Implementing a Digital Strategy: Learning from the Experience of Three Digital Transformation Projects

By A. Correani, Alfredo De Massis, Federico Frattini, Antonio Messeni Petruzzelli, Angelo Natalicchio. California Management Review, 2020

586 citations recorded by the source corpus.

The rapid growth of digital technologies and the extraordinary amount of data that devices and applications collect each day are increasingly driving companies to radically transform the business architecture through which they create and appropriate value. However, companies may fail to extract value from digital transformation due to the disconnection between strategy formulation and strategy implementation. Through the analysis of three case studies of firms that digitally transformed their business—namely ABB, CNH Industrial, and Vodafone—this article presents a framework than can help companies implement their digital transformation strategy and thereby renovate their business model.

Subfields: Economics and Econometrics, Management Information Systems

View Paper: https://www.semanticscholar.org/paper/ec3cff3e0ac4fbb27c9feab5a91663e25386734f

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In Economics and Econometrics

1. B. K. AlNuaimi
2. Sascha Kraus
3. S. Kumar Singh
4. Pedro Mota Veiga

In Management Information Systems

1. Ming-Dung Fu
2. B. K. AlNuaimi
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4. Sascha Kraus
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Citations in the corpus

• The adoption of digital technologies in supply chains: Drivers, process and impact (2021, background): “However, the adoption of digital technologies does not always succeed (Correani et al., 2020).”
• Mastering digital transformation: The nexus between leadership, agility, and digital strategy (2022, methodology): “Hence, digital transformation requires a comprehensive revision of the firm ’ s operations, strategy, leadership skills, innovation capability, and business models (Schwertner, 2017; Correani et al., 2020).”
• Digital transformation in business and management research: An overview of the current status quo (2022, background): “Correani, De Massis, Frattini, Petruzzelli, and Natalicchio (2020), Gurbaxani and Dunkle (2019), Hess et al. (2016), McGrath and McMa-nus (2020), Rane, Narvel, and Bhandarkar (2019), Schallmo et al. (2019); Schallmo, Williams, Boardman et al. (2019), Sebastian et al. (2017), and Teubner and…”
• A Systematic Review of the Literature on Digital Transformation: Insights and Implications for Strategy and Organizational Change (2020, background): “In a similar vein, new digitalized customer expectations or social practices, as an indirect effect of new technology, might lead to adaptations in business models or product designs across contexts (Correani et al., 2020; Warner and Wäger, 2019; Yoo, 2010).”