The formulation and implementation of a digital transformation strategy (DTS) has become a key concern for many pre-digital organizations across traditional industries, but how such a strategy can be developed remains an open question. We used interpretive in-depth case study research to study how a European financial services provider has formulated and implemented a DTS. By focusing on the underlying processes and strategizing activities, we show that digital strategy making not only represents a break with the conventions of upfront strategic information systems (IS) planning, but reveals a new extreme of emergent strategy making. Specifically, we conclude that a DTS is continuously in the making, with no foreseeable end. By building on theory from IS strategizing and strategy-as-practice literature, we theorize an integrated process/activity model that characterizes DTS formulation and implementation in pre-digital organizations. Our model shows that the crafting of a DTS is a highly dynamic process involving iterating between learning and doing. 

The digital disruption is a situation which occurs in nowadays business very often. With the development of digital technologies, the classical system of doing business has been disrupted and many companies have to react to digitalization. The digital transformation brings innovations not only into the delivering of product. The companies are trying to rebuild a waterfall approach to agile by using a platform. The aim of this paper is to describe how the transport companies which start their business before digital disruption can change business model according to digitalization. It will include identifying current trends in digital transformation. The case study deals with the process of designing the new tool for recording hours spent by the employees on the different activities or projects typical for transport industry, value or supply chain of transport services and is based on the agile approach. 

Edtech companies are in a nascent, complex industry and face two broad challenges, (1) finding a viable business model and (2) catering to a multitude of stakeholders. Addressing the empirical gap, a practice-oriented case study was conducted. The authors apply a value network perspective and the dynamic capability framework to understand their interplay and impact on a company’s business model innovation. The purpose of the study, therefore, is to investigate how one edtech company devised and developed its business model to continuously create, capture, and deliver value for, and in collaboration with, its value network. The analysis confirms that both, the value network and the dynamic capabilities of an edtech company play an essential role in driving business model innovation. Paradoxically, the more the value network expands, the more the changes driving business model innovation stem from within the company. The authors attribute this finding to the fact that by continuously interacting with [sensing] the value network, companies develop and hone dynamic capabilities. 

As Kaidalova Julia, Sandkuhl Kurt and Seigerroth Ulf state in the first article “How Digital Transformation affects Enterprise Architecture Management – a case study”, Internet of Things (IoT), machine learning, cyber-physical systems and other recent technological innovations offer new opportunities for enterprises in the context of Digital Transformation but also cause new challenges for Enterprise Architecture Management (EAM), which traditionally deals with enterprise - Information Technology (IT) planning and coordination. Based on an industrial case of a power garden products manufacturer that is exploring potentials and facing challenges in Digital Transformation, this article investigates the integration of product-IT into EAM. Product-IT includes the embedded IT-systems in physical products and services, components for operations, maintenance or evaluation purposes. In this article the authors discuss product-IT and enterprise-IT integration in the context of EAM observed in the industrial practice.

The second article, “Decision-making to switch your ERP system: empirical Japanese evidence”, is authored by Tingting Huang. A considerable research gap in the ERP (Enterprise Resource Planning) decline stage remains. Not only limited empirical evidence is found to support the decline stage, but also, the existence of this stage is not acknowledged by the majority. On the other hand, because that the decline stage is short of theory and data support, organizations which are or will be at this stage might have little help to deal with might happen. This research aims at presenting a practical decision model for organizations facing ERP switching/reversion. The process model of Rasmussen’s Cognitive Control of Decision Processes was adopted as the theory lens to construct the decision model. Based on the survey results from eighteen organizations, a descriptive model - the A2O model - is proposed. This research fulfils the blank in the ERP life cycle, provides the empirical supports on exploring the critical issues, and enlightens vendors and consultants on product development and customer service.

Coordination of teams is critical when managing large programmes that involve multiple teams. In large-scale software development, work is carried out simultaneously by many developers and development teams. Results are delivered frequently and iteratively, which requires coordination on different levels, e.g., the programme, project, and team levels. Prior studies of knowledge work indicate that such work relies heavily on coordination through "personal" modes such as mutual adjustment between individuals or through scheduled or unscheduled meetings. In agile software development processes, principles and work structures emerge during the project and are not  predetermined. The third article “To schedule or not to schedule? An investigation of meetings as an inter-team coordination mechanism in largescale agile software development”, authored by Nils Brede Moe, Torgeir Dingsøyr and Knut Rolland, studies how coordination through scheduled and unscheduled meetings changes over time in two large software development programmes relying on agile methods. The findings include transitions from scheduled to unscheduled meetings and from unscheduled to scheduled meetings. The transitions have been initiated both bottom-up and top-down in the programme organizations. The main implication is that programme management needs to be sensitive to the vital importance of coordination and the coordination needs as they change over time. 

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The 2017 global telecommunications study has been conducted by EY to monitor and evaluate the evolving views of leaders across the global telecommunications industry. This latest survey forms part of EY’s ongoing series of global telecommunications studies. Based on in-depth conversations with industry leaders worldwide, the resulting insights help us to assess the current state and future state of this rapidly changing sector. Our 2017 survey drills down into perspectives from the industry’s CIO and CTO community in order to explore the role of IT and networks and to examine how this is supporting long-term digital transformation. We conducted 39 in-depth interviews with participants from 36 organizations, supported by insights and analysis from EY’s sector professionals and secondary research sources. The 36 organizations taking part this year account for annual revenue of US$421 billion and an aggregate market capitalization of US$603 billion. 

The Brookings Institute described a 100-year gap, the century it will take for the world’s poor children to achieve educational parity with the wealthy at today’s pace. Neither our world nor those learners can wait that long: We must find ways to close that gap quickly and efficiently, to allow all learners, educators, and educational systems to realize their full potential.

In pursuit of this goal, Omidyar Network’s Education initiative began in 2009 to invest in education innovations with such “leapfrog” potential and in 2014, specifically focused some of our investments on interventions powered by technology. Omidyar Network has since invested more than US $150 million in promising global innovations in education across four continents.

Our efforts have been inspired by public, private, and social sector education leaders, including bold entrepreneurs, who are unleashing the human potential of a generation of learners through “Equitable EdTech.” We have witnessed that Equitable EdTech models can bring students from several years behind to on grade level, while also supporting teachers and shifting the norm from teacher-centered instruction to student-centered learning. We are therefore hopeful that the power of technology, when thoughtfully employed, can serve as a great equalizer in delivering quality education.

By enabling ubiquitous access and personalization, Equitable EdTech can close the gap for students while also empowering teachers to be more effective, especially when there is lack of access to highquality schools, high-quality teacher training, rigorous curriculum, or appropriate interventions. Additionally, recent evidence demonstrates that these models can be both highly impactful and cost-effective.​ 

준수경쟁의 목표는 고객의 신뢰

GDPR(일반 데이터 보호 규제)가 드디어 시행되었다. 대책은 끝났는가?

소비자는 GDPR 기대

오늘날의 소비자는 개인정보가 기업에 있어서 큰 가치를 갖는다는 것을 이해한다. 또, 온라인에서의 체험은 기업이 수집한 개인정보에 근거해 개인 맞춤화 되고 있는 것도 알고 있다. 실제로 소비자들은 일반인을 위한 체험보다는 자신에게 맞는 맞춤형 체험을 선호한다.

Accenture사가 2018년에 실시한 조사에 따르면, 1.91%의 소비자들이 자신을 기억하고 인식하여 관련 상품이나 추천을 해주는 온라인 쇼핑몰에서 쇼핑을 하고 싶다고 응답했다.

한편, 소비자가 허용하는 개인 맞춤화에는 한도가 있다. 소비자는 명확함이나 성실함이 부족한 마케팅이나 개인정보 취급에 경계심을 강하게 하고 있다. 즉, 불쾌감을 가지고 있는 것이다.​ 

(중략)

기업은 준비 부족

2018년 5월 25일에 GDPR가 시행되었지만, 많은 기업은 그 대책을 아직 마련하지 못하고 있다. CMO Council사가 2018년 지난 4월에 공개한 보고서에 따르면 2,54%의 기업이 GDPR 컴플라이언스에 대한 대처를 시작한 지 얼마 안 됐거나 계획을 세우지 않았다고 응답했다.

준비가 부족한 기업에서는 준수 위반이 발각되면, 2,000만 유로 또는 전세계에서의 연간 매상고의 4%중 어느쪽이든 고액의 분이라고 하는 제재금이 부과될 우려가 있다. 또한 GDPR 감독기관으로부터 무기한 개인정보 취급을 동결하거나 소비자로부터 집단소송을 당할 위험이 있으며, 이로 인해 기업의 신용을 크게 손상시킬 우려가 있다.​ 

기업간(B2B) 거래를 하는 B2B 프로바이더는 그동안 고객의 구매 프로세스가 변화했을 경우에도 정보량을 늘려 고객 중심으로 한 마케팅 및 판매 기법을 실천하는 것으로 적응할 수 있었습니다. 그런데 최근에는 구매의 본질이 근본적으로 크게 변화하고 있어, 기존의 마케팅 및 판매 수법으로 맞설 수 없는 상황이 되고 있습니다. 

오늘의 상황은 역설적입니다. 즉, 테크놀로지는 실제 구매 프로세스를 자동화 및 심플화 함과 동시에 고객의 사내에서의 의사결정을 복잡하게 하고 있습니다. B2B 프로바이더는 근본적인 변혁을 일으키지 않는 한,  AI가 가지고 있는 풍부한 정보로 인해 고객의 선택지에서 완전히 벗어날 수 있습니다.​ 

(중략)

구매 담당자는 판매자에게 컨택하기 훨씬 전에 구입을 결정하는 경우가 많습니다.

바꿔 말하면, 기존의 영업 프로세스는 잊어버리는 편이 좋은 것입니다. Gartner사에 따르면, B2B 구매담당자가 구매를 검토할 때, 공급업체 영업담당자와 접점을 갖는 시간은 전체 업무시간 중 얼마 되지 않는 17%정도입니다. 여러 개의 공급업체가 후보에 올라 있는 경우, 이 비율은 더욱 저하됩니다.​ 

인터넷 시대가 되어, 기업·소비자간거래(B2C) 업계에서는 고객경험을 향상시키기 위해서 비즈니스 패러다임을 전환했습니다.그리고 지금, 기업은 기업간 거래(B2B)의 고객을 유지하기 위해서 고객경험 모델을 재고할 필요가 있습니다.이제 고객은 서비스에 만족하지 않으면 클릭 한 번으로 타사로 갈아탈 수 있게 되었습니다. 고객경험 관리에 인텔리전트인 접근이 이루어지면 적절한 상품을 적절한 고객에게 적절한 타이밍에 제공할 수 있기 때문에 계약을 밀접하게 하는 것에 집중적으로 대응할 수 있습니다. 

2019년: 신중한 낙관주의가 변혁 중인 기업에 확산되고 있다.

앞으로 기업의 디지털 변혁을 위한 노력은 초점을 맞춘 가치주체의 전술로 이동하게 될 것입니다.

SAP는 고객 ID, 동의, 프로필 데이터 관리 솔루션에서 시장을 리드하고 있스니다. SAP에서는 디지털 퍼스트로의 이행에 있어 착실하고 반복적인 가치주체의 접근을 제창하고 있습니다. 지금까지의 경험에서 이 접근은 보다 긍정적으로 신뢰성을 높이는 결과로 연결되었을 뿐만 아니라 지속적인 혁신과 성장을 향해 장기적이면서도 미래를 내다본 기반을 구축하고 있다는 자세이기도 합니다.

비즈니스 모델에 관계없이 오늘날 기업에서는 공통의 목적이 있는데, 이는 고객과의 장기적인 신뢰관계와 브랜드 로열티를 구축하면서 신중한 소비자, 테크놀로지에 의한 파괴의 연속, 변화하는 규제요건의 시대 속에서 비즈니스를 확보하는 것입니다. SAP은 고객의 비전과 전략의 실현을 지원해 온 경험에 기초해 독자적으로 2019년을 예측해보았습니다.

이 보고서에서는 현재 그리고 미래의 디지털 시장을 살아가면서 성공하고자 하는 기업이 고려해야만 하는 중요한 사항으로서 7가지의 예측을 소개하고자 합니다.