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https://link.springer.com/content/pdf/10.1057%2Fjit.1991.9.pdf

Strategic planning for information systems

Developing a unified definition of digital transformation

AI governance in the public sector: Three tales from the frontiers of automated decision-making in democratic settings.

Process improvement is the most value-adding activity in the business process management (BPM) lifecycle. Despite mature knowledge, many approaches have been criticized to lack guidance on how to put process improvement into practice. Given the variety of emerging digital technologies, organizations not only face a process improvement black box, but also high uncertainty regarding digital technologies. This paper thus proposes a method that supports organizations in exploiting the digitalization potential of their business processes. To achieve this, action design research and situational method engineering were adopted. Two design cycles involving practitioners (i.e., managers and BPM experts) and end-users (i.e., process owners and participants) were conducted. In the first cycle, the method’s alpha version was evaluated by interviewing practitioners from five organizations. In the second cycle, the beta version was evaluated via real-world case studies. In this paper, detailed results of one case study, which was conducted at a semiconductor manufacturer, are included.

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How to Exploit the Digitalization Potential of Business Processes

Due to increasing digitalisation, today’s working world is changing rapidly and provides managers with new challenges. Digital leadership is an important factor in managing these challenges and has become a key concept in the discussion about what kinds of skills managers need for digital transformation. The main research question our study explored was if digital leadership is associated with psychological well-being in upper-level managers. Based on a qualitative pilot study and relevant literature, we developed a new scale for digital leadership in managers. We conducted an online survey with a sample of 368 upper-level managers from a large German ICT-company. Using a stepwise logistic regression analysis, potential effects of digital leadership on psychological well-being (WHO-5) were analysed. Logistic regression analyses showed that better skills in digital leadership were significantly associated with higher well-being. Results also showed that gender, age and managerial experience had no effect in our model. Our study provides a valuable insight into the association between digital leadership and well-being in managers. However, further research is necessary to validate the newly developed scale for digital leadership and to confirm a causal effect in the relationship between digital leadership and well-being.

https://www.mdpi.com/1660-4601/16/14/2628/pdf

Digital Leadership Skills and Associations with Psychological Well-Being.

Digital transformation requires an altogether new institutional logic and effective response at a requisite organizational level. Sensing and seizing fleeting market opportunities and reconfiguring the business in line with the shifting value proposition requires increasingly specialized resources, more dynamic capabilities, and in-built resilience in the face of change. While Enterprise Architecture (EA) has been suggested to facilitate enterprise transformation, the focus has traditionally been on process standardization and integration rather than on continuous adaptation to the changing business and technological landscape. For EA to have a desired impact, more adaptive conceptualizations of EA that address the requirements of the new digital environment are called for. In this conceptual paper, we explore the implications of digital transformation on enterprise architecture. In particular, we note that existing approaches to EA address integration and coherence within a single organization but typically fall short in the face of complexities pertaining to digital ecosystems. We suggest a vertical typology of organizational capabilities and postulate that today's digital environment increasingly requires adaptive capabilities that transcend the traditional notion of dynamic capabilities. We then investigate how EA can help build flexibility and resilience in the organization.

https://www.computer.org/csdl/pds/api/csdl/proceedings/download-article/12OmNzzfToK/pdf

Enterprise Architecture for Digital Transformation

IT Leadership in Transition - The Impact of Digitalization on Finnish Organizations

The business environment is changing faster than ever before. Successful navigation in these treacherous waters requires both business agility and capability to govern strategy-driven business transformation. Enterprise Architecture (EA) is an approach providing insight and overview to manage the complexity of an organization and to aid strategic decision-making. Studies have tried to bridge the gap between EA and strategy, but very few empirical studies have been published on the subject. In this exploratory case study, we provide an empirical view of how EA can be connected to the strategic planning process and bring value to an organization. The findings are based on 13 interviews conducted in a large Nordic financial services group. This study strengthens the view that although EA could provide significant value in the strategy formulation phase it is still mainly a tool for translating the strategy into actions. EA can thus provide the most value in the strategy implementation phase of the strategic planning process.

Connecting Enterprise Architecture with Strategic Planning Processes: Case Study of a Large Nordic Finance Organization

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Marco Halen

Papers

Enterprise Architecture for Digital Transformation

IT Leadership in Transition - The Impact of Digitalization on Finnish Organizations

Connecting Enterprise Architecture with Strategic Planning Processes: Case Study of a Large Nordic Finance Organization

Suomalainen teollinen internet – haasteesta mahdollisuudeksi: Taustoittava kooste

Finland - The Silicon Valley of Industrial Internet