L05 A: Chanias, S., Myers, M. D., & Hess, T. (2019). Digital transformation strategy making in pre-digital organizations: The case of a financial services provider. Flashcards
Practical implications for pre-digital organizations regarding DTS
(1) DTS is always in the making, with no foreseeable end –> revised and reworked approach in trial and error works best
(2) The development of DTS requires a mix of top-down and bottom-up strategizing.
- Bottom up strategizing (ex. informal) was more productive source of digital transformation, given that top-down (formal) was hindered by politics.
(3) new forms of governance are required for digital transformations.
- If a DTS is driven out of silos, the danger is that any digital transformation effort will be threatened by internal politics.
(4) The IT department can not necessarily take a leading role in the formulation and implementation of a DTS.
- Since DTS is business-oriented, customer-centric and involves the entire organization.
What is a DTS supposed to do?
A DTS is supposed to coordinate, prioritize, and implement a pre-digital organization’s transformation efforts and, as a long-term objective, to govern its journey to achieve the desired future state of being digitally transformed.
What is meant by “Episodes of digital strategy making?”
These episodes consist of deliberate strategizing activities addressing digital transformation by involved actors.
Realized digital transformation strategy
The formulation + implementation of a digital transformation strategy (DTS)
Main findings about DTS in pre-digital organizations:
(1) digital strategy making not only represents a break with the conventions of upfront strategic information systems
(IS) planning,
(2) but reveals a new extreme of emergent strategy making. Specifically, we conclude that a DTS is continuously in the making, with no foreseeable end.
They all influence each other
(organizational contexts, episodes of digital strategy making, DTS practices, Realized digital transformation strategy)
