Q2. What are the future works in this paper?
To advance this work, future research could explore how ordinary capabilities interact with dynamic capabilities for digital transformation over time ( Teece, 2014 ). Further studies are also needed to assess the relevance of new ventures in their building of dynamic capabilities for digitalization ( Autio et al., 2018 ; Huang and Henfridsson, 2017 ), which would contribute to the debate of their role and intended purpose ( Barreto, 2010 ). Further research could also compare if there is a difference in building dynamic capabilities guided by consultants versus a process without consultancy.
Q3. What was the main trigger for the creation and delivery of new value propositions?
The increasing threat of disruptive competition from new entrants in adjacent industries was a major trigger for the creation and delivery of new value propositions.
Q4. What are the key challenges for executives in building AI?
The key [AI] challenges for executives will be (1) shifting the training of employees from a focus on prediction-related skills to judgment-related ones; (2) assessing the rate and direction of the adoption of AI technologies to properly time the shifting of workforce training (not too early, yet not too late); and (3) developing management processes that build the most effective teams of judgment focused humans and prediction-focused AI agents.
Q5. What does Yoo et al. say about the use of complementors?
Yoo et al. (2012) explain that building platforms of digital capabilities rather than single products places reliance on complementors to distribute innovation, which increases the risk of systematic failures and unintended consequences.
Q6. What was the triggering factor for the decision to engage in rapid prototyping?
(Energy-Q-1)The digital scouting for technological trends and competitor intelligence gathering triggered thestrategic decision to engage in rapid prototyping.
Q7. What is the key to the transformation of the incumbent firms?
What is clear from their data is that improving digital maturity of the workforce is a fundamental capability for the ongoing digital transformation of incumbent firms.
Q8. What is the main argument for the evolution of dynamic capabilities?
Eisenhardt and Martin (2000: 1115-1116) argue that the evolution of dynamic capabilities involves the pacing of experience and time-pacing skills for creating profitable product development cycles.
Q9. What are the key challenges for executives in building generative sensing capabilities?
Dong et al. (2016) argue firms need to build generative sensing capabilities that use technologiesto generate and test multiple hypotheses in an abductive way to help managers explain surprising or anomalous events and judge the impact of unexpected trends.
Q10. What is the root of the tension between incumbents and established models?
For incumbents, the root of this tension is that managers are likely to favor established models with higher gross margins and use rules, norms, and metrics (e.g., gross margins must be at 40%) to protect the status quo and resist experiments that might threaten the profitability of existing business models (Chesbrough, 2010; Johnson et al., 2008).
Q11. What was the key to ensuring that Powerhouse continues to strategically renew its business model?
As a result, he emphasized that navigating innovation ecosystems was the essential capability to ensure that Powerhouse continues to strategically renew its business model:
Q12. What are the limitations of the current study?
One limitation concerns the transferability of their findings to wider research contexts because their model is grounded in observations directly related to digital transformation.
Q13. What is the interesting example of a German automotive company that refreshed its business model?
An interesting example of an incumbent firm that refreshed its business model is Drive AG—aglobal German automotive multiproduct manufacturer.
Q14. What was the key to the redesign of the internal structures of Energy?
redesigning internal structures provided Energy with a starting point to refresh its formal corporate culture with a new digital innovation corporate culture.
Q15. What are the challenges for incumbents in building sensing capabilities?
incumbents face significant challenges in building sensing capabilities that canpredict the latest digitalization trends (El Sawy et al., 2016; Fitzgerald et al., 2013; Hansen and Sia, 2015; Matt et al., 2015).