This document discusses digital transformation and the digital enterprise. It provides background on digital transformation and defines the digital enterprise. The digital enterprise leverages digital technologies to drive value for customers through innovative strategies and experiences. It also optimizes business processes using cloud resources. The document then examines steps and phases of digitization according to various studies. It presents data on digital adoption indexes for various countries to benchmark their digital progress and discusses the digital evolution index as another measurement. Line graphs show scores for selected countries on these indexes over time. The document concludes with potential areas for further analysis regarding country comparisons and public sector digitization.

1. Panagiotis Kokkinakos
Ourania Markaki
Sotirios Koussouris
John Psarras
DSSLAb , National Technical University of Athens
DTGS 2016 - St. Petersburg, Russia

2. Facts
 State of the art technologies, like
cloud-based services, mobile
computing, social software and
data analytics revolutionize the
everyday operations of modern
organizations in every possible
level and way.
 Organizations increasingly invest
money and effort in order to
digitize processes, products and
offerings.
Related Concepts
Digital Supply Chain
Application Integration
Mobility Management
Knowledge Work Automation
e-Service Design
Digital Artefact
24 June 2016
DTGS 2016 - St. Petersburg, Russia
Digital transformation is “the
realignment of, or new investment
in, technology and business models
to more effectively engage digital
customers at every touchpoint in
the customer experience lifecycle”
(Altimeter Group, 2014)

3.  The Digital Business/Enterprise
…is the creation of new business designs by blurring the digital and physical
worlds
…enables and unprecedented convergence of people, business, and things that
disrupts existing business models (Gartner, 2014)
…leverages a range of digital technologies to drive revenue and create value for
customers via innovative business strategies, processes and interactive experiences
…empowers buyers and sellers through data and collaboration, enabling
analytics-based insights and behaviors, and the on-going creation (and
enhancement) of digital offerings.
…optimizes how, when, and where business is done using a dynamic array of Cloud-
enabled resources – with improved means of managing and monetizing those
resources and the processes in which they are used
• Digital Skills, Capabilities & Infrastructure
• Digital Culture & Mentality
• Defining Aspects
• Digital Marketplace / Economy / Value Chain
• Digital Leadership / Strategy
 The Digital Business/Enterprise
24 June 2016
DTGS 2016 - St. Petersburg, Russia

4. Steps towards digitization Phases of the digital enterprise
(Accenture, 2014) (Deloitte, 2014)
24 June 2016
DTGS 2016 - St. Petersburg, Russia

5. 24 June 2016
Early Developing Maturing
Strategy Aimed at cost reduction
Aimed at improving
customer experience
and decision making
Aimed at fundamental
transformation of
processes
Leadership
Lacks awareness and
skills
Digitally aware Digitally sophisticated
Workforce
development
Insufficient investment Moderate investment Adequate investment
User focus Absent Gaining traction
“Central” to digital
transformation
Culture
Risk averse;
disintegrated
Risk tolerant;
accommodates
innovation and
collaboration
Risk receptive; fosters
innovation and
collaboration
DTGS 2016 - St. Petersburg, Russia

6. Indicators’ Selection
Countries’ Sample
Selection
Data Import and
Visualization
Results’ Elicitation
 Open
 Credible
 Diachronically
available and
recent
 Germany
 Greece
 Spain
 United Kingdom
 Russian Federation
 Digital Adoption
Index
 Digital Evolution
Index
24 June 2016
DTGS 2016 - St. Petersburg, Russia

7.  Issued by the World Bank
 Measure of digital technology
diffusion across three segments of
the economy: businesses, people
and governments
 Reflects the extent to which digital
technologies are available and
adopted by all three key agents in
an economy
 Robust, based on actual data
 Addressed to policy makers to
benchmark countries and design
nuanced digital strategies with
differentiating policies to promote
digital adoption across different
user groups
Digital
Adoption Index
(DAI)
Business DAI
Business
Websites (%)
Secure Servers
(per million)
Download
Speed (Kbps)
3G Coverage
(%)
People DAI
Internet Access
at Home (%)
Mobile Access
at Home (%)
Government
DAI
Core
Administrative
Systems
Digital
Identification
Online Public
Services
24 June 2016
DTGS 2016 - St. Petersburg, Russia

8.  Created by The Fletcher School, in collaboration with MasterCard Worldwide and
DataCash
 Analyses the key underlying drivers and barriers that govern a country’s evolution
into a digital economy
 Digital evolution is not governed by just one, two or few silver bullets (e.g.
technology, government regulation, consumer behavior or fulfilment networks);
instead digital readiness is the result of the interplay of several factors.
Supply
Conditions
Demand
Conditions
Institutional
Environment
Innovation
and Change
Access Infrastructure Consumer Profile
Government
Effectiveness
Ecosystem
Attractiveness &
Competitive Landscape
Transaction
Infrastructure
Financial Savviness
Government and
Business Environment
Extent of Disruption
Fulfillment
Infrastructure
Internet and Social
Media Savviness
Government and
Digital Ecosystem
Startup Culture
24 June 2016
DTGS 2016 - St. Petersburg, Russia

9. 0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
1
Germany Greece Russia Spain United
Kingdom
Business DAI
Government DAI
24 June 2016
DTGS 2016 - St. Petersburg, Russia

10. 20.00
25.00
30.00
35.00
40.00
45.00
50.00
55.00
60.00
2008 2009 2010 2011 2012 2013
Germany
Greece
Russian Federation
Spain
United Kingdom
24 June 2016
DTGS 2016 - St. Petersburg, Russia

11.  The shift towards digitized processes and offerings is nowadays a core quality
of modern and competitive enterprises
 Is the public sector eventually following the Enterprise 2.0 paradigm?
 Digital Adoption Index: in order to be able to state that the public sector does
follow the Enterprise 2.0 paradigm, more specific types of information have
to be taken into account.
 Digital Evolution Index: interesting assumptions accrue - the digital
trajectory of the countries under consideration has to be analyzed over a
longer time frame
 The analysis can be broadened towards
 considering more countries
 updating the results over time
 constructing, calculating and visualizing additional indicators
 The public sector needs to extend its role from one that that is expected to
ensure stability, resilience and continuity to one that additionally embraces a
strategic and systematic effort to manage emergence of and create positive
change, or simply put to innovate.
24 June 2016
DTGS 2016 - St. Petersburg, Russia

12. omarkaki@epu.ntua.gr
24 June 2016
DTGS 2016 - St. Petersburg, Russia