Managing Digital Transformation Understanding the Strategic Process 1st Edition by Andreas Hinterhuber, Tiziano Vescovi, Francesca Checchinato 0367441977 9780367441975

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ISBN 10: 0367441977

ISBN 13: 9780367441975

Author: Andreas Hinterhuber, Tiziano Vescovi, Francesca Checchinato

This book provides practising executives and academics with the theories and best practices to plan and implement the digital transformation successfully. Key benefits: an overview on how leading companies plan and implement digital transformation interviews with chief executive officers and chief digital officers of leading companies – Bulgari, Deutsche Bahn, Henkel, Lanxess, L’Oréal, Unilever, Thales and others – explore lessons learnt and roadmaps to successful implementation research and case studies on the digitalization of small and medium-sized companies cutting-edge academic research on business models, organizational capabilities and performance implications of the digital transformation tools and insights into how to overcome internal resistance, build digital capabilities, align the organization, develop the ecosystem and create customer value to implement digital strategies that increase profits Managing Digital Transformation is unique in its approach, combining rigorous academic theory with practical insights and contributions from companies that are, according to leading academic thinkers, at the forefront of global best practice in the digital transformation. It is a recommended reading both for practitioners looking to implement digital strategies within their own organisations, as well as for academics and postgraduate students studying digital transformation, strategy and marketing.

Managing Digital Transformation Understanding the Strategic Process 1st Table of contents:

Part 1 Introduction

Chapter 1 Digital transformation: An overview

The structure of the book

References

Part 2 Digital transformation and organizational capabilities

Chapter 2 Understanding digital transformation: A review and a research agenda

Introduction

Methods

Findings

Defining digital transformation

Digital transformation: an inductive framework

The nature of digital technologies

Digital technologies as sources of disruption

Altering consumer behavior and expectations

Disrupting the competitive landscape

Increasing the availability of data

Strategic responses to digital disruption

Leveraging digital technologies to uncover new paths for value creation

Transforming the value creation process

Value propositions

Value networks

Digital channels

Agility and ambidexterity

Structural changes required for changing the value creation process

Organizational structure

Organizational culture

Leadership

Employee roles and skills

Barriers to changing the value creation process

Inertia

Resistance

Assessing the impacts of digital transformation

Organizational level impacts

Operational efficiency

Organizational performance

Higher-level impacts

Positive impacts

Undesirable outcomes

Digital transformation and IT-enabled transformation

Digital transformation: a research agenda

Avenue 1: how dynamic capabilities contribute to digital transformation

Building organizational dynamic capabilities for digital transformation

The role of integrative capabilities to support digital platforms and ecosystems

Microfoundations of dynamic capabilities: how digital transformation unfolds in practice

Avenue 2: the strategic relevance of ethics in digital transformation

Ethics and the multilevel nature of digital transformation

Sustaining organizational performance: the role of ethical performance

Using ethics to account for the conflicting demands of value co-creators

Limitations

Conclusion

Acknowledgments

References

Chapter 3 The three pillars of digital transformation: Improving the core, building new business models, and developing digital capabilities

Chapter 4 Big data and analytics: Opportunities and challenges for firm performance

Introduction

Big data and analytics

Methodology

Analysis and results

Decision-making process

Education and training

Risks and barriers

Tools of implementation

Concluding remarks

References

Chapter 5 Technology is just an enabler of digital transformation: Interview with Gianfranco Chimirri, HR communication director of Unilever Italy

Introduction

Discussion of the case and final remarks

Part 3 The digital transformation and business model innovation

Chapter 6 Digital transformation and business models

Digital transformation leads to new business models

Different types of digital business models

Areas of business change

Difficulties and problems in changing the business model

The pathway to a digital business model

Conclusions

References

Chapter 7 From disruptively digital to proudly analog: A holistic typology of digital transformation strategies

Digital transformation is everywhere

Taking the big picture

Tastiest ingredient and master recipe for digital transformation

Digital technologies

Business models

A holistic typology of digital transformation strategies

Type 1: disruptive digital transformation

Type 2: business model led digital transformation

Type 3: technology led digital transformation

Type 4: proud to be analog

Toward more solid conceptual ground

Acknowledgments

Note

References

Chapter 8 Digital transformation, the Holy Grail and the disruption of business models: Interview with Michael Nilles, Chief Digital and Information Officer, Henkel

Acknowledgments

References

Chapter 9 How artificial intelligence and the digital transformation change business and society: An interview with venture capitalist Vinod Khosla

Acknowledgements

Reference

Chapter 10 The digital company culture: Interview with Luca Ferrari, CEO, Bending Spoons

Summary

Chapter 11 Consulting for digital transformation: Interview with Giuseppe Folonari, European Head of Business Strategy, AKQA

The company

Chapter 12 L’Oréal digital consumer operating system

Introduction

2010s’ rapid beauty consumer digitization

History of digital beauty innovation

Consumer digitization at mass scale: smartphones, digital platforms

Unconventional new normal: new contents, new talents, new brands

Lower barriers to entry for DNVBs

Consumer-centricity: eCommerce, personalized relationships, brand love

Pointing to the magnetic north

New beauty consumer digital operating system

Horizon: eCommerce, personalized consumer relationships, love brands

People powered: digital expertise and upskilling

Inflow of senior leadership veterans from GAFAM, agencies and start-ups

Enabling marketing and sales organizations: 2000 experts, 33,000 upskilling

Digital first management rituals

Pilot–proof–publicize–replicate approach to scale fast

Software has eaten FMCG: new specialty skills required

New competitive advantage: critical mass of skills on the frontline

Scale-up method: pilot–proof–publicize–replicate

Case study: precision advertising

2017: digital media attention surpasses TV attention

Media ROI digital challenge

Pilots to develop precision advertising prowess

Precision advertising transformation results

Technology factories and economies of scale

KPI monitoring

Web, eCommerce and services

eCommerce and digital contents backbone

References

Chapter 13 Internal start-ups as a driving force in the digitalization of traditional businesses: Interview with Jörg Hellwig, Chief Digital Officer, Lanxess

Part 4 Digital transformation and customer value creation

Chapter 14 Digital transformation and consumer behaviour: How the analysis of consumer data reshapes the marketing approach

Introduction

Technological developments and their impact on consumer behaviour

Consumer data and data-driven marketing

From consumer data to the marketing strategy

Digital technologies impact on the customer–company relationship

Effects on marketing strategy3

Conclusions

Notes

References

Chapter 15 Digital transformation and the salesforce: Personal observations, warnings, and recommendations

What is digital transformation?

Is the digital offer typically a complement to or substitute for traditional products?

How does digital transformations affect the salesforce?

Increasing selling time

Monitoring online/offline interactions

How do digital products and services affect pricing?

What are obstacles to successful implementation of a digital transformation?

What advice for companies beginning a digital transformation journey?

Selling is about buying

Focus on helping the average rep improve

Beware the silos

References

Chapter 16 Digital transformation and the role of customer-centric innovation: Interview with the chief value officer, Thales

References

Chapter 17 Digital transformation in luxury industry: Interview with Jean-Christophe Babin, CEO Bulgari

Chapter 18 The importance of data in transforming a traditional company to a digital thinking company: Interview with Fabrizio Viacava, chief digital officer of Etro

Introduction

Conclusion and final remarks

Part 5 The digital transformation in SMEs: challenges and best practices

Chapter 19 Digital transformation of manufacturing firms: Opportunities and challenges for SMEs

Digital transformation

The concept of digital transformation

Drivers, impacts and transformed areas

Stages of digital change

Dynamic capabilities, new business models and digital transformation

Dimensions of digital transformation, readiness and maturity

Managing digital transformation

Conclusions on the digital transformation

The nine technological pillars of Industry 4.0 and their impact

Additive manufacturing

Autonomous robots

Augmented reality

Cloud computing

Simulation

Industrial Internet of Things

Big data and analytics

Cybersecurity

Horizontal and vertical system integration

Human resource management and development in Industry 4.0

A qualitative research approach to Italian SMEs in Industry 4.0

Methodology

Firms in the sample

Company A

Company B

Company C

Company D

Results

Adoption of Industry 4.0 technologies

Management challenge of Industry 4.0

Findings

References

Chapter 20 Digital transformation and financial performance: Do digital specialists unlock the profit potential of new digital business models for SMEs?

Introduction

Digital transformation, digital specialists, and digital performance

Digital transformation and business model change

Digital specialists

Digital transformation, digital specialists, and financial performance

Digital transformation and financial performance

Roles and impact of digital specialists

Methodology

Data

Measures

Measurement validation

Response and common method bias

Results

Discussion

Managerial implications

Limitations and future research

Notes

References

Chapter 21 Supporting pervasive digitization in Italian SMEs through an open innovation process

Understanding digital transformation and its implementation

The multi-stakeholder digitization process in Venice

The project data

Empirical findings and discussion

Enablers

Barriers

References

Part 6 Conclusion

Chapter 22 Our roadmap to digital transformation

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Andreas Hinterhuber,Tiziano Vescovi,Francesca Checchinato,Managing,Digital