{"id":201,"date":"2020-05-01T06:40:51","date_gmt":"2020-05-01T04:40:51","guid":{"rendered":"http:\/\/niehage.de\/dba\/?p=201"},"modified":"2020-08-20T09:44:28","modified_gmt":"2020-08-20T07:44:28","slug":"what-do-we-know-about-the-dimensions-of-digital-business-transformation-strategies","status":"publish","type":"post","link":"http:\/\/niehage.de\/dba\/2020\/05\/01\/what-do-we-know-about-the-dimensions-of-digital-business-transformation-strategies\/","title":{"rendered":"What do we know about the dimensions of digital business transformation strategies?"},"content":{"rendered":"\n<p>Digitalization started already in the 1960s\nwith the introduction of mainframe computers, followed in the 1980s with the\npersonal computers and the internet in the 1990s (Schwab 2016).\nVenkatraman described in 1994 five levels of IT enabled Business Transformation,\ncf. Figure 12 (Venkatraman 1994, 85), summarized by (Ismael,\n Khater and Zaki 2017, 10) in Table 2. <\/p>\n\n\n\n<figure class=\"wp-block-image\"><img loading=\"lazy\" width=\"917\" height=\"241\" src=\"http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Table1_content.jpg\" alt=\"\" class=\"wp-image-202\" srcset=\"http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Table1_content.jpg 917w, http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Table1_content-300x79.jpg 300w, http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Table1_content-768x202.jpg 768w\" sizes=\"(max-width: 709px) 85vw, (max-width: 909px) 67vw, (max-width: 1362px) 62vw, 840px\" \/><figcaption> Table 1: Five Levels of IT-Enabled Transformation (Venkatraman 1994), adopted from (Ismael, Khater and Zaki  2017, 10) <\/figcaption><\/figure>\n\n\n\n<p>Porter said already in 1985 \u201cThe information\nrevolution is sweeping through our economy\u201d (Porter and Millar 1985) when he was\ndescribing how this gives us a competitive advantage. More than 30 years later\nwe might think that this is obvious, but in the 1980s the decision makers struggled\nwith the introduction of information technologies. In 2001 Porter argued that not\nthe internet is changing everything, but it is an enabling technology \u201ca\npowerful set of tools that can be used wisely or unwisely, in almost every\nindustry and as part of almost any strategy\u201d (Porter 2001, 64). Not the newest technology\nlike by that time the internet gives us a competitive advantage, but it \u201cprovides\nbetter opportunities for companies to establish distinctive strategic\npositioning than did previous generations of information technology\u201d. Therefor\nthe question is not whether to deploy a new and possible disruptive technology as\naccording to Porter companies have anyway no choice if they want to stay\ncompetitive, but how to deploy it. He formulated 6 principles of strategic\npositioning (Porter 2001, 71):<\/p>\n\n\n\n<ul><li>Start with the <em>right goal<\/em>: long-term\nreturn on investment<\/li><li>Deliver a <em>value proposition<\/em> different\nfrom the competitors <\/li><li>Have a <em>distinctive value chain<\/em><\/li><li>Robust strategies involve <em>trade-offs <\/em>(sacrifice\nexisting ways of competing)<\/li><li>Define how all elements of the value chain <em>fit\ntogether<\/em> <\/li><li><em>Continuity<\/em> of direction <\/li><\/ul>\n\n\n\n<p>Porter\u2019s approach is &#8211; like Venkatraman (1994)\ncalls it &#8211; revolutionary and focusses on business process (end-to-end value\nchain processes) redesign and business scope (value proposition) redefinition. For\nPorter the value chain gives the dimensions of strategic importance with the\nnine generic main processes inside a company: (1) firm infrastructure, (2)\nhuman resource management, (3) technology development, (4) procurement, (5) inbound\nlogistics, (6) outbound logistics, (7) marketing &amp; sales, (8), service.<\/p>\n\n\n\n<figure class=\"wp-block-image\"><img loading=\"lazy\" width=\"909\" height=\"273\" src=\"http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Figure1_content.jpg\" alt=\"\" class=\"wp-image-203\" srcset=\"http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Figure1_content.jpg 909w, http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Figure1_content-300x90.jpg 300w, http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Figure1_content-768x231.jpg 768w\" sizes=\"(max-width: 709px) 85vw, (max-width: 909px) 67vw, (max-width: 1362px) 62vw, 840px\" \/><figcaption> Figure 1: The value chain,&nbsp;(Porter and Millar 1985, 4) <\/figcaption><\/figure>\n\n\n\n<p>As an example, Kandermirli (2018) describes the\ndigital strategy of Amazon.com using Porter\u2019s value chain model, cf.&nbsp; Figure 20.<\/p>\n\n\n\n<figure class=\"wp-block-image\"><img loading=\"lazy\" width=\"908\" height=\"444\" src=\"http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Figure2_content.jpg\" alt=\"\" class=\"wp-image-204\" srcset=\"http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Figure2_content.jpg 908w, http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Figure2_content-300x147.jpg 300w, http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Figure2_content-768x376.jpg 768w\" sizes=\"(max-width: 709px) 85vw, (max-width: 909px) 67vw, (max-width: 1362px) 62vw, 840px\" \/><figcaption> Figure 2: Amazon.com Value Chain Analysis,&nbsp;(Kandermirli 2018) <\/figcaption><\/figure>\n\n\n\n<p>Today new technologies are developing\nexponentially. This creates a disruptive gap which effects not only the global\neconomy, but also societies, and now determines the fourth industrial\nrevolution &nbsp;(Schwab 2016).\nThis gap is described by Downs and Mui (1998) as the \u201claw of disruption\u201d,\nbecause \u201csocial, political, and economic systems change incrementally, but\ntechnology is changing exponentially\u201d leaving an opening which will be closed\neither by the next generations or by todays organizations which need to learn from\nthem.<\/p>\n\n\n\n<figure class=\"wp-block-image\"><img loading=\"lazy\" width=\"668\" height=\"424\" src=\"http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Figure3_content.jpg\" alt=\"\" class=\"wp-image-205\" srcset=\"http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Figure3_content.jpg 668w, http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Figure3_content-300x190.jpg 300w\" sizes=\"(max-width: 709px) 85vw, (max-width: 909px) 67vw, (max-width: 984px) 61vw, (max-width: 1362px) 45vw, 600px\" \/><figcaption> Figure 3: The Law of Disruption, adopted from (Downes 2009) <\/figcaption><\/figure>\n\n\n\n<p>To overcome the \u201cInnovator\u00b4s Dilemma\u201d of\nincumbent businesses in terms of disruptive innovations (Christensen 1997), McKinsey has introduced the three\nhorizon model, featured in the book \u201cThe Alchemy of Growth\u201d (Baghai, et al. 1999). This framework provides\ncompanies the opportunity for growth coming from future technologies without\nneglecting the present. The first is a horizon of 3-12 months, focusing on improving\nperformance to maximize the remaining value. The second is a 24-36 months horizon\nto extend the existing business models and competencies to new opportunities. The\nthird is 36-72 months horizon for the development of new capabilities to\nprevent disruption. Blank (2019) argues this does not\nlonger apply today as start-up\u2019s are not burdened with any legacy and can develop\nhorizon three as fast as existing businesses deal with horizon one due to\ndeclining costs of creation, information and experimentation (Downes and Nunes 2014). Downes and Nunes (2014)\nsay that the most important strategic dimension are leadership skills, it\ndemands courage. <\/p>\n\n\n\n<p>Threats are coming from the market with better\nand cheaper products and services, some of them will not be recognized until it\nis too late to counteract. And threats are coming from the inside as\norganizations are naturally resistant against any kind of change. &nbsp;<\/p>\n\n\n\n<p>Nunes and Breene (2011) argue that sooner or\nlater companies are at the stage of maturity of the S-Curve (cf. Christensen\n1992). Now they have three possibilities: (1) they successfully jump from one\nbusiness to the next by reinventing themselves, (2) they try to jump, but fail,\ne.g. because they waited too long with their decision, or (3) they decide not\nto jump. In order to be able to successfully jump, companies need to understand\nthe change of competition in their industry, must nurture a ready supply of\ntalents and close the capability gap between the technology cycles by either\nexternal leverage or self-development (Nunes and Breene 2011) (Tse 2015).<\/p>\n\n\n\n<figure class=\"wp-block-image\"><img loading=\"lazy\" width=\"755\" height=\"413\" src=\"http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Figure4_content.jpg\" alt=\"\" class=\"wp-image-206\" srcset=\"http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Figure4_content.jpg 755w, http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Figure4_content-300x164.jpg 300w\" sizes=\"(max-width: 709px) 85vw, (max-width: 909px) 67vw, (max-width: 984px) 61vw, (max-width: 1362px) 45vw, 600px\" \/><figcaption> Figure 4: Jumping the S-Curve,&nbsp;(HAN 2019) adopted from (Tse 2015) <\/figcaption><\/figure>\n\n\n\n<p>While jumping is the process of digital\ntransformation, the gap does define the dimensions of the missing capabilities needed\nfor the new technology cycle. <\/p>\n\n\n\n<p>Holotiuk and Beimborn (2017) researched \u201cCritical\nSuccess Factors of Digital Business Strategy\u201d. They analyzed 21 relevant industry\nreports published between January 2011- July 2015, which they found via online\nsearch of the terms \u201cdigital business strategy\u201d, \u201cdigitalization strategy\u201d and\nvariations of it. Among others the documents had been coming from \u201cresearch\ncenters like MIT Center of Digital Business, research firms like Gartner,\ntechnology advisory firms like Accenture or Capgemini, and strategy\nconsultancies such as McKinsey, [Boston Consulting Group] BCG, and Bain\u201d (Holotiuk\n and Beimborn 2017, 991). The documents had been scanned for their\nstrategic implications, relevance for strategy in general and usefulness to\ndevelop a framework. In order to identify and determine information and actions\nwhich are most need to reach a defined outcome or goal (Bullen and Rockart 1981), they used the \u201ccritical\nsuccess factor method\u201d (Bullen and Rockart 1981). <\/p>\n\n\n\n<p>As a result Holotiuk and Beimborn (2017)\nsynthesized a framework, consisting of 8 dimensions with clusters of 40 identified\ncritical success factors (CSF). The top two dimensions with the highest counts\nof critical success factors had been <em>Sales and Customer Experiences<\/em> and <em>Organization<\/em>.\nThis reflects also the external market- and society-oriented triggers as well\nas the internal organization faced motivation. <\/p>\n\n\n\n<figure class=\"wp-block-image\"><img loading=\"lazy\" width=\"908\" height=\"284\" src=\"http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Figure5_content.jpg\" alt=\"\" class=\"wp-image-207\" srcset=\"http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Figure5_content.jpg 908w, http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Figure5_content-300x94.jpg 300w, http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Figure5_content-768x240.jpg 768w\" sizes=\"(max-width: 709px) 85vw, (max-width: 909px) 67vw, (max-width: 1362px) 62vw, 840px\" \/><figcaption> Figure 5: Digital Business Strategy Framework, adopted from (Holotiuk and Beimborn 2017,  996) <\/figcaption><\/figure>\n\n\n\n<p>The top 3 critical success factors are <em>seamlessly\nintegrated (physical) and online (digital) channels<\/em> (Sales and Customer\nExperience), <em>use data and information from central source<\/em> (Data and IT),\nand <em>data-driven and digitally automated processes<\/em> (Operations), cf. Table 3.<\/p>\n\n\n\n<p><em>Seamlessly integrated offline (physical) and\nonline (digital) channels<\/em>,\ne.g. China Alibaba\u00b4s AI powered Hema stores. Customers on top of the online\nretail shopping experience can even interact and pay with their mobile apps\nwhile they are inside a classical brick-and-mortar-store. The merit is higher\noffline store efficiency, increased customer loyalty and even more shares in online\norders (Biggs, et al. 2017). Augmented reality (AR) also provides\ncustomers with a seamless experience by closing the gap between the offline and\nonline touch points (Hilken, et al. 2018). Another aspect of\nbringing the offline and digital world together is the fact that \u201cSmart Connected\nProducts Are Transforming Competition\u201d (Porter and Heppelmann 2014). And even beyond the\nsales and customer experience, the Internet of Things (IoT) has today a deep\nimpact on operations by gathering data, analyzing it to optimize production,\naddress customization requirements, generate customer insight and more\nintelligently manage the business (Sistu 2017).\n<\/p>\n\n\n\n<p><em>Use data and information from central source<\/em>. Porter and Millar said already 1985 (How Information Gives You Competitive Advantage) that the benefits of\ndata and information only exist when they are compatible and that a\ndecentralized design will hinder these possibilities. Part of the challenge is\nthe increase of data and together with multiplied data sources can result from\ninaccurate data to incorrect filing of compliance information. Centralizing assures\naccess to a common source of trusted data for increased productivity, optimized\ncollaboration and more confident decision making by turning that data into\nuseful business knowledge (Price 2018).\nBut data is also a concern for security and a fundamental rights compliant use\nand can have negative impacts. Most obvious is privacy and data protection, but\nalso other rights might be affected as poor data quality can prevent fair\ntrials, result in discrimination against women, ethnic minorities and other\ngroups. Data is the basis for AI related technologies like voice assistants,\nimage analysis, search engines, speech and face recognition. Low data quality\ncan come from incomplete data, i.e. the data does not cover what it should\ncover, and wrong data, i.e. data does not measure, what it should measure (European Union Agency for Fundamental Rights 2019). Capgemini says\nthere is no digital transformation without cybersecurity as technologies are vulnerable\nagainst outages and access which can lead to the loss of data integrity (Hoorweg and Graaf 2012). &nbsp;<\/p>\n\n\n\n<p><em>Data-driven and digitally automated processes<\/em> grow today beyond operations. The next level\nis intelligent process automation and its five core technologies: (1) Robotic\nprocess automation (RPA), (2) smart workflows, (3) Machine learning\/advanced\nanalytics, (4) natural language generation (NLG) and, (5) cognitive agents to\ncombine NLG and machine learning to build a completely virtual workforce (Berruti, et al. 2017). <\/p>\n\n\n\n<figure class=\"wp-block-image\"><img loading=\"lazy\" width=\"935\" height=\"757\" src=\"http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Table2_content.jpg\" alt=\"\" class=\"wp-image-208\" srcset=\"http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Table2_content.jpg 935w, http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Table2_content-300x243.jpg 300w, http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Table2_content-768x622.jpg 768w\" sizes=\"(max-width: 709px) 85vw, (max-width: 909px) 67vw, (max-width: 1362px) 62vw, 840px\" \/><figcaption> Table 2: The dimensions and CSFs as identified by analysis of industry reports,  adopted from (Holotiuk and Beimborn 2017,  997) <\/figcaption><\/figure>\n\n\n\n<p>Critical success factors that are missing and\nwhich should be considered as part of the building blocks are the downsides or\nthe exponential development of technology <\/p>\n\n\n\n<p>Feichtinger (2018) had a similar approach and compared digitalization\nframeworks and models to identify building blocks resp. dimensions of the\ndigital strategy.<\/p>\n\n\n\n<p>She synthesized different approaches from\nCapgemini together with MIT Sloan Management (Westermann, et al. 2011), Cognizant (Corver and Elkhuizen 2014) ,(Wade 2015), (Adlmaier-Herbst 2017), (Esser 2014),\n(2017), Bain &amp; Company (Lancry, et al. 2017), (Peter 2017),\nUniversity St. Gallen (Back and Berghaus 2016), BCG (Reichert and Hutchinson 2019), McKinsey &amp;\nCompany (Bollard, et al. 2017) into seven\ndimensions which are most commonly used (Feichtinger 2018, 50): <\/p>\n\n\n\n<ul><li>Business model (including the business ecosystem\nand new markets), <\/li><li>Products and Services, <\/li><li>Processes (both internal and customer related\nprocesses), <\/li><li>Customer Experience &amp; Relationships\n(including e-commerce and customer acquisition),<\/li><li>Structure &amp; Organization (including\ngovernance &amp; transformation management), <\/li><li>IT &amp; technology (including cloud &amp; data),\n<\/li><li>People &amp; Culture (including know-how and\nleadership).<\/li><\/ul>\n\n\n\n<figure class=\"wp-block-image\"><img loading=\"lazy\" width=\"917\" height=\"932\" src=\"http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Table3_content.jpg\" alt=\"\" class=\"wp-image-209\" srcset=\"http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Table3_content.jpg 917w, http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Table3_content-295x300.jpg 295w, http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Table3_content-768x781.jpg 768w\" sizes=\"(max-width: 709px) 85vw, (max-width: 909px) 67vw, (max-width: 1362px) 62vw, 840px\" \/><figcaption> Table 3: Comparison of dimensions of selected digital strategy frameworks, adopted from (Feichtinger 2018, 49f) <\/figcaption><\/figure>\n\n\n\n<p>Ismael, Khater and Zaki (2017) synthesized a\nframework for \u201cDigital Transformation Strategy Content\u201d based on strategic\ndecisions a company is required to do in seven key areas:<\/p>\n\n\n\n<ul><li><em>Business<\/em> (long term objectives, business\nscope, revenue streams from digitally enhanced products, services and customer\ninteraction)<\/li><li><em>Technological<\/em> (investment decisions;\nbeing market follower by adopting already established technologies or market\nleader by innovating and introducing new technologies)<\/li><li><em>Customers<\/em> (customer experience, changes\nin the digital enhanced customer journey or products and services integrating\nphysical and digital touchpoints) <\/li><li><em>Managerial<\/em> (financing of the digital\ntransformation; change to innovation and agile working; companies\u2019 digital\ncapabilities and assets for an operational backbone to ensure efficiency and\nreliability of core operations and for a digital service platform to support\nbusiness agility and rapid innovations)<\/li><li><em>Organizational<\/em> (decision about employees,\nculture, talent and skillset; development of a digital mindset and a\ncollaborative work environment supporting employees to adopt quickly to change)<\/li><li><em>Structural<\/em> (internal governance, a strong\ncompany-wide coordination along with KPIs ensuring the firm is on the right\npath to transformation; external collaboration through partnerships or\nacquisitions and whether new operations will be incorporated into existing\nstructures or new separate units)<\/li><li>Operational (adaptions to current business\nprocesses due to new technology integration; use of data inside processes and\ndecision making to optimize digitally enabled supply chain and interaction with\ncustomers)<\/li><\/ul>\n\n\n\n<p>Ismael, Khater and Zaki (2017) distinguish between\nbusiness level content to compete in the business and functional level content\nto contribute to the competitive advantage of the business, cf. Figure 24.<\/p>\n\n\n\n<figure class=\"wp-block-image\"><img loading=\"lazy\" width=\"833\" height=\"207\" src=\"http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Figure6_content.jpg\" alt=\"\" class=\"wp-image-210\" srcset=\"http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Figure6_content.jpg 833w, http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Figure6_content-300x75.jpg 300w, http:\/\/niehage.de\/dba\/wp-content\/uploads\/2019\/11\/Figure6_content-768x191.jpg 768w\" sizes=\"(max-width: 709px) 85vw, (max-width: 909px) 67vw, (max-width: 984px) 61vw, (max-width: 1362px) 45vw, 600px\" \/><figcaption> Figure 6: Digital Transformation Strategy Content,&nbsp;(Ismael, Khater and Zaki 2017, 16) <\/figcaption><\/figure>\n\n\n\n<p>The dimensions that had been identified so far have\nno focus on any specific industry, especially in manufacturing industries the\ndigitalization of production is a specific strategic topic (Geissbauer, et al. 2018). \u201cIndustry 4.0\u201d is a\nterm coming from Germany as part of the high tech strategy 2025 (Wikipedia, Industrie 4.0 2019) meaning the\nconnection of the systems involved in the production flow with software\ncomponents and internationally also referred to as \u201ccyber-physical systems\u201d,\n\u201cadvanced\/smart\/digital manufacturing\u201d, \u201csmart factory\u201d or\n\u201cadvanced\/smart\/digital production\/industry\u201d (Wissenschaftliche Dienste 2016). Also, China has a\nvery strong focus on manufacturing industry in digitalization, their strategy\nis called \u201cMade in China 2025\u201d (MIC2025). This is part of a long-term state regulated\nstrategy for innovation. The predecessor was the \u201cNational Medium- and Long-Term\nPlan for the Development of Science and Technology (2006-2020)\u201d (MLP2020). Made\nin China 2025 followed the German Industry 4.0 initiative, but goes beyond the state\nsupport of innovation, instead planning the complete transformation of the\nChinese value chain under the keywords of digitalization and automation (Angbauer and K\u00f6nig 2017). The digital model\nof the USA is based primarily on creative destruction on a global scale with\nfresh innovative ideas adding competition to established companies, Steiber (2016)\ncalls this \u201cThe Silicon Valley Model\u201d.<\/p>\n\n\n\n<p>The described building blocks and dimensions of\nthe digital transformation strategy also have no specific regional\ncharacteristic, but we have to take into consideration that the drivers for\ndigitalization are in the USA destructive capitalism focused on disruptive\nbusiness models with a short-term perspective, in China state regulated focused\non industrialization with a long-term perspective and in Europe and Germany technology\ndriven focused on traditional European skills (Arnold 2018).\n&nbsp;&nbsp;&nbsp;<\/p>\n\n\n\n<p>To sum up what we know about the dimension of digital\nbusiness transformation strategy: <\/p>\n\n\n\n<ol><li>We need measurable goals or <em>objectives<\/em> to\ndetermine the financing and investments of the digital transformation and\nexpected revenue streams,<\/li><li>it affects the <em>company culture<\/em> as digital\ntransformation is a revolutionary approach where to sacrifice existing ways of\ncompeting,<\/li><li>this demands <em>leadership<\/em>, as the\nrevolutionary approach and the change of the company culture demands courage,\nand<\/li><li>new <em>ways of working<\/em> and a collaborative\nwork environment to consider the necessity for the fast adoption of the\nemployees to change due to the exponential development of innovations and new\ntechnologies.<\/li><li>New emerging and exponentially developing information\n<em>technologies<\/em> are the enablers of digital transformation and there is no\ndigital transformation without cyber-<em>security<\/em> to ensure accessibility\nand integrity of data.<\/li><li>Industry 4.0 is about the operational backbone\nto ensure efficiency and reliability of core operations especially in <em>production<\/em><\/li><li><em>Data<\/em> is the oil that keeps the digitalization\nrunning, it need to be collected in a high quality, centrally stored, processed\nand analyzed. It is the basis for information systems and artificial\nintelligence and will be used inside processes, for new or digital enhanced\nbusiness models, products\/services and decision making.<\/li><li>The <em>processes<\/em> itself have strategic\nimportance as they are the driver of the company value and need to fit\nseamlessly together. <\/li><li>People<em>, <\/em>as <em>human resources<\/em> are the\nmain drivers of digital transformation, but a digital mindset and new skills\nand talents must be developed to close the capability gap to deal with new ways\nof working, innovation and emerging technologies.<\/li><li>New possibilities in the <em>Customer Relations<\/em>\nwith digitally enhanced customer journeys and seamlessly integrating the\noffline and online channels leading to exponentially developing new customer\nexperiences based on<\/li><li><em>Products\/Service innovations<\/em> and<\/li><li><em>Business model innovations<\/em> exploiting the\nopportunities of emerging technologies, data and the changing society.<\/li><li>With the seamless integration of the physical\nand digital world inside and outside of the company, the <em>Network and\nPlatform economy<\/em> as here people, things and businesses have their common\ntouchpoints. <\/li><li>Europe, China and USA have different approaches\ntowards digital transformation in terms of objectives and perspective of time\nthat makes it worth considering <em>differentiating between different markets<\/em>.\n<em>&nbsp;<\/em><\/li><\/ol>\n\n\n\n<p><strong>Works Cited<\/strong><\/p>\n\n\n\n<p>Adlmaier-Herbst,\nD. Georg. &#8220;Die\nBausteine der digitalen Transformation.&#8221; <em>KMU Magazin.<\/em> 08 10, 2017. https:\/\/www.kmu-magazin.ch\/digitalisierung-transformation\/die-bausteine-der-digitalen-transformation\n(accessed 08 09, 2019).<\/p>\n\n\n\n<p>Angbauer, Christoph, and Thomas K\u00f6nig.\n&#8220;Von \u201eMade in China\u201c zu \u201eInvented in China\u201c \u2013 China auf dem Weg zur\nIndustrie-Supermacht?&#8221; In <em>Chinas Innovationsstrategie in der\nglobalen Wissens\u00f6konomie<\/em>, by Joachim Freimuth (eds.) and Monika\nSch\u00e4dler, 45-60. 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Venkatraman described in 1994 five levels of IT enabled Business Transformation, cf. Figure 12 (Venkatraman 1994, 85), summarized by (Ismael, Khater and Zaki 2017, 10) in Table &hellip; <a href=\"http:\/\/niehage.de\/dba\/2020\/05\/01\/what-do-we-know-about-the-dimensions-of-digital-business-transformation-strategies\/\" class=\"more-link\">Continue reading<span class=\"screen-reader-text\"> &#8220;What do we know about the dimensions of digital business transformation strategies?&#8221;<\/span><\/a><\/p>\n","protected":false},"author":2,"featured_media":211,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[45,6,7,30],"tags":[],"_links":{"self":[{"href":"http:\/\/niehage.de\/dba\/wp-json\/wp\/v2\/posts\/201"}],"collection":[{"href":"http:\/\/niehage.de\/dba\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/niehage.de\/dba\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/niehage.de\/dba\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"http:\/\/niehage.de\/dba\/wp-json\/wp\/v2\/comments?post=201"}],"version-history":[{"count":3,"href":"http:\/\/niehage.de\/dba\/wp-json\/wp\/v2\/posts\/201\/revisions"}],"predecessor-version":[{"id":214,"href":"http:\/\/niehage.de\/dba\/wp-json\/wp\/v2\/posts\/201\/revisions\/214"}],"wp:featuredmedia":[{"embeddable":true,"href":"http:\/\/niehage.de\/dba\/wp-json\/wp\/v2\/media\/211"}],"wp:attachment":[{"href":"http:\/\/niehage.de\/dba\/wp-json\/wp\/v2\/media?parent=201"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/niehage.de\/dba\/wp-json\/wp\/v2\/categories?post=201"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/niehage.de\/dba\/wp-json\/wp\/v2\/tags?post=201"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}