents, the author has created a survey and shared it with IT professionals who are part of IT organizations in Romania. Their responses will be analyzed and transposed into a regression model. As a result, the paper will help us bridge the literature with a real-case analysis applied on the IT sector in Romania. The outcome of the paper might serve as a reference for those who want to invest in the Romanian IT sector or who want to open-up an IT company in Romania.

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Section: Organizational Capabilitymentioning

confidence: 99%

The influence of strategic agility on firm performance

Lungu

2020

Proceedings of the International Conference on Business Excellence

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“…In order to ensure that there are already studies performed when the search query is "(Digital AND Transformation)", a search was conducted which detected that there were already 4250 entries, even though most of them are not directly related to the entire search query. In the more generic field of study of our proposal, we can also find previous work carried out in different countries and with very different approaches [35][36][37][38][39][40][41][42][43][44][45][46][47][48][49]. The works as mentioned, address proposals focused on the field of study using a wide variety of tools and methods, and open options to evaluate how they could be introduced and what scope they have in the field of study.…”

Section: State Of the Artmentioning

confidence: 94%

An Educational Approach for Present and Future of Digital Transformation in Portuguese Organizations

et al. 2020

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The current technological evolution allows us to easily and quickly obtain more information, computing capacity, communication and connectivity, in addition to allowing new forms of collaboration between disperse networks of diversified actors. This new reality not only offers enormous potential for innovation and enhanced performance for organizations but also, extends beyond the classic boundaries to affect individuals, other organizations and society in general. At the same time, this reality makes the ability of organizations to uphold their competitive advantage more challenging, since the control of the elements of their operating environment decreases drastically as they increasingly control the elements of the same environment. This is how the digital transformation of organizations becomes unavoidable, because otherwise they tend to disappear. In this context, it is necessary to infer our students’ methods for researching, identifying and taking solutions about if organizations in Portugal are already living the aforementioned digital transformation or if they are aware of the need to adapt to this new reality. The main goal of this research formatted as educational approach, is to evaluate and compare the current state of digital adoption in terms of the preparation according to the prevailing technological categories (pillars and innovation accelerators), as well as future priorities of organizations in the implementation of digital transformation in Portuguese organizations. To evaluate such objectives, a Project Based Learning (PBL) approach was used to reinforce the research and decision-making skills of undergraduate business students. Based on the results obtained, it can be concluded that organizations are aware of the need to accommodate the digital transformation not to fail and disappearing. However, it is not possible to conclude which strategy is to be adopted by the organizations, and how such a strategy will affect the organization as a whole, in particular as in respect of its business model.

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“…Furr and Shipilov (2019) focus on the agile organizational structures necessary for employees to work on squad formats, and the approaches the bank has followed in order to embrace failure and develop a fast learning curve over mistakes. Guinan, Parise and Langowitz, (2019) also focus on the squads of ING, but through the lens of customer experience and customer journey improvement. Tinkoff Bank is considered a notable example to understand how someone can build a digital bank in a traditional and bureaucratic market by paying attention to delivering an outstanding value proposition (Tekic and Koroteev, 2019).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…What measures do managers take to capture the success of organizational DT? These vary from the reduction of paper circulation, to the percentage of employees working agile (Guinan et al 2019) or with cloud based and collaboration tools, or participating in video conferencing and avoiding physical meetings. Thus, depending on the maturity of the market and managerial approach change, there is a wide range and depth of DT organization-wise.…”

Section: Change In Managerial Philosophy and Approachmentioning

confidence: 99%

Are incumbent banks bygones in the face of digital transformation?

Krasonikolakis

Tsarbopoulos²,

Eng

2020

Journal of General Management

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Digital transformation has received considerable scholarly attention in areas of management, business, information systems, information technology and marketing. In particular, retail banks have been at the forefront of technological revolution characterized by rapid deployment and innovation of digital services, exponential pace of change and innovative breakthroughs that alter conventional banking practice. However, the term digital transformation is often misunderstood as a straightforward deployment of the latest information communication technologies. In practice, technological investments entail not only risk but also require an understanding of the relationship between technological, organizational culture and institutional change within certain boundaries of regulatory framework. Digital transformation is far from simple, certain or predictable and likely to be disruptive or transformative with immutable impacts upon associated organizational outcomes related to technical capabilities and behaviours. The present study attempts to explore and develop a framework for understanding digital transformation by examining the development, deployment and use of digital technologies in retail banking. Within a social informatics perspective, this study examines the effects of digital technologies on retail banks operations, structure and capabilities of those who deploy, implement and use it. Using a grounded theory approach, the study explores theoretical constructs by reviewing the literature and analysing primary field data including data from retail banks and interviews with senior professionals. The findings provide the pitfalls and successful approaches towards the digital transformation journey. This includes the ordinary dilemmas that the managers face to deliver the projects at hand.

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Creating an innovative digital project team: Levers to enable digital transformation

Cited by 178 publications

References 6 publications

The influence of strategic agility on firm performance

The influence of strategic agility on firm performance

An Educational Approach for Present and Future of Digital Transformation in Portuguese Organizations

Are incumbent banks bygones in the face of digital transformation?

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