Options for Formulating a Digital Transformation Strategy

By Thomas Hess, C. Matt, Alexander Benlian, Florian Wiesböck. MIS Q. Executive, 2020

1,695 citations recorded by the source corpus.

CIOs and other senior executives face the challenge of how to handle the opportunities and risks of digital transformation. To help managers address this challenge more systematically, we describe how three German media companies successfully approached digital transformation. Based on their experiences, we provide a list of 11 strategic questions and possible answers managers can use as guidelines when formulating a digital transformation strategy.

Subfields: Management Information Systems, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/5985aa9601e7aed2a00dbd5ecd12f2e857ffa21e

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In Management Information Systems

In Management of Technology and Innovation

Citations in the corpus

Digital transformation in business and management research: An overview of the current status quo (2022, background): “Hess et al. (2016), and Horv ´ ath and Szab ´ o (2019) also view the automation of processes through information technologies as digitization.”
Conceptualizing Digital Transformation in Business Organizations: A Systematic Review of Literature (2017, background): “Evolutionary/continuous Loebbeck & Picot (2015); Janowski (2015); Wang et.”
Digital transforming capability and performance: a microfoundational perspective (2020, background): “Indeed, recent studies have highlighted that digital transformation is a complex and challenging phenomenon (Hess et al., 2016), and it remains poorly understood in both theory and practice (Parviainen et al., 2017; Lanzolla et al., 2018; Loonan et al., 2018; Vial, 2019).”
Strategy archetypes for digital transformation: Defining meta objectives using business process management (2020, background): “…things, and locations to generate and analyze large amounts of data, digitization and digitalization merge to become digital transformation [13], which alters communication and interactions between all stakeholders and reshapes the current economic, social, and political landscape [2, 19, 20]. p”
Digital transformation: Five recommendations for the digitally conscious firm (2020, positive): “Previous research suggests that managers are often unaware of the different options and elements that they should take into consideration before diving headﬁrst into digital transformation (Hess et al., 2016).”
Digital Transformation Maturity: A Systematic Review of Literature (2019, background): “Hence the term “digital maturity” specifically reflects the status of a companyʼs digital transformation (Chanias and Hess, 2016).”
Preparing Workplaces for Digital Transformation: An Integrative Review and Framework of Multi-Level Factors (2021, methodology): “Recently, there has been sharp increase in studies from business and strategic information systems (Matt et al., 2015; Hess et al., 2016), human resources (Bondarouk et al., 2017; Marler and Boudreau, 2017), and healthcare (Agarwal et al., 2010; Burton-Jones et al., 2020), suggesting that digital…”
Digital Transformation in Higher Education Institutions: A Systematic Literature Review (2020, background): “Among them [1], who express that digital transformation is concerned with the changes digital technologies can bring about in a company’s business model, which result in changed products or organizational structures or in the automation of processes.”