System of systems engineering governance framework for digital transformation: A case study of an Australian large government agency

Current swift technological advances are significantly impacting how organizations operate and services are provided. Even with the multiple benefits for organizations that undergo digital transformation, the majority of transformation initiatives fail due to the challenges that arise. A primary reason for these failures links back to the lack of effective governance framework to support effective digital transformation efforts. This paper proposes such a framework through a system of systems engineering approach to understand the various constituent systems involved in digital transformation efforts and their interactive and emergent behaviors. The application and usefulness of the framework were demonstrated as part of a digital transformation initiative in an Australian Large Government Agency and documented as a case study

The Impact of Digital Transformation on Institutional Growth. A Case of Zimbabwean Universities

The pressure for institutions to digitally transform has been building, and COVID-19 accelerated the transition in developing countries. The study evaluated the impact of digital transformation on Zimbabwean universities. The Microsoft digital transformation framework guided the study. Thematic analysis was used to extract meaning and generate themes from qualitative data from university ICT Directors. Results show that digital transformation positively impacted institutional growth and efficiency. Most universities invest in digital technology to increase service reliability and availability. Digital transformation teams were bolstered to support student processes and create personalised learning journeys. The digital transformation led to the adoption of several revenue collection streams, fostering institutional growth. Employees were equipped with skills to support digitisation. Implementation barriers include resistance to change, skills gaps, high costs, infrastructure and legacy systems. The government should upgrade the telecommunications infrastructure to support the digital trajectory and set policies to create a conducive environment for digital transformation

Conceptualising Digital Transformation in Cities: A Multi-Dimensional Framework for the Analysis of Public Sector Innovation

Digital transformation within local public administration is often conceived as the result of technological advancements, with scarce attention being paid to framing these processes within multi-level organisational settings. Against this background, this article introduces a framework for exploring the different dimensions of digital innovation in the public sector at the urban scale. It proposes conceptual categories that capture digital transformation drivers and mechanisms, encouraging reflections about their capacity to resonate in specific (urban) contexts. After examining frameworks seeking to deconstruct digital transformation in its multiple dimensions, the study proposes a conceptual model and validates it against the result of the literature review. By identifying conceptual categories and their interactions, the study seeks to support a more comprehensive understanding of transformation processes, specifically focusing on public service provision and delivery and their relationship with endogenous and exogenous innovation drivers. At the same time, the study aims to support local public authorities in gaining awareness of their transformative potential and helping them “steer” local digital transformation dynamics

Bim as an enabler for digital transformation

Organisations all over the world are increasingly becoming digitally enabled, including infrastructure providers and are looking to use this new found a digital way of working to transform the organisation into a more lean, efficient and productive organisation. Digital transformation is not exclusively about digital technology but the fact that technology, which is digital, will enable the organisation to create greater informed decisions around there current and future challenges, objectives and strategy. While many organisations are currently going through a digital transformation process, there are challenges in demonstrating the value of such a transformation process to the broader organisation. This is partly due to the fact that for digital transformation to be successful it must encompass all of the organisation, including traditional business processes and functions that are not prone to change. Furthermore, it can be witnessed that digital transformation is not purely a technical solution but is also an organisational cultural change, one that allows for an agile approach to working and one that acknowledges failure in a positive perspective. A framework is proposed in this paper that utilises the BIM information management processes and adopts them into a digital transformation process. The framework aims to not look at BIM within individual lifecycle stages, but the full adoption of BIM between all the lifecycles stages. Furthermore, it will support the full organisational adoption of BIM within all organisational functions such as risk management, customer reengagement, fiscal management, resource management, ETC. finally, the framework will enable the culture to change requirements by providing a collaborative and transparent environment to digital transformation

Digital Transformation and Social Business: A Practice-Based Pathway Framework for SMEs

This research focuses on the lessons learnt from case studies involving the digital transformation of three London SMEs. The companies adopted social technologies to renovate operations, develop new sets of skills and capabilities and remodel customer value propositions. The transformation processes had common elements that fed through to the companies’ strategies. We conceptualised our research as a network, regarding roles and interventions as network effects, to analyse the adoption process and dynamically link the technology and social context with digital transformation strategy. The lessons learned were distilled into a framework whose two-fold aim is to (a) support organisations through digital transformation and (b) inform organisational strategy. The framework is modular with components that assist and guide the various phases of designing, deploying, implementing and sustaining this transition

Building An Integrated Digital Transformation System Framework: A Design Science Research, The Case Of Feduni

The purpose of this paper is to propose an integrated digital transformation system framework (IDTSF) to help support business leaders and teams in making their products, services, and operations more streamlined and competitive. The framework will help organizations to best meet user/customer needs with minimum waste and time and enables businesses to achieve efficiency compared with island and traditional sequential approaches. The proposed framework can also provide insights to help organizations to avoid common failures when deploying digital transformation initiatives. The paper follows the design science research (DSR) and the information systems design science research (ISDSR) methodologies to develop the IDTSF model and a practical design artifact. The main problems were the initiation, execution, and governance challenges associated with digital transformation. After identifying the problems and the objectives, a relevant IDTSF model was synthesized and tested as a design artifact. The results of the test of the proposed artifact showed its effectiveness and efficiency in facilitating the components of the model in creating a cohesive framework

Stakeholder Readiness for Adopting a Big Data Governance Framework in a South African Metropolitan Municipality

Digital transformation in the public sector can lead to innovative ways of working with stakeholders, improved service delivery frameworks, and data-driven societal benefits. However, not all public sector organizations, particularly local governments, are ready to adopt digital technologies such as big data. Governance frameworks are critical for technology management, and key stakeholders must be prepared before technology adoption. Recognizing that top management support is crucial for digital transformation projects, this study looked at the state of readiness of metropolitan municipalities in South Africa to adopt a big data governance framework (BGDF). The study had two objectives: first, to assess the readiness for a big data governance framework, and second, to identify what the respondents considered essential in such a framework. Framed by the technology readiness index (TRI), the study found that the stakeholders were not only ready but also had a good idea of what should be included in the framework. Both of the findings resonate with extant literature. The study concluded that the technology readiness index was suitable for investigating digital transformation readiness and that the proposed big data governance framework is a viable initial option

Engagement Leading to Empowerment-Digital Innovation Strategies for Patient Care Continuity

Digital innovations have started to extend value chain into the customer decision making process, enabling them to support two major types of customer services: empowerment prior to customer purchase, and engagement during and post-purchase. Service organisations such as health care firms, by virtue of their intense engagement with patients during in-patient care have a unique opportunity to empower patient’s health care choices once they become outpatients. The understanding patient ecosystems and social support networks during this engagement has important implications for the digital transformation of care related support to reduce health care costs and also empower patients to self-manage their health. The research uses a framework to develop alternative care support environments and, using four case studies, develop a research agenda for digital transformation to support the empowering of health care consumers by engaging them effectively inside the hospital

A Conceptual Framework to Support Digital Transformation in Manufacturing Using an Integrated Business Process Management Approach

Digital transformation is no longer a future trend, as it has become a necessity for businesses to grow and remain competitive in the market. The fourth industrial revolution, called Industry 4.0, is at the heart of this transformation, and is supporting organizations in achieving benefits that were unthinkable a few years ago. The impact of Industry 4.0 enabling technologies in the manufacturing sector is undeniable, and their correct use offers benefits such as improved productivity and asset performance, reduced inefficiencies, lower production and maintenance costs, while enhancing system agility and flexibility. However, organizations have found the move towards digital transformation extremely challenging for several reasons, including a lack of standardized implementation protocols, emphasis on the introduction of new technologies without assessing their role within the business, the compartmentalization of digital initiatives from the rest of the business, and the large-scale implementation of digitalization without a realistic view of return on investment. To instill confidence and reduce the anxiety surrounding Industry 4.0 implementation in the manufacturing sector, this paper presents a conceptual framework based on business process management (BPM). The framework is informed by a content-centric literature review of Industry 4.0 technologies, its design principles, and BPM method. This integrated framework incorporates the factors that are often overlooked during digital transformation and presents a structured methodology that can be employed by manufacturing organizations to facilitate their transition towards Industry 4.0