Digital transformation
Digital transformation
Information age technologies continue to evolve at an unheralded pace. The construct of the “Internet of Things [1]” and the concept of Big Data analytics are accepted into everyday thought. We are in the midst of a digital transformation. In their work, “Age of Context”, the authors Scoble and Israel (2014) illustrate how we are only at the beginning of how every aspect of our activity may be reshaped by the influence of digital, mobile and social information phenomena. Major consultancies have recognised that those organisations that have embraced digital transformation have gained, and continue to gain, the knowledge, insight and understanding critical to derive competitive advantage over untransformed competitors.
The digital transformation is the very heart of the Fourth Industrial Revolution, which is about to change our understanding of doing business, of learning & development in a fundamental way – and with unrivaled speed. However, many companies and individuals hesitate to acknowledge the depth and impact of current developments. We suggest to distinguish four reasons: the striking impact of advanced digitization is not yet fully recognized (1); there is a lack of imagination and strategy, coupled with increasing unpredictability (2); a lack of agility and insufficient encouragement towards innovation (3); and a lack of pertinent competencies and insufficient innovation culture (4). New roles and action areas for Learning & Development (L&D) professionals enable possibilities to overcome these innovation barriers: change agent & consultant; designer of an enriched learning portfolio of products and services; shaper of innovation culture. Also facilitating a learning friendly culture by using different pillars is a way to generate innovation and to secure the existence of organizations in times of digital transformation.
As the United States expends extraordinary efforts toward the digitization of its health-care system, and as policy makers across the globe look to information technology (IT) as a means of making health-care systems safer, more affordable, and more accessible, a rare and remarkable opportunity has emerged for the information systems research community to leverage its in-depth knowledge to both advance theory and influence practice and policy. Although health IT (HIT) has tremendous potential to improve quality and reduce costs in healthcare, significant challenges need to be overcome to fully realize this potential. In this commentary, we survey the landscape of existing studies on HIT to provide an overview of the current status of HIT research. We then identify three major areas that warrant further research: (1) HIT design, implementation, and meaningful use; (2) measurement and quantification of HIT payoff and impact; and (3) extending the traditional realm of HIT. We discuss specific research questions in each domain and suggest appropriate methods to approach them. We encourage information systems scholars to become active participants in the global discourse on health-care transformation through IT.
What is Digital Transformation
The digital transformation is the very heart of the Fourth Industrial Revolution, which is about to change our understanding of doing business, of learning & development in a fundamental way – and with unrivaled speed.
- Why implementation digital transformation
Businesses aiming to generate new customer value propositions or transform their operating models need to develop a new portfolio of capabilities for flexibility and responsiveness to fast‐changing customer requirements
- Where can be implementation digital transformation
One useful example of an organization that is working towards transition can be found in the ministry of defence (MoD) Information Systems and Services organisation. Here, the CDIO has implemented a far-reaching development vision and strategy described as “Defence as a Platform”. In this context, information systems and services (ISS) is developing a digital strategy, a digital architecture and has established an open innovation process to enable personnel to share ideas, work with new technologies and realise the value of change. The approach has driven relatively rapid development and enhancement in defence information systems and is being applied to the development of the next-generation tactical communications and information systems under Project Morpheus. Interestingly, the CDIO has challenged the organisations to reconsider what he terms “received wisdoms”. What he is asking is for individuals to challenge the norm, innovate and implement change processes and behaviours to drive the organisation forward. The intent is to increase overall agility with particular focus on the areas of industry engagement, data security and capability evaluation and procurement.
- Who can implementation digital transformation
The implementation of digital transformation is only possible if the information systems of the organizations are aligned with these new technologies.
- Success factor implementation Digital transformation
The main purpose of digital transformation is to obtain benefits of digital technologies, such as productivity improvements, cost reductions and innovation. Nevertheless, for these results to be achieved, a total organizational commitment is required.
- Barrier factor implementation Digital transformation
We suggest to distinguish four reasons: the striking impact of advanced digitization is not yet fully recognized (1); there is a lack of imagination and strategy, coupled with increasing unpredictability (2); a lack of agility and insufficient encouragement towards innovation (3); and a lack of pertinent competencies and insufficient innovation culture (4). New roles and action areas for Learning & Development (L&D) professionals enable possibilities to overcome these innovation barriers: change agent & consultant; designer of an enriched learning portfolio of products and services; shaper of innovation culture. Also facilitating a learning friendly culture by using different pillars is a way to generate innovation and to secure the existence of organizations in times of digital transformation.
- Impact factor implementation Digital transformation
We have found from our research and industry experience that the strategic routes to transformation can be summarized by three basic approaches:
- Focusing on customer value propositions.
- Transforming the operating model.
- Combining those two approaches by simultaneously transforming the customer value proposition and organizing operations for delivery.
Daftar Pustaka
- Berman, S.J., Bell, R.: Digital Transformation: Creating New Business Models Where
Digital Meets Physical. IBM Institute for Business Value, 1-17 (2011)
- Setia, P., Venkatesh, V., Joglekar, S.: Leveraging Digital Technologies: How Information
Quality Leads to Localized Capabilities and Customer Service Performance. MISQ 37(2),
565-590 (2013)
- Fitzgerald, M., Kruschwitz, N., Bonnet, D., Welch, M.: Embracing Digital Technology.
MIT Sloan Management Review, 1-12 (2013)
