The Fuzzy Front-End of Digital Transformation: Three Perspectives on the Formulation of Organizational Change Strategies

The fuzzy front-end describes the random and generally vague initial stages of an innovation project. Since digital transformation can be seen as innovation process of an organization, improving the initial stages can be beneficial for the entire process. This literature review takes the unique perspective of the fuzzy front-end within digital transformation. Characteristics of and challenges in formulating of organizational change strategies are reviewed in three different domains: information systems (IS), management & strategy (MS), and organization science (OS). The results show that within IS, the role of information systems has changed from a process-oriented to a more strategic role and digital technology skills become more important during strategy formulation. Within MS, there is a strong focus on interpreting external signals and reacting to them. In OS, the formulation of a change strategy is seen as a collaborative process between leadership and the workforce. The results from this review should encourage the research on digital transformation to focus to a greater extent on the initial phase of strategy formulation

Adoption of Mobile Business Solutions and its Impact on Organizational Stakeholders

Companies which create mobile business solutions require users to adopt them in order to create value for the organization. However, when mobile devices enter the workplace, companies themselves face an adoption process, in having to integrate these devices into the existing IT infrastructure. In this research project, we conducted a focus group with subsequent expert interviews, following a grounded theory approach. We identified seven drivers of mobile business solution adoption in an organizational context: mobile user experience, social influence, time to market, security, workplace flexibility, information availability and process mobilization. While these factors facilitate adoption for some users, they create challenges for or require strategic decisions from other organizational stakeholders, such as internal users, operating departments and corporate IT. The adoption factors and implications for organizational stakeholders were compiled in a conceptual framework

Stages in Digital Business Transformation: Results of an Empirical Maturity Study

Managers and decision makers need to transform their organizational routines and structures to meet the challenges of the digital age. Even though organizational change is by no means a new topic, many companies struggle to recognize and make sense of the often very disruptive changes affecting all industries. In order to foster an understanding of the phenomenon and the development of a digital transformation strategy, this research derives typical stages in a digital business transformation process from empirical data. The nine dimensions of the digital maturity model (DMM) provide a more profound understanding of the relevant levers for managing digital transformation. The DMM was implemented together with a survey of 547 individuals from 417 organizations in Switzerland and Germany. Based on the survey data, we used the Rasch-algorithm and cluster analysis to derive five maturity stages. The findings show that while digital affinity and experimenting with digital technology are already prevalent in companies, a strategically planned transformation and usage of advanced data analytics in business processes are less common. The results from this study yield insights into how activities in digital business transformation are currently tackled and prioritized and thus contribute to the body of knowledge about organizational transformation

Lung perfusion assessed by SPECT/CT after a minimum of three months anticoagulation therapy in patients with SARS-CoV-2-associated acute pulmonary embolism: a retrospective observational study

Background Anticoagulant treatment is recommended for at least three months after severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2)-related acute pulmonary embolism (PE), but the persistent pulmonary clot burden after that time is unknown. Methods Lung perfusion was assessed by ventilation-perfusion (V/Q) SPECT/CT in 20 consecutive patients with SARS-CoV-2-associated acute PE after a minimum of three months anticoagulation therapy in a retrospective observational study. Results Remaining perfusion defects after a median treatment period of six months were observed in only two patients. All patients (13 men, seven women, mean age 55.6 ± 14.5 years) were on non-vitamin K direct oral anticoagulants (DOACs). No recurrent venous thromboembolism or anticoagulant-related bleeding complications were observed. Among patients with partial clinical recovery, high-risk PE and persistent pulmonary infiltrates were significantly more frequent (p < 0.001, respectively). Interpretation Temporary DOAC treatment seems to be safe and efficacious for resolving pulmonary clot burden in SARS-CoV-2-associated acute PE. Partial clinical recovery is more likely caused by prolonged SARS-CoV-2-related parenchymal lung damage rather than by persistent pulmonary perfusion defects

Disentangling the Fuzzy Front End of Digital Transformation: Activities and Approaches

Digital transformation poses critical challenges to organizations. The initial phase – the fuzzy front end” – of an innovation process is often perceived as ill-defined and chaotic, yet it may have great impact on the outcome. However, managers struggle with initiating this process and prioritizing between different activities. Prior research has pointed out the importance of a digital transformation strategy, however, less emphasis is put on the activities that enact this strategy. Drawing on qualitative data from eleven organizations with an ongoing digital transformation program and by employing activity theory, we delineate nine patterns of typical activities in the beginning of digital transformation. The prioritization of these activities reveals five approaches – centralized, bottom-up, IT-centered, innovation-centered, and channel-centered. The results contribute to a better understanding of the initial phases of digital transformation for practitioners and complement prior research on digital transformation strategy with deeper insights on typical activities and approaches

Osteoporosis in German men: a cost-of-illness study

<p>Costs of male osteoporosis may have increased due to population aging and change of treatment patterns. This cost-of-illness study provides a current estimate of the economic burden of male osteoporosis in Germany. Routine claims data from six German sickness funds were analyzed and extrapolated to the German statutory health insurance (SHI). For men above the age of 50 with at least one ICD-10 osteoporosis-related diagnosis or osteoporosis-related fracture in 2010, direct costs related to osteoporosis were considered based on a payer’s perspective. Total direct costs attributable to osteoporosis amounted to €728 million in 2010. The majority of these costs (71%) resulted from inpatient treatment due to fractures. Patients aged 75 and older caused approximately 63% of costs. Male osteoporosis represents a non-negligible economic burden for the German health care system. Targeted prevention and promotion measures should be offered both to men and women.</p