A consultant perspective on Digital transformation : Experiences of successful digitalization

University essay from Linköpings universitet/InformatikLinköpings universitet/Filosofiska fakulteten; Linköpings universitet/InformatikLinköpings universitet/Filosofiska fakulteten

Abstract: Progress in digital technologies has influenced organizations and individuals alike. The focus of organizations has been to adapt to the dynamic digital landscapes; ranging from expanding the boundaries of existing markets, to conquer unexplored and unclaimed opportunities. These include collaboration in novel partnerships with external actors, creating additional value through alternative use of existing technologies and services, provided to the customer in the growing digitally interconnected ecosystem. The purpose of this work is to explore contemporary consultant’s experiences related to the digitalization of their client organizations. Which major factors, in their experience, increase the success rate of digitalization or digital transformation projects, and which factors form the greatest risks? In order to answer the research questions and thereby fulfill the purpose, a case study was performed, where eleven semi-structured interviews were conducted with consultants from two firms. A thematic analysis was conducted, and the results were presented in the more general topics Perspectives on change, Change management, User involvement, Digital maturity, and Cultural aspects. These adaptations made by organizations need to be aligned with the overarching goals and values they may hold. In order for such an investment to stand a chance of being successful, support is needed from all levels of the organization. Both through the willingness to adapt, and suitability of the proposed investment. In order to provide support is through proper change management, with a specific focus on the human side of the planned change. If the implemented system or process is not being used, or not utilized as intended, the generated improvement will be less than expected. The digital strategy was argued to be of less use to the organization the less connected it was to the general strategic perspectives. The digital aspects described in such a document must be incorporated in the identity and culture of the organization to remain useful, they need to become part of their DNA.

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