Peningkatan Kemampuan Komunikasi Bisnis Berbasis Visual Era Digital Untuk Usaha Kecil Kerajinan Di Kota Malang

The use of video editing applications for business products that are used as business communication in the use of social media such as Facebook, Instagram, and marketplaces has been widely used by the public. Community Service activity seeks to provide deeper knowledge about the use of simple video making applications that have more positive meaning for all elements of society. The target members of this activity are small craft businesses and the members of a small business group in Malang City. Based on identification of the problem, found that small entrepreneurs have difficulty competing in visual marketing with medium and large entrepreneurs who have strong resources in funding. This activity is carried out starting from problem identification, visualization-based digital marketing socialization, as well as training and assistance in making simple product videos, implementing effective activities starting from August to November 2021. The result of this activity is the acceptance of knowledge transfer from academics to the community, especially small businesses. Implementing activities are lecturers assisted by students and practitioners in the field of visual communication.Pemanfaatan aplikasi editing video untuk produk usaha yang digunakan sebagai komunikasi bisnis dalam penggunaan media sosial seperti Facebook, Instagram, maupuan marketplace telah banyak digunakan oleh masyarakat. Kegiatan Pengabdian kepada Masyarakat ini berupaya untuk memberikan pengetahuan lebih dalam mengenai pemanfaatan aplikasi pembuatan video sederhana yang memiliki arti lebih banyak secara positif bagi seluruh elemen masyarakat. Sasaran peserta pada kegiatan ini adalah usaha kecil kerajinan yang tergabung dalam kelompok pengusaha kecil  di Kota Malang. Identifikasi masalah adalah pengusaha kecil mengalami kesulitan bersaing dalam pemasaran secara visual dengan pengusaha menengah maupun besar yang memiliki modal lebih banyak. Kegiatan ini dilaksanakan mulai dari identifikasi permasalahan, sosialisasi pemasaran digital berbasis visual, serta pelatihan dan pendampingan pembuatan video produk sederhana, pelaksanaan kegiatan efektif dimulai pada bulan Agustus hingga November 2021. Hasil dari kegiatan ini adalah diterimanya transfer pengetahuan dari akademisi kepada masyarakat terutama usaha kecil. Pelaksana kegiatan adalah dosen didampingi mahasiswa dan praktisi di bidang komunikasi visual

Diversifying Effect of Digital Competence

L

Digital Kaizen: An Approach for Conducting Large-Scale Digital Transformation Projects

While digital transformation creates opportunities across all industries, many businesses still do not know how to embark on this journey and hesitate to commit resources to such an unclear initiative. By using the interpretive case study method, this paper investigates how Digital Kaizen–a philosophy that focuses on making continuous digital improvements–could guide large-scale digital transformation activities in incremental steps. Our findings show that the adoption of Digital Kaizen has urged the investigated organization to continuously address cross-functional issues that are aligned with their strategic business goals, through implementing incremental digital changes that improve business processes and people engagement. Subsequently, these activities lead to sustainable and scalable digital transformation success that re-defines the organization’s value creation processes and identity. This research suggests a new strategy for conducting large-scale digital transformation, by integrating Kaizen philosophy into digital transformation practices

HOW TO ESTABLISH A DIGITAL ORGANIZATIONAL CULTURE: INSIGHTS FROM A MULTIPLE CASE STUDY

Digital transformation poses numerous challenges for established companies that need to change their established processes and routines. To enable successful digital transformation, the organizational culture must be adapted to the new requirements of an increasingly digitized environment. To date, however, we know very little about what a digital organizational culture looks like and how it can be established in incumbent companies. To address this shortcoming, we conducted a multiple case study with seven cases in different industries. Our findings allow us to discuss the concept of digital organizational culture in detail and develop a model that provides actionable insights into how such a culture can be established. Finally, we highlight opportunities for future research

Impacts of Business Architecture in the Context of Digital Transformation: An Empirical Study Using PLS-SEM Approach

Despite the critical importance of Digital Transformation, up to 95% of initiatives fail to deliver expected business benefits. This paper explores the role of Business Architecture practices in enhancing digital transformation success. Using an adapted Balanced Scorecard approach and a Structural Equation Model (SEM), we analysed survey responses from 129 industry practitioners using a Partial Least Squares (PLS) approach. Our findings indicate that effective business architecture practices significantly improve business alignment, efficiency, service delivery, and strategic outcomes, leading to successful digital transformation. The study also validates factors proposed by AL-Malaise AL-Ghamdi (2017) in the context of digital transformation. The paper presents an adapted conceptual model addressing discriminant validity issues in previous models and benefiting from the robustness of the Balanced Scorecard approach. The study concludes by highlighting the essential role of business architecture in driving digital transformation success.Comment: 13 page

From selling machinery to hybrid offerings – organizational impact of digital servitization on manufacturing firms

The transition towards services has been imperative for manufacturing firms for years. The change from a product-oriented to a more service-dominant business model affects the organizational structure of firms. However, literature provides limited insights into how manufacturing firms organize themselves in this transition. Even though digital technologies are critical for the transition, it is unclear how to orchestrate digital and traditional Information Technology (IT) resources in manufacturing firms accordingly. We analyze the case of a typical manufacturing firm that has adjusted its structure to reorganize for solution offerings based on product, service, and digital components. Our results describe a hybrid organizational structure that splits front- and back-end units. The back-end units are split along solution components. Digital IT resources are internalized and governed decentrally, with traditional IT resources being outsourced and steered centrally. Our findings contribute to digital servitization research by clarifying the overarching as well as the digital and traditional IT-related organization for manufacturing firms

From selling machinery to hybrid offerings – organizational impact of digital servitization on manufacturing firms

The transition towards services has been imperative for manufacturing firms for years. The change from a product-oriented to a more service-dominant business model affects the organizational structure of firms. However, literature provides limited insights into how manufacturing firms organize themselves in this transition. Even though digital technologies are critical for the transition, it is unclear how to orchestrate digital and traditional IT resources in manufacturing firms accordingly. We analyze the case of a typical manufacturing firm that has adjusted its structure to reorganize for solution offerings based on product, service, and digital components. Our results describe a hybrid organizational structure that splits front- and back-end units. The back-end units are split along solution components. Digital IT resources are internalized and governed decentrally, with traditional IT resources being outsourced and steered centrally. Our findings contribute to digital servitization research by clarifying the overarching as well as the digital and traditional IT-related organization for manufacturing firms