Richard Busulwa (PhD, MBA, [...].Sys) researches and teaches in the Business School at Swinburne University of Technology, home to Australia's first fully immersed Industry 4.0 facility. His digital transformation research explores different digital technology advancements, how they drive disruption, and their implications for particular industries, business functions, and professions. He is the author of Strategy Execution and Complexity: Thriving in the Era of Disruption (2018); Start-up Accelerators: A Field Guide (2020); Digital Transformation and Hospitality Management (2021); and Digital Transformation in Accounting (2022). Before entering academia, Richard worked as managing director, COO, CFO, middle manager, and frontline manager. He is co-founder of Digital Keys, the world's first NBIoT smart lock platform.

Contents

List of figures

List of tables

Part I Digital disruption and the digital transformation imperative

1 Need for this book and research for this book

Need for this book

Research for this book

Structure of this book

How to use this book

Lears, managers, and supporting professionals

Instructors

Students

Researchers

2 Getting out of the digital terminology zoo

Introduction

Information systems (IS)

Components of an information system

Roles of information systems

Types of information systems

Information technology (IT) and information communications technology (ICT)

Strategic information systems and digital technologies

Strategic information systems

Digital technologies

Implications for leaders, managers, and supporting professionals

Google and reflect

Discussion questions

3 Understanding Digital Disruption

Introduction

Digital technology advancements and digital disruption

Digital technology advancements

Digital technology advancements as a source of digital disruption

Unpacking digital disruption

Disruption of customer expectations and behaviors

Disruption of the competitor field and bases of competition

Disruption of data availability

Existential threats and game changing opportunities

Existential threats

Game changing opportunities

Implications for the leaders, managers, and supporting professionals

Google and reflect

Discussion questions

4 The digital business and digital transformation imperatives

Introduction

Digital business

Pinning down a slippery term

Digital business as a future state

Digital business as a change journey or change process

Benefits of being a digital business

The digital business imperative

Digital business transformation

Defining digital business transformation

Digital business transformation is not just about digital technologies

Challenges and risks of digital business transformation

The digital transformation imperative

Implications for leaders, managers, and supporting professionals

Google and reflect

Discussion questions

Part II Forming and executing digital transformation strategy

5 Forming digital transformation strategy

Introduction

Learning objectives

Digital Transformation strategy vs digital business strategy

Digital Transformation Strategy Caveats

Digital transformation is not a single initiative and does not have an overall end state

Solutions, requirements, and technologies change fast and continuously during digital transformations

It's extraordinarily easy and dangerous to buy into the hype or cynicism relating to one or more digital technology advancements

Among all the changes required, people and cultural changes are the most important

Knowing the point at which things are mature enough and should scale is a test of real understanding

Digital transformations can't wait and won't happen overnight

Digital transformation can be financially ruinous, but it doesn't have to be

Digital transformation isn't just for big companies

Traditional IT departments or equivalent technology teams are vital to digital transformation

Digital transformation is ultimately about both keeping and creating customers through offering better value

Forming the initial and subsequent Strategy

Forming the initial digital business strategy and digital transformation strategy

Forming the initial digital business strategy

Forming the initial digital transformation strategy

Subsequent digital business strategy and digital transformation strategy

6 Executing digital transformation strategy

Introduction

Learning objectives

Principles for executing digital transformation

Secure ownership and/or top management team commitment

Secure Adequate investment

Set clear targets or deliverables that are externally benchmarked wherever possible

Find ways to continuously and effectively involve, engage, and regularly communicate with all internal and external stakeholders

Sequence initiatives so as to continuously deliver value and to build the confidence of the wider organization

Get implementation feedback early and continuously

Observe and measure the right things, then leverage insights to inform transformation decisions

Encourage and promote fast, adaptable, and customer centric ways of working

Appoint a leadership team that can effectively influence/lead stakeholders, can attract top talent, and can execute the digital transformation strategy

Effective processes or approaches for executing digital transformation strategy

Agile program and project management approaches

Hoshin Kanri or Lean strategy deployment

Change acceleration process

Simple rules process

Reverse acquisition approaches

Implications for leaders, managers, and supporting professionals

Part III Leadership and management of digital transformation

7 Building and Leading the Digital Transformation Team

Introduction

Learning objectives

Required types of roles and expertise for the digital transformation team

Strategic leader or Principal digital transformation leader (e.g., CDO, COO, CIO, CTO)

Technology leaders and Technology specialists

Technology Implementation leads

Customer experience and engagement specialists

Security and compliance specialists

Business-Technology Liaisons

Project managers and change managers

Digital business capability leaders and specialists

Specialist professional services

Implications and Caveats

8 The Digital disruption and transformation of management

Introduction

Learning objectives

Management Functions and Roles

Resilience of Fayol's management functions

Mintzberg's ten managerial roles

Digital disruption and transformation of management functions, roles, and competencies

9 Keeping up with the pace of technology changes

Introduction

Learning objectives

Importance and challenge of keeping up with digital technologies

Common strategies and practices for keeping up with digital technologies

Strategies and practices from the research on technological knowledge renewal effectiveness

Perceived need for digital technology competencies, appreciation of the technology learning challenge, and tolerance for ambiguity

Learning from external experts and learning from internal experts

Strategies and practices from practitioners

Have an evolving plan for managing information overload

Continuously upgrade your learning efficiently

Choose the right learning platforms

Embrace omnichannel learning

Build and leverage thought leaders on social networks

Configure your search engines, social media, and email subscriptions

Have an effective and sustainable personal information management strategy

Participate in hackathons and accelerators

Volunteer for a startup

Implications for leaders/managers/supporting professionals

Google and reflect

Discussion questions

Part IV Understanding digital business capabilities: Primers for leaders and managers

10 Digital Transformation strategy and Digital Business Strategy Capabilities

Introduction

Learning objectives

Understanding digital business strategy

Understanding Digital Transformation Strategy

Implications for leaders, managers, and supporting professionals

Google and reflect

Discussion questions

11 Digital Innovation, digital learning, and Adaptability/Agility capabilities

Introduction

Learning objectives

Digital innovation

Digital innovation vs traditional innovation

Implications for leaders and managers

Digital Learning

Digital learning vs traditional learning

Implications for leaders, managers, and supporting professionals

Adaptability and ability

Implications for leaders, managers, and supporting professionals

Google and reflect

Discussion questions

12 Digital customer experience, digital customer engagement, and digital stakeholder engagement capabilities

Introduction

Learning objectives

Digital customer engagement and Digital Stakeholder Engagement

Digital Customer Engagement

Digital stakeholder engagement

Implications for leaders, managers, and supporting professionals

Digital customer experience

Implications for leaders, managers, and supporting professionals

Google and reflect

Discussion questions

13 Enterprise architecture management, DT adoption and use, and data management/data analytics/data science capabilities

Introduction

Learning objectives

Enterprise architecture and enterprise architecture management

Enterprise Architecture

Enterprise Architecture Management

Implications for leaders, managers, and supporting professionals

DT adoption and use

Implications for leaders, managers, and supporting professionals

Data Management, Data Science, and Data Analytics

Data Management

Data Analytics and Data Science

Implications for leaders, managers, and supporting professionals

Google and reflect

Discussion questions

14 Cybersecurity management, digital risk management, and digital governance capabilities

Introduction

Learning objectives

Cybersecurity management

Cybersecurity

Cybersecurity capability and cybersecurity management...