Navigating Digital Transformation in Management

Contents

List of figures

List of tables

Part I Digital disruption and the digital transformation imperative

1 Need for this book and research for this book

Need for this book

Research for this book

Structure of this book

How to use this book

Lears, managers, and supporting professionals

Instructors

Students

Researchers

2 Getting out of the digital terminology zoo

Introduction

Information systems (IS)

Components of an information system

Roles of information systems

Types of information systems

Information technology (IT) and information communications technology (ICT)

Strategic information systems and digital technologies

Strategic information systems

Digital technologies

Implications for leaders, managers, and supporting professionals

Google and reflect

Discussion questions

3 Understanding Digital Disruption

Introduction

Digital technology advancements and digital disruption

Digital technology advancements

Digital technology advancements as a source of digital disruption

Unpacking digital disruption

Disruption of customer expectations and behaviors

Disruption of the competitor field and bases of competition

Disruption of data availability

Existential threats and game changing opportunities

Existential threats

Game changing opportunities

Implications for the leaders, managers, and supporting professionals

Google and reflect

Discussion questions

4 The digital business and digital transformation imperatives

Introduction

Digital business

Pinning down a slippery term

Digital business as a future state

Digital business as a change journey or change process

Benefits of being a digital business

The digital business imperative

Digital business transformation

Defining digital business transformation

Digital business transformation is not just about digital technologies

Challenges and risks of digital business transformation

The digital transformation imperative

Implications for leaders, managers, and supporting professionals

Google and reflect

Discussion questions

Part II Forming and executing digital transformation strategy

5 Forming digital transformation strategy

Introduction

Learning objectives

Digital Transformation strategy vs digital business strategy

Digital Transformation Strategy Caveats

Digital transformation is not a single initiative and does not have an overall end state

Solutions, requirements, and technologies change fast and continuously during digital transformations

It's extraordinarily easy and dangerous to buy into the hype or cynicism relating to one or more digital technology advancements

Among all the changes required, people and cultural changes are the most important

Knowing the point at which things are mature enough and should scale is a test of real understanding

Digital transformations can't wait and won't happen overnight

Digital transformation can be financially ruinous, but it doesn't have to be

Digital transformation isn't just for big companies

Traditional IT departments or equivalent technology teams are vital to digital transformation

Digital transformation is ultimately about both keeping and creating customers through offering better value

Forming the initial and subsequent Strategy

Forming the initial digital business strategy and digital transformation strategy

Forming the initial digital business strategy

Forming the initial digital transformation strategy

Subsequent digital business strategy and digital transformation strategy

6 Executing digital transformation strategy

Introduction

Learning objectives

Principles for executing digital transformation

Secure ownership and/or top management team commitment

Secure Adequate investment

Set clear targets or deliverables that are externally benchmarked wherever possible

Find ways to continuously and effectively involve, engage, and regularly communicate with all internal and external stakeholders

Sequence initiatives so as to continuously deliver value and to build the confidence of the wider organization

Get implementation feedback early and continuously

Observe and measure the right things, then leverage insights to inform transformation decisions

Encourage and promote fast, adaptable, and customer centric ways of working

Appoint a leadership team that can effectively influence/lead stakeholders, can attract top talent, and can execute the digital transformation strategy

Effective processes or approaches for executing digital transformation strategy

Agile program and project management approaches

Hoshin Kanri or Lean strategy deployment

Change acceleration process

Simple rules process

Reverse acquisition approaches

Implications for leaders, managers, and supporting professionals

Part III Leadership and management of digital transformation

7 Building and Leading the Digital Transformation Team

Introduction

Learning objectives

Required types of roles and expertise for the digital transformation team

Strategic leader or Principal digital transformation leader (e.g., CDO, COO, CIO, CTO)

Technology leaders and Technology specialists

Technology Implementation leads

Customer experience and engagement specialists

Security and compliance specialists

Business-Technology Liaisons

Project managers and change managers

Digital business capability leaders and specialists

Specialist professional services

Implications and Caveats

8 The Digital disruption and transformation of management

Introduction

Learning objectives

Management Functions and Roles

Resilience of Fayol's management functions

Mintzberg's ten managerial roles

Digital disruption and transformation of management functions, roles, and competencies

9 Keeping up with the pace of technology changes

Introduction

Learning objectives

Importance and challenge of keeping up with digital technologies

Common strategies and practices for keeping up with digital technologies

Strategies and practices from the research on technological knowledge renewal effectiveness

Perceived need for digital technology competencies, appreciation of the technology learning challenge, and tolerance for ambiguity

Learning from external experts and learning from internal experts

Strategies and practices from practitioners

Have an evolving plan for managing information overload

Continuously upgrade your learning efficiently

Choose the right learning platforms

Embrace omnichannel learning

Build and leverage thought leaders on social networks

Configure your search engines, social media, and email subscriptions

Have an effective and sustainable personal information management strategy

Participate in hackathons and accelerators

Volunteer for a startup

Implications for leaders/managers/supporting professionals

Google and reflect

Discussion questions

Part IV Understanding digital business capabilities: Primers for leaders and managers

10 Digital Transformation strategy and Digital Business Strategy Capabilities

Introduction

Learning objectives

Understanding digital business strategy

Understanding Digital Transformation Strategy

Implications for leaders, managers, and supporting professionals

Google and reflect

Discussion questions

11 Digital Innovation, digital learning, and Adaptability/Agility capabilities

Introduction

Learning objectives

Digital innovation

Digital innovation vs traditional innovation

Implications for leaders and managers

Digital Learning

Digital learning vs traditional learning

Implications for leaders, managers, and supporting professionals

Adaptability and ability

Implications for leaders, managers, and supporting professionals

Google and reflect

Discussion questions

12 Digital customer experience, digital customer engagement, and digital stakeholder engagement capabilities

Introduction

Learning objectives

Digital customer engagement and Digital Stakeholder Engagement

Digital Customer Engagement

Digital stakeholder engagement

Implications for leaders, managers, and supporting professionals

Digital customer experience

Implications for leaders, managers, and supporting professionals

Google and reflect

Discussion questions

13 Enterprise architecture management, DT adoption and use, and data management/data analytics/data science capabilities

Introduction

Learning objectives

Enterprise architecture and enterprise architecture management

Enterprise Architecture

Enterprise Architecture Management

Implications for leaders, managers, and supporting professionals

DT adoption and use

Implications for leaders, managers, and supporting professionals

Data Management, Data Science, and Data Analytics

Data Management

Data Analytics and Data Science

Implications for leaders, managers, and supporting professionals

Google and reflect

Discussion questions

14 Cybersecurity management, digital risk management, and digital governance capabilities

Introduction

Learning objectives

Cybersecurity management

Cybersecurity

Cybersecurity capability and cybersecurity management capability

Implications for leaders, managers, and supporting professionals

Digital risk management and digital governance

Digital risk management and digital governance vs traditional risk management and governance

Nature of digital risk and the new risk landscape

Role of digital technologies in digital risk management and governance

Implications for leaders, managers, and supporting professionals

Google and reflect

Discussion questions

15 Workforce digital competence, digital culture, and digital ethics capabilities

Introduction

Learning objectives

Workforce digital competence

Implications for leaders, managers, and supporting professionals

Digital culture

Implications for leaders, managers, and supporting professionals

Digital ethics

Information privacy

Implications for leaders, managers, and supporting professionals

Google and reflect

Discussion questions

16 Digital Leadership and Accelerated change/transformation capabilities

Introduction

Learning objectives

Digital leadership

Digital leadership vs. traditional leadership

The new or adapted leadership roles of digital leadership

Implications for leaders, managers, and supporting professionals

Accelerated change and transformation

Google and reflect

Discussion questions

Part V Understanding digital technologies: primers for leaders and managers

17 Data, big data, and data management primer

Introduction

Learning objectives

Data

Data as the new oil

Types of data

Data risks and other issues

Big data

Data management

Google and reflect

Example tools and vendors

Discussion questions

18 Business intelligence, data analytics, and data science primer

Introduction

Learning objectives

Business intelligence and business analytics

Business intelligence

Business analytics

Data analytics and data science

Data analytics

Data science

Data visualization

Implications for leaders, managers, and supporting professionals

Google and reflect

Example tools and vendors

Discussion questions

19 Internet of Things (IoT), Industry 4.0, smart things, and edge computing primer

Introduction

Learning objectives

Internet of things (IoT) and internet of everything (IoE)

Internet of things

Internet of everything

Connected vs. smart vs. autonomous

Edge computing and the IoT edge

Industrial internet of things (IIoT)

Cyber-physical systems, the Fourth Industrial Revolution, and Industry 4.0

Smart buildings, smart workspaces, and smart homes

Smart buildings

Smart workplaces

Smart homes

Smart infrastructure, smart cities, and smart government

Smart infrastructure

Smart cities

Smart government

Risks and other issues

Google and reflect

Example tools and vendors

Discussion questions

20 Artificial Intelligence Primer

Introduction

Learning objectives

Artificial intelligence (AI) and machine learning (ML)

Artificial intelligence

General AI vs. narrow AI

Bots

Machine learning

Knowledge graphs, neural networks, and deep learning

Knowledge graphs

Neural networks and deep learning

Natural language processing, speech recognition, and computer vision

Natural language processing and speech recognition

Computer vision

Expert systems

Common AI issues and risks

Implications for leaders, managers, and supporting professionals

Google and reflect

Example tools and vendors

Discussion questions

21 Blockchain and other distributed ledger technologies primer

Introduction

Learning objectives

Distributed ledger technology (DLT)

Blockchain

What it is and how it works

Other blockchain terminology

Append-only data structure

Permissionless vs. permissioned blockchain

Mining vs. miners

Proof of work

Public key vs. private key

Genesis block

Smart contract

Types of blockchain

Public blockchains

Private blockchains

Consortium or federated blockchains

Hybrid blockchains

Blockchain applications and use cases

Cryptocurrency

Smart contracts

Banking

Data storage

Other applications

Implications for leaders, managers, and supporting professionals

Google and reflect

Example tools and vendors

Discussion questions

22 Video content analytics, computer vision, and machine vision primer

Introduction

Learning objectives

Video analytics or video content analytics (VCA)

What is video analytics or video content analytics (VCA)?

How video content analytics works

Computer Vision (CV) and Machine vision (MV)

Business value of VCA and computer vision

Example VCA / computer vision / machine vision use cases

Google and reflect

Example tools and vendors

Discussion questions

23 Video content analytics, computer vision, and machine vision primer

Introduction

Learning objectives

Virtual reality (VR)

Augmented reality (AR)

Mixed reality (MR)

Business value of VR, AR, and MR

Google and reflect

Example tools and vendors

Discussion questions

24 Robots and robotics primer

Introduction

Learning objectives

Robots and robotics

Building blocks of robots

How robots work

Types of robots

Business value and use cases of robotics

Google and reflect

Example tools and vendors

Discussion questions

25 Drones primer

Introduction

Learning objectives

Key drone concepts and building blocks

What is a drone?

Building blocks and functioning of drones

Business value and use cases of drones

Google and reflect

Example tools and vendors

Discussion questions

26 3D and 4D printing primer

Introduction

Learning objectives

Key 3D/4D printing concepts and building blocks

What are 3D and 4D printing?

Building blocks and functioning of 3D and 4D printing

Types of 3D printers

3D or 4D printing business value and use cases

3D and 4D printing issues and risks

Google and reflect

Example tools and vendors

Discussion questions

27 6G, 5G, 4G, LTE and other cellular networks primer

Introduction

Learning objectives

Cellular networks and how they work

4G, LTE, and other cellular networks

5G and 6G cellular networks

Google and reflect

Example tools and vendors

Discussion questions

28 GPS III or GPS block III and low Earth orbit satellites primer

Introduction

Learning objectives

GPS and GPS III and other global navigation satellite systems (GNSS)

Low Earth orbit (LEO) satellites

Google and reflect

Example tools and vendors

Discussion questions

29 NBIoT, LoRa, Sigfox and other LPWAN technologies primer

Introduction

Learning objectives

LPWAN technologies

NBIoT

LTE-M

LoRa/LoRaWAN

Other LPWAN technologies

Google and reflect

Example tools and vendors

Discussion questions

30 NFC, Smart Bluetooth, iBeacon and other communication protocols primer

Introduction

Learning objectives

NFC, Smart Bluetooth, iBeacon, and other communication protocols

What is NFC and how does it work?

What are Bluetooth 5.0 and Bluetooth Low Energy (BLE), and how do they work?

What is beacon technology and how does it work?

Google and reflect

Example tools and vendors

Discussion questions

Figures

2.1 Components of an information system

2.2 Types of information systems, including example systems and example users

3.1 Kodak failed to effectively respond to disruption from digital cameras and smartphones, despite creating the technology behind them (Kodak invented the first digital camera in 1975)

3.2 Digital technology advancements cause digital disruption but can be leveraged to respond to disruption and recreate value offerings and capabilities

4.1 Digital business maturity models, like this one, attempt to map where an organization is along various digital business capabilities or outcome areas

4.2 Digital business transformation is not just about using digital technologies; it is also about changing organization structures, overcoming change barriers, and managing both digital risks and change risks

5.1 Example initial digital business strategy for a building / construction firm

5.2 Example initial digital transformation strategy for a building / construction firm

5.3 Subsequent digital business and digital transformation strategy is largely about building and optimizing prioritized digital business capabilities

6.1 The Hoshin Planning, Hoshin Kanri, or lean strategy deployment process

6.2 The Change Acceleration process

6.3 The Simple Rules process

8.1 Managerial functions as commonly conceptualized today evolved from Fayol's research introduced in 1916

8.2 Mintzberg's ten roles of managers

11.1 Digital business requires new organization capabilities or enhancements of traditional capabilities

12.1 Traditional customer engagement vs. digital customer engagement

12.2 A research-derived taxonomy of digital customer engagement practices

13.1 Example Enterprise Architecture Governance Model

14.1 Ten messages for global leaders from the 2019 World Economic Forum annual meeting on cybersecurity

14.2 NIST cybersecurity capability functions and practices

16.1 Results of a survey of 3,300 MIT Sloan Management Review readers, Deloitte Dbriefs webcast subscribers, and other interested parties regarding what is different about working in a digital business environment

16.2 Results of a survey of 3,300 MIT Sloan Management Review readers, Deloitte Dbriefs webcast subscribers, and other interested parties regarding the most important skill leaders need to succeed in a digital workplace

16.3 Having working knowledge of accelerated change and transformation methodologies like the Change Acceleration Process can be an invaluable tool in digital leaders' rapid change and transformation arsenal

17.1 An example of different types of data

17.2 Example of sources of big data

18.1 Data management, business intelligence, business analytics, and data science overlaps

18.2 Data-related roles and type of expertise

19.1 The internet of everything extends the internet of things by connecting people, processes, data, and things

19.2 Edge computing brings computation and data storage to the locations where they are needed, instead of requiring sensor data to be sent to the cloud and waiting for the cloud to send the results of computation back to the location

19.3 Cities around the world and their smart city (SC) maturity (e.g., if they have a smart city roadmap or smart city department, and the presence of key smart city domains or application areas)

20.1 Types of AI, their capabilities, and implications for human beings

20.2 Part of a knowledge graph of US politics

20.3 A simple neural network vs. a deep learning neural network

20.4 Computer vision can enable self-driving cars to "see" better than humans

21.1 Each blockchain block contains some data, the hash of the block, and the hash of the previous block.

21.2 A chain of blocks, with each block other than the genesis block having the hash of the previous block

21.3 The funds transfer process in a traditional digital ledger vs in a blockchain network

22.1 An example of VCA/computer vision software developed by Voxel51

22.2 An example of VCA/computer vision software recognizing both people and actions/events

22.3 Computer vision can enable self-driving cars to "see" better than humans

23.1 Using a HoloLens 2 headset

25.1 Components of a drone

25.2 NASA's proposed space for drone operation: below aircraft space and above suburban infrastructure and dwellings

26.3 Anatomy of a basic 3D printer

27.1 How cellular phones work

28.1 Low Earth orbit (LEO), medium Earth orbit (MEO), and geostationary orbit (GEO)

28.2 Types of satellite or orbit, and what they are used for

30.1 An NFC-enabled phone sets up a current, the NFC tag receives the "induced current," and - recognizing it is a valid signal - offers connection to the phone and begins data transfer

Tables

1.1 Key literatures reviewed at each research stage for this book and the focus of each literature review

5.1 Example initial digital business strategy for a building / construction firm

5.2 Example initial digital transformation strategy for a building / construction firm

5.3: Subsequent digital business and digital transformation strategy is largely about building and optimizing prioritized digital business capabilities

9.1 Top learning tools by category and change in ranking from year to year - Part 1

9.2 Top learning tools by category and change in ranking from year to year - Part 2

9.3 Top learning tools by category and change in ranking from year to year - Part 3

11.1 Impact of digital technology advancements on digital innovation and examples of opportunities that can be leveraged

13.1: Example Enterprise Architecture Management Activities, Tasks and Artifacts

13.2 Benefits of effective enterprise architecture management