Transforming the LEGO Group for the Digital Economy

To avert bankruptcy in 2004, the LEGO Group had transformed itself by building an enterprise platform an adopting disciplined core processes. As it entered 2016, the company was poised for a new transformation to “become a digital company.” Although the company already looked digital to many observers, management felt it had not become digital in its products and processes. Based on multiple interviews with LEGO Group executives, as well as reviews of related documents, this case describes the LEGO Group’s journey to becoming a successful digital company

Digital transformation and leadership

This paper discusses the process of Digital Transformation and the Leadership foundations that influence Digital Transformation. Leadership in this context is part of Leadership 4.0 which is the preferred style to lead Industrie 4.0 of which Digital Transformation is part of. Discussion also about how Digital Transformation and Leadership influence Corporate Culture change

Ambidextrous IT Governance: The Art of Balancing Exploration and Exploitation in IT Governance

Through a case study at a global technology company, we investigate how organizations can adapt their IT governance approach to the information system at hand. This is done by considering the degree of information system integration and whether the system is related to supporting operational efficiency (exploitation) or innovation (exploration). Based on the findings of the case study, we introduce the concept of ambidextrous IT governance to describe how IT governance can be adapted to fit the dual needs of both exploration and exploitation through the use of IS

Leadership in the Digital Realm: What Are the Main Challenges?

The current book chapter examines how digital leaders cultivate opportunities and address risks in a fast-moving, digital market environment. The focal point is to understand if digital leaders are able to keep control over all mechanisms triggered by the turbulent business environment. The chapter’s challenge is to verify how digital leadership works in the specific context of aerospace industry through the case of the Boeing Company

Business Continuity Management, Operational Resilience, and Organizational Resilience: Commonalities, Distinctions, and Synthesis

The concepts of business continuity management, operational resilience, and organizational resilience each refer to actions that businesses and organizations can take in anticipating and responding to disruptions. However, the existing definitions and usages are difficult to differentiate due to overlapping objectives, implementation processes, and outcomes. This article examines definitions and approaches for these three concepts and suggest a framework to operationalize methods and tools relevant to each. These definitions emphasize three dyads: risk versus resilience; organizational processes versus assets; and normal operating conditions versus crisis conditions. Using these dyads to differentiate the concepts of business continuity management, operational resilience, and organizational resilience can support planners in clarifying objectives and identifying which approach will be most beneficial as businesses or organizations plan for and encounter disruptions. This article evaluates these concepts by examining illustrative examples of disruptions and responses

A Systematic Approach to Design Product Traceability in Industry 4.0: Insights from the Ceramic Industry

Departing from a case in the table and ornamental ceramics industry, we propose a comprehensive approach to design product traceability for Industry 4.0. Our design-science research approach includes a review of traceability technologies and participative enterprise modeling. We find benefits in combining Business Process Modeling Notation (BPMN) and Goal-oriented Requirement Language (GRL) representations to (1) improve communication in complex ISD scenarios, (2) promote reflection by experts with different backgrounds, and (3) reach consensus in a solution that addresses the goals of multiple stakeholders. The resulting model combines technologies in different stages of product lifecycle. Depending on each stage and strategic intention, the identification code can be embedded in the product, transport, or package. Our contribution can assist managers in the creation of digital ecosystems to support traceability integration at (1) technological, (2) vertical, and (3) horizontal levels that are required by the fourth industrial revolution

Climbing the Maturity Ladder in Industry 4.0: A Framework for Diagnosis and Action that Combines National and Sectorial Strategies

We present a framework to assist Industry 4.0 initiatives at countrywide and sector-specific levels. It was created using design-science research in the context of non-metal mineral industry - ceramic, glass, stone, and nanomaterials. Our findings suggest that (1) existing maturity models for Industry 4.0 do not fit all industrial contexts; (2) their use can be discouraging for small and medium-size enterprises planning digital strategies; (3) Industry 4.0 technologies should be considered as prescriptive solutions rather than descriptive dimensions, and (4) it is possible and desirable to consider Industry 4.0 maturity as a co-evolutionary growth of digital services and processes within supply chains. Our proposal provides staged and continuous representations of maturity that can be tailored for each industry. Maturity models can be a prime communication tool for managers and technology providers. Our contribution supports the European efforts to succeed in the Fourth Industrial Revolution, shared by millions of industries worldwide

Designing and executing digital strategies : completed research paper

The digital economy poses existential threats to — and game-changing opportunities for — companies that were successful in the pre-digital economy. What will distinguish those companies that successfully transform from those that become historical footnotes? This is the question a group of six researchers and consultants from Boston Consulting Group set out to examine. The team conducted in-depth interviews with senior executives at twenty-seven companies in different industries to explore the strategies and organizational initiatives they relied on to seize the opportunities associated with new, readily accessible digital technologies. This paper summarizes findings from this research and offers recommendations to business leaders responsible for digital business success

Designing and Executing Digital Strategies

The digital economy poses existential threats to—and game-changing opportunities for—companies that were successful in the pre-digital economy. What will distinguish those companies that successfully transform from those that become historical footnotes? This is the question a group of six researchers and consultants from Boston Consulting Group set out to examine. The team conducted in-depth interviews with senior executives at twenty-seven companies in different industries to explore the strategies and organizational initiatives they relied on to seize the opportunities associated with new, readily accessible digital technologies. This paper summarizes findings from this research and offers recommendations to business leaders responsible for digital business success

TOWARDS AN UNDERSTANDING OF DIGITAL TRANSFORMATION RISK: A SYSTEMATIC LITERATURE REVIEW

Digital transformation research and industry adoption has been on the rise over the past decade with the majority of organisations viewing it as critical to their survival over the next five years. However, in spite of the benefits of digital transformation, it presents a clear but paradoxical risk to organisations such as the requirement to develop innovative products and services while maintaining a stable customer and employee experience. With an estimated 90% of digital transformation projects resulting in failures, several calls have emerged from within the European Conference on Information Systems (ECIS) and the wider academy for research exploring digital transformation risks and the methodologies to manage them (Munns et al., 2022; Rowland et al., 2022). This article presents a systematic literature review (SLR) of 117 papers from high quality information systems (IS) research outlets. This research identifies six major risks that must be identified, monitored and evaluated to enable digital transformation success. These risks encompass the culture, organisation, processes, and technologies being transformed, along with the stakeholders involved in the initiative, and the overall digital transformation strategy being developed