From Digital Business Strategy to Digital Transformation - How

Brown, Nancy; Brown, Irwin

doi:10.1145/3351108.3351122

Cited by 35 publications

(40 citation statements)

References 33 publications

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“…Still, an inability to reach digitalization goals is not uncommon [42,36,28]. Existing literature emphasizes that the chance of superior outcomes rises when stakeholders have a shared understanding of goals [6]. While literature unfolds challenges of setting goals during digital transformation [7], there is very little research on achieving shared goal setting in digital transformations [25].…”

Section: Discussionmentioning

confidence: 99%

Setting Goals in a Digital Transformation of Environmental Assessment: A Case Study

Zada

Nielsen

Persson

2022

Co-Creating for Context in the Transfer and Diffusion of IT

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Since The Sustainable Development Goals (SDGs) emerged in 2015, they have become a guide for managing present sustainability challenges. However, we have limited knowledge about inter-organizational goal setting for digital transformations towards sustainable development. Recognizing this shortcoming, we report an in-depth case study of an inter-organizational digital transformation and the challenges of setting goals towards promoting progress on SDGs in environmental assessments. An environmental assessment is an obligatory procedure securing environmental concerns are considered before a decision is made, either for individual projects or public plans and programs. From analyzing the activities in environmental assessments, we outline their distinct digitalization goals and the stakeholders' associated experiences. These findings extend preliminary research on what drives digital transformation in environmental assessment and highlight environmentally responsible activities where information systems can make a difference. The paper discusses how these findings show a further need for research on the digital transformation of environmental assessment.

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Section: Discussionmentioning

confidence: 99%

Setting Goals in a Digital Transformation of Environmental Assessment: A Case Study

Zada

Nielsen

Persson

2022

Co-Creating for Context in the Transfer and Diffusion of IT

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“…The data was structured as follows: country; the title of the policy document describing measures to encourage the application of digital technologies in the industry; key national-level development areas in the sector and the tools used to support digitalization. Using theoretical and practical approaches [Brown, Brown, 2019;Korachi, Bounabat, 2019;Lichtenthaler, 2020], the stages of the digital transformation in the industry were identified, the progress in implementing them in the sample countries described, and a list of the main quantitative indicators drafted. Data sources included the World Bank [World Bank, 2021], the US Energy Information Administration [DOE, 2021], the Statista [Statista, 2021a,b,c] and Autostat 4 portals, and various scientific and analytical publications.…”

Section: Methodology and Design Of The Studymentioning

confidence: 99%

Untitled

2021

Foresight and STI Governance

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The growing share on the aerospace market is due to the increased supply of aircraft components, primarily engines (Figure 5).The changes in the global AM markets' "design" among other things have been caused by the implementation of industrial policies aimed at increasing competitiveness and accelerating growth through structural reforms. However, countries' priorities and implementation methods vary significantly. Industry 4.0 radically changes the understanding of industrial policy vector and stakeholders [Reischauer, 2018]. Germany, China, and the US are striving to maintain leadership by increasing value added in the manufacturing industry. France and Japan localize production, increase its sustainability, and reduce the negative effects of high labor costs. France aims to modernize its manufacturing basis and retain AM leadership, provided it can contain labor costs growth and related social factors [Blanchet et al., 2016]. Russia's industrial policy is mostly vertical in nature, providing selective support and "appointing champions" -industries Таble 1. Classification of AM markets Group Number of markets Composition Share in aggregate AM market (%) Industry 3.0 3 Electronics, optoelectronics, ICT 63.2 Industry 4.0 4 Additive manufacturing, biotechnology, life sciences, flexible production (including robotics) 27.2 Other* 4 New materials, aerospace, nuclear technologies, armaments 9.6* Products not directly related to Industry 3.0 and 4.0. COMTRADE data includes only public information on international trade in armaments. Thus the above estimates do not reflect this market's actual size. However, using this approach makes sense for two reasons. Other available data allows to estimate the overall arms market size without breaking it down into product types (e.g. the SIPRI Arms Transfers Database project). For us, it's important to consider structural shifts not only between markets but also within them, at the level of specific product groups. In line with the adopted approach, the arms market comprises not only armaments and their parts, but also prismatic infrared binoculars, optical telescopes, periscopes, navigation logbooks, and depth sounding equipment.. Source: authors. *To analyse the changes in the aggregate AM market situation, we selected countries at different stages of economic development according to the World Bank classification, including: developed, newly industrialised, and emerging ones, and the BRICS group. Sources: authors' calculations based on COMTRADE data and HS 2002 classification.Таble 4. Selected countries' shares in global imports of advanced AM products (%)*

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“…For this aspect not to be neglected, organizations need to make a conscious effort to understand their sociotechnical environment, assess their ability to grow, and listen to and act upon stakeholders' concerns and needs. Digital transformation truly calls for a holistic and transdisciplinary approach, as opposed to a silo mentality, incorporating a comprehensive set of digital technologies [5].…”

Section: Digital Transformation Using Digital Twinsmentioning

confidence: 99%

Adapting Concept of Operations Analysis for Digital Transformation

Cardoso

Rebentisch

Rhodes

et al. 2022

Advances in Transdisciplinary Engineering

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The topic of digital transformation has become increasingly prevalent in recent decades. Its importance is justified by the fact that not only can it change the way companies operate, but also bring to light new business strategies. Indeed, companies have ramped up operational data collection opportunities and adopted digital practices to facilitate new flows of design information, allow teams to interoperate in different ways, or improve system performance. Given that a digital transformation occurs under certain sociotechnical contexts and with specific purposes, their success can critically depend on the ability to unambiguously describe this context and the intended transformation in the form of new operational scenarios. One of the challenges faced when attempting a digital transformation is that these efforts can be ad-hoc and poorly structured, which does not tie the transformation to strategic objectives and operational strengths and limitations. This paper aims at addressing this issue by leveraging an existing systems engineering analysis method called Concept of Operations to provide structure to the digital transformation process. Our work shows that this method has the potential to accelerate the sociotechnical system redesign cycle and generate actionable decisions aligned with strategic goals and operational strengths and limitations.

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From Digital Business Strategy to Digital Transformation - How

Cited by 35 publications

References 33 publications

Setting Goals in a Digital Transformation of Environmental Assessment: A Case Study

Setting Goals in a Digital Transformation of Environmental Assessment: A Case Study

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Adapting Concept of Operations Analysis for Digital Transformation

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