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SFScon22 - Fynn-Hendrik Paul - Henning Brink - Taking a Holistic and Socio-technical Perspective on Digital Transformation.pdf

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SFScon22 - Fynn-Hendrik Paul - Henning Brink - Taking a Holistic and Socio-technical Perspective on Digital Transformation.pdf

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Digital transformation changes the way companies are run. However, to exploit the full potential, a pure focus on technologies is insufficient Rather, interaction of people, organization and technology must be brought into harmony In this presentation, learn which organizational socio technical factors are crucial for a successful transformation.

Digital transformation changes the way companies are run. However, to exploit the full potential, a pure focus on technologies is insufficient Rather, interaction of people, organization and technology must be brought into harmony In this presentation, learn which organizational socio technical factors are crucial for a successful transformation.

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SFScon22 - Fynn-Hendrik Paul - Henning Brink - Taking a Holistic and Socio-technical Perspective on Digital Transformation.pdf

  1. 1. Industry Talk Taking a Holistic and Socio-Technical Perspective on Digital Transformation SFScon 2022 & 13th International Conference on Software Business (ICSOB) Fynn-Hendrik Paul & Henning Brink
  2. 2. Henning Brink Dr. Sven Packmohr Fynn-Hendrik Paul Nicole Draxler-Weber From Science to Practice Driving the digital transformation in organizations with scientifically-based methods and tools
  3. 3. Use of Digital Technologies
  4. 4. Digital Disruptions fuel Use of Digital Technologies
  5. 5. Digital Disruptions Strategic (Re-)Actions initiate fuel Use of Digital Technologies
  6. 6. Digital Disruptions Strategic (Re-)Actions initiate build on fuel Use of Digital Technologies
  7. 7. Digital Transformation Use of Digital Technologies Digital Disruptions Strategic (Re-)Actions initiate build on fuel
  8. 8. Changes that digital technologies can bring about in the business model [...] and that are reflected in changed products or organizational structures or in the automation of processes. Digital Transformation Hess et al..: Options for formulating a digital transformation strategy," MIS Quarterly Executive (15:2), pp. 123-139
  9. 9. How do organizations master the digital transformation?
  10. 10. Problem solver jigsaw analogy Jigswaw analogy helps to achieve various goals in life as it represents ideal process model. Puzzling shows parallels to digital transformation: • Time and patience required • Discipline and motivation needed • Joy when parts come together
  11. 11. Know the big picture What is the vision of the digitally transformed organization?
  12. 12. Organize before the start Get an overview: • Identify potentials • Analyze status quo internally and externally
  13. 13. Start with the edge parts • Digital strategy defines the boundaries within which the organization's employees can operate • Determines the direction and structure of all digital transformation projects • Strategy must take into account various fields of action
  14. 14. Classify jigsaw pieces • Digital transformation encompasses various socio-technical fields of action • Business Model • Technology & Data • Structure & Process • Culture • Competences • All fields of action must be considered in order to successfully master change
  15. 15. Classify jigsaw pieces Business Model Structure & Process Technology & Data Culture Competences See our publication for more information.
  16. 16. Step by Step • Transformation by means of a single large project carries great risk of failure • Understand digital transformation as the sum of numerous projects • Projects must be defined and prioritized • Take resources into account
  17. 17. Start with the easy pieces • Projects with quick wins strengthen trust and enable rapid economic success • Quick wins as "lighthouses • Signal effect for numerous follow-up projects • High visibility among employees
  18. 18. Review progress • Critically reviewing the progress of the transformation • Harmonization with vision, strategy and goals • Projects must interlock • Gaps lead the way
  19. 19. Systematic approach leads to success • Companies can realize opportunities: • New business model • Optimized processes • Improved customer experience • ... • But: Digital transformation never ends
  20. 20. Success is not a no-brainer • Lack of planning leads to failure • Few companies are successful in their transformation efforts • Reason: Many companies treat digital transformation like an IT project
  21. 21. Only by fundamentally changing the way the organization works – through flattening hierarchies, speeding up decision-making, helping employees develop needed skills, and successfully understanding both opportunities and threats in the environment – can an organization truly adapt to a digital world. Kane, G.: The Technology Fallacy. Research-Technology Management. 62, 44–49 (2019)
  22. 22. How do we provide support? Analyzing Roadmapping Implementation Measure digital readiness and maturity Identify transformation potentials and paths Initiate and accompany the transformation process
  23. 23. Dive into our publications for more Measuring Barriers to DT Identifying Barriers to DT Overcoming Barriers to DT Characterizing Maturity of DT
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