Digital Transformation of Multidisciplinary Design Firms

Name: Digital Transformation of Multidisciplinary Design Firms | A Systematic Analysis-Based Methodology for Organizational Change Management
Brand: Springer
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A Systematic Analysis-Based Methodology for Organizational Change Management

Marcella M. Bonanomi(Autor*in)

Springer (Verlag)

1. Auflage

Erschienen am 19. Juni 2019

XVI, 79 Seiten

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978-3-030-19701-8 (ISBN)

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Inhalt

Intro
Preface
Acknowledgements
Introduction
Contents
About the Author
Theoretical Background: Process-Oriented and Organizational Changes Associated with the Digital Transformation of Multidisciplinary Design Firms
1 Digital Transformation Trends: Toward New Forms of Process and Organization
1.1 Design with Data: Empowering 3D with D3 (Data-Driven Decisions)
1.2 Platform-Based and Networked Organizations: Leveraging the Power of Ecosystems
1.3 Network Approach: A Revolution in Project Stakeholder Management
1.3.1 Supply Chain Management
1.3.2 Knowledge Management
1.3.3 Risk Management
References
2 Digital Transformation Strategies of Multidisciplinary Design Firms: Key-takeaways from Experts' Interviews
2.1 People, Process, Product, and Policy (4Ps): The Interpretation Lenses of Digital Transformation
2.1.1 Digital Transformation Strategy of Firm A, Milan, Italy
2.1.2 Digital Transformation Strategy of Firm B, Milan, Italy
2.1.3 Digital Transformation Strategy of Firm C, Bologna, Italy
2.2 Process-Oriented and Organizational Paradigm Shifts of Digital Transformation
2.2.1 From a Silo-Based and Sequential to a Collaborative and Iterative Digital Design Process
2.2.2 From a Vertical and Hierarchical to a Platform-Based and Networked Organization
2.2.3 Why Study the Digital Transformation of Multidisciplinary Design Firms from the Perspectives of Process and Organization?
References
3 Paradigms, Perspectives, and Context of Change for the Digital Transformation of Multidisciplinary Design Firms
3.1 Paradigms of Change: Collaboration, Iteration, Platform, and Network
3.1.1 Collaboration and Iteration
3.1.2 Platform and Network
3.2 Perspectives of Change: Process and Organization
3.3 Context of Change: The Interaction of Industry, Institutions, and Firm's Specificity
3.4 Existing Frameworks and Methods for Change Management Associated with Digital Transformation
3.5 Need for a Systematic Methodology for Change Management Associated with Digital Transformation
References
Methodological Experimentation: Proposal of a Systematic Methodology for Change Management Associated with Digital Transformation of Multidisciplinary Design Firms
4 A Systematic Methodology for Change Management. Proposal for a Digital Transformation Support
4.1 Identification, Framing, and Assessment of Process-Oriented and Organizational Changes Associated with Digital Transformation: Proposal of a Systematic Methodology
4.2 Conceptual Framework and Set of Change Analysis Methods: Components of the Methodology
4.3 Integrating Paradigms with Perspectives of Change: Conceptual Framework
4.3.1 Paradigms of Change: Collaboration, Iteration, Platform, and Network
4.3.2 Perspectives of Change: Process and Organization
4.4 Identifying, Visualizing, and Assessing Changes: Set of Analysis Methods
4.5 As-Is, Transition, and To-Be: The Three Levels of Analysis of Change
4.6 Process Mapping and Stakeholder Mapping: Methods for Qualitative Assessment of Change
4.6.1 Process Mapping
4.6.2 Stakeholder Mapping
4.7 Timesheet Tracking and Social Network Analysis: Methods for Quantitative Assessment of Change
4.7.1 Timesheet Tracking
4.7.2 Social Network Analysis
References
Applications: Test of the Methodology Proposed on Case Studies
5 Application of the Methodology for Change Management: The Case of an Italian Multidisciplinary Design Firm
5.1 Transitioning to a Collaborative and Iterative Digital Design Process: The Firm's Objective
5.2 Identifying, Framing, and Assessing Process-Oriented Changes: Application of the Methodology
5.2.1 Identifying Areas of Transformation and Framing the Associated Changes: Application of the Conceptual Framework
5.2.2 Identifying, Visualizing, and Assessing Process-Oriented Changes: Application of the Analysis Methods
5.2.3 As-Is, Transition, and To-Be: Levels of Analysis of Process-Oriented Changes
5.2.4 Evaluating Process-Oriented Changes: Challenges and Opportunities
5.2.5 Identifying Barriers to the Transition to a Collaborative and Iterative Digital Design Process
5.3 Drawing and Calibrating the Strategy for Transitioning toward a Collaborative and Iterative Digital Design Process
5.3.1 Managing Process, People, Product, and Policy: Strategic Matrix for Change
5.3.2 Monitoring the Transition to a Digital Design Process: Heat Map of Digital Projects
Conclusions

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