Consulting Techniques For Digital Transformation
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Consulting Techniques for Digital Transformation
Author: Dr Greg Timbrell and Dr Elizabeth Valentine
language: en
Publisher: Dr Elizabeth Valentine
Release Date: 2024-10-31
Organizations of every type and size are transforming their business approaches, online presence, use of technology and use of data to remain relevant, to deliver products and services, and to compete in a digital world. This second edition practice guide steps Business Analysts and Information Systems Consulting practitioners and scholars through every phase of the project and engagement lifecycles. It is competency based (aligned with SFIA 9 and BABOK) offering tools, tips and templates to ensure that every step of the process is optimized. You'll be able to plan for and deliver: meetings that get results, presentations focused on eliciting the feedback and information you need to add value to your client or organization, research-based findings that help check for root causes and innovation, write and present professional quality, work-winning reports, business cases and proposals. This book is based on both the long-term consulting and analyst experience as well as scholarly research of Dr Greg Timbrell and Dr Elizabeth Valentine.
Digital Transformation of the Consulting Industry
This book discusses the opportunities and conditions that digital technology provides to extend, innovate and differentiate the services offered by consulting companies. It introduces suitable artefacts like web-based consulting platforms, consulting applications, semantic technologies and tools for data mining and collaboration. Furthermore it examines concepts to evaluate the virtualization of consulting processes and showcases how solutions can be developed to blend traditional and digital consulting models. Presenting state-of-the-art research and providing a comprehensive overview of the methods and techniques needed for digital transformation in the consulting industry, the book serves as both a guide and a roadmap for innovative consulting companies.
Current Issues on Digital Transformation, Corporate Entrepreneurship, and Coopetition
Author: Anna Ujwary-Gil
language: en
Publisher: Cognitione' Foundation for the Dissemination of Knowledge and Science
Release Date: 2024-01-01
An integrated PLS-SEM model on the interplay of antecedents and moderators driving corporate entrepreneurship activity in South Africa PURPOSE: Corporate entrepreneurship (CE) is a multi-faceted phenomenon, and although there is extant research on CE, there are knowledge gaps that warrant a deeper understanding. Indeed, focusing solely on independent variables overlooks the extent to which CE activities are mutually and reciprocally supportive. We align our article with research calls for theory building, which provides a novel understanding of the dynamic complexity of the CE process. METHODOLOGY: In this regard, we formulate and empirically evaluate an integrated CE model that reflects the integrative complexity of the antecedents driving CEA. The study context is the South African banking sector, where primary data (n = 312) is obtained via a structured survey. Four meta-hypotheses and several sub-hypotheses, reflecting the organizational, individual, and environmental level antecedents, are tested using partial least squares structural equation modeling (PLS-SEM). FINDINGS: The main study finding validates that corporate strategy is the bedrock of CEA. The results also reveal that entrepreneurial strategy, entrepreneurial structure, transformational leadership, organizational resources, and an entrepreneurial mindset are significant predictors of CEA. IMPLICATIONS: Practical implications highlight that it is important for managers to consider the configuration of the predictors within the CE model, which function as pathways to entrepreneurial corporate strategy. ORIGINALITY AND VALUE: Our study makes a unique contribution by developing and testing an integrated and comprehensive model reflecting the dynamic complexity of the antecedents driving CEA. It is anticipated that the results will allow researchers to compare and examine comparable antecedents to CEA and their applicability in global country contexts. Keywords: corporate entrepreneurship, antecedents, entrepreneurial strategy, organizational resources, transformational leadership, entrepreneurial mindset, partial least squares structural equation modelling, PLS-SEM, South Africa. Pushing coopetition research further: Understanding, relevance, and operationalization of the attributes of coopetition strategies and coopetitive relationships PURPOSE: Although coopetition was defined three decades ago and is intensively investigated, its theoretical and research cognition remains far from thoroughly understood. The lack of conceptual consistency prevents researchers from conducting comparable research, leading to more generalizable results, and thus from building coherent knowledge. This study addresses the above shortcoming by the development of operationalizations of two types of attributes assigned to coopetition: strategic attributes characterizing coopetition strategies and relational attributes characterizing coopetitive relationships. METHODOLOGY: In our study, we adopted a two-step research process consisting of qualitative verification of a list of 8 coopetition attributes (2 strategic and 6 relational) identified in prior literature as relevant for coopetition success and the development of integrative conceptualization and measurement approaches for them. The verification was conducted through focus group interviews with scholars experienced in coopetition research and senior managers from firms adopting coopetition strategies. The measurement approaches for the positively verified attributes were developed through the integration of (1) approaches used so far in coopetition literature, (2) approaches used to date in the literature on the features of inter-organizational relationships, and (3) approaches that emerged during the focus group interviews. FINDINGS: This study shows two strategic (i.e., dynamics and paradoxicality) and six relational (i.e., asymmetry, complexity, intensity, mutual dependence, strength, and tensions) coopetition attributes as heterogeneously relevant for coopetition success and offers multi-item operationalizations for them derived from a combination of prior literature and qualitative research. IMPLICATIONS: Our paper shows strategic and relational attributes of coopetition as theoretically and practically relevant for coopetition success. ORIGINALITY AND VALUE: As a contribution, this study offers scientifically grounded operationalizations of eight attributive success factors of coopetition. The developed measurement proposals can find valuable applications in two ways. First, coopetition researchers can use them in their studies, and a consistent measurement approach will allow for the comparison of research results, bringing us closer to drawing more general conclusions. Second, coopetition practitioners can use these proposals when managing coopetition, for instance, to evaluate, monitor, and intentionally shape them to make coopetition (more) successful. Keywords: coopetition, focus group interviews, operationalization, measurement scale, coopetitive relationships, coopetition strategies Guiding incumbent companies in navigating digital transformations: A qualitative study on structural ambidexterity and strategic leadership PURPOSE: Despite digital transformation being a focus topic for incumbent companies, organizational structures are a significant barrier to their success. Referring to the positive correlation between ambidexterity and digital innovation, our research provides guidance on structural ambidexterity for incumbent companies. Previous research has barely differentiated between exploration and exploitation in digital transformation. In the present paper, we fill part of this research gap by focusing on structural ambidexterity in digital transformations and providing guidance on how incumbent companies can overcome organizational challenges. METHODOLOGY: Our research is based on an explorative research design with 33 semi-structured interviews that allow in-depth information. The interview partners were selected using purposive sampling and represented different industry and hierarchy levels. All of them have been in a position related to digital transformation in an incumbent company for the last two years. We ensure scholarly rigor using thematic analysis to analyze our data. FINDINGS: Our decision tree guides separation or integration based on the closeness of digital activities to the core business and the association of the activities to exploration or exploitation. Additionally, we recommend considering the digital maturity grade in the decision-making. Developing a cross-functional digital transformation strategy and pursuing a balanced portfolio fosters ambidexterity in digital transformation. Clear responsibilities, collaborative decision-making, candidate selection, and collaboration with IT are essential leadership activities. IMPLICATIONS for theory and practice: Our research expands the existing research on digital transformations of incumbent companies. We specifically contribute to the limited details on how to separate digital activities considering an exploration/exploitation perspective. Our study guides practitioners to address one of their major challenges in digital transformations with the help of our decision tree. ORIGINALITY AND VALUE: Based on the positive correlation between ambidexterity and digital innovation, our study contributes to the existing research by providing in-depth knowledge of structural ambidexterity in digital transformations. This detailed information is essential to provide knowledge on enabling the positive correlation between ambidexterity and innovation in the context of structural ambidexterity. Keywords: digital transformation, digitalization, organizational structures, structural ambidexterity, temporal ambidexterity, incumbent companies, guidelines Leveraging green innovation from big data analytics: Examining the role of resource orchestration and green dynamic capabilities PURPOSE: The notion of big data analytics (BDA) has received increased attention from both researchers and managers. Keeping in view the significance of BDA, the current research aims to examine the role of BDA capability to leverage firm green innovation (GI). Drawing from the dynamic capability view, current study suggests that BDA capability prompts green dynamic capabilities (DCs), enabling organizations to attain GI successfully. Particularly, present study proposes that BDA analytics prompt GI directly as well as through green DCs. Moreover, this study also draws from complementarity perspective and proposes that resource orchestration capability (ROC) is likely to enhance the effectiveness of green DCs in eliciting GI. Thus, the objectives of the current study are threefold; first, it aims to unveil the role of BDA capability in prompting GI; second, it examines the mediating role of green DCs for the relationship between BDA capability and GI; and third, this research examines the moderating effect of ROC to examine if it strengthens the effects of green DCs. METHODOLOGY: This study involves testing hypotheses using primary data collected by using the method of survey questionnaire. The data were collected from 291 Pakistani organizations. Pakistan is an emerging economy where businesses are responsible for substantial amounts of carbon di-oxide and greenhouse gasses (GHG) emissions. Therefore, Pakistani organizations serve as a suitable context for the study. The respondent organizations were from both the manufacturing and service sectors. PLS-SEM was employed as an analytical approach for testing the hypotheses. Construct validity and reliability were confirmed prior to hypotheses testing. FINDINGS: Results demonstrate that BDA capability positively affects GI (β=0.33, p<0.01), indicating that organizations with strong BDA capabilities involve in GI activities. Likewise, results indicate a positive relationship between BDA capability and green DCs (β=0.35, p<0.01) and between green DCs and GI (β=0.50, p<0.01). Results also indicate that green DCs play a mediating role between BDA capability and firm GI (β=0.18, p<0.01). This indicates that BDA capability is an imperative capability of organization that promotes green DCs and fosters GI. Finally, findings indicate that ROC strengthens the effectiveness of green DCs in prompting GI (β=0.14, p<0.01). IMPLICATIONS: Findings imply that organizations that prioritizing green innovations (GI) should invest more in developing BDA capabilities. These actions may involve acquiring and analyzing large volumes of data associated with sustainability, which can provide insights and support decision-making processes. By leveraging BDA capability, managers can uncover insights and patterns that can help them make informed decisions, recognize areas for improvement, and devise innovative solutions to align organizational strategic objectives with sustainability goals. ORIGINALITY AND VALUE: This study contributes to the literature by offering an integrated framework based on BDA and DCs to seek solutions to economic concerns while ensuring the sustainability value of the business activities. The findings also imply that businesses should focus on developing ROC, and integrating them with green DCs to further enhance GI initiatives. Keywords: big data analytics capability, green innovation, green dynamic capabilities, resource orchestration, PLS-SEM Defining analytical skills for human resources analytics: A call for standardization PURPOSE: Human resources (HR) analytics systems, powered by big data, AI algorithms, and information technology, are increasingly adopted by organizations to enhance HR’s impact on business performance. However, despite the widespread acknowledgment of the importance of “analytical skills” among HR practitioners in successfully implementing HR analytics systems, the specific nature of these skills remains unclear. This paper aims to address this ambiguity by firstly clarifying the concept of “analytical skills,” secondly identifying skill gaps that may hinder the effective utilization of computer-assisted analytics among HR practitioners, and thirdly advocating for standardization in the understanding of “analytical skills” within the business context, particularly within HR. METHODOLOGY: We examine business “analytical skills” through the theoretical framework of the knowledge, skills, and abilities (KSA) included in the Occupational Information Network (O*NET) content model. Using data from the O*NET database, occupations were classified into Human Resource Management (HRM) and Analytical occupations. Then, we identified the top highly required KSAs in analytical occupations and compared their levels with those of HRM occupations to pinpoint potential gaps hindering the effective utilization of HR analytics. FINDINGS: Using the O*NET database, which describes work and worker characteristics, we establish the highly required analytical KSAs in the business analytics context that might be labeled “analytical skills”. Then, the gap analyses reveal that important analytical KSAs, such as knowledge of sales and marketing, skills in operations analysis, and abilities in mathematical and inductive reasoning, are not expected from HR occupations, creating serious barriers to HR analytics development. In general, we have found that while HR practitioners possess some of the necessary analytical KSAs, they often lack in areas such as mathematics, computers, and complex problem-solving. IMPLICATIONS: Our findings underscore the need for standardization in HR analytics definitions, advocating for the adoption of the O*NET content model as a universal framework for understanding HR analytical knowledge, skills, and abilities (KSAs). By identifying critical analytical KSAs, our research can assist HR departments in improving training, recruitment, and development processes to better integrate HR analytics. Furthermore, we identify significant gaps in analytical skills among HR practitioners, offering potential solutions to bridge these gaps. From a theoretical perspective, our precise definition of HR “analytical skills” in terms of analytic KSAs can enhance research on the effects of HR analytics on organizational performance. This refined understanding can lead to more nuanced and impactful studies, providing deeper insights into how HR analytics contributes to achieving strategic business goals. ORIGINALITY AND VALUE: Our research offers three original insights. First, we establish a standard for HR analyst skills based on the O*NET content model, providing a clear framework for the essential knowledge, skills, and abilities required in HR analytics. Second, we identify significant analytical gaps among HR professionals, highlighting areas that need development and attention. Third, we recognize the necessity for closer cooperation between HR and professional analysts, emphasizing that such collaboration is crucial for maximizing the benefits of computer-assisted HR analytics. These insights ensure that HR analytics can move beyond being a management fad and have a real, lasting impact on business outcomes. Keywords: analytical skills, human resources analytics, HR analytics, knowledge, skills, abilities, HRM, analysts, O*NET, big data, AI, standardization Digital servitization and leadership: A holistic view on required leadership traits and skills PURPOSE: Digitalization and servitization are two major developments significantly disrupting companies’ competitive landscape. The research area that combines both aspects, digital servitization, poses substantial opportunities and challenges for companies to navigate. It requires guidance from leadership to succeed and innovate, but current scientific research lacks a holistic view on leadership for digital servitization so far. METHODOLOGY: We conducted 30 semi-structured interviews with leaders active in digital servitization initiatives, holding positions ranging from first-level managers to vice presidents and executives. Eighteen have more than ten years of leadership experience. Through inductive coding, we derived 43 codes within a qualitative analysis. We applied thematic analysis to structure our findings, resulting in a thematic map of leadership skills for digital servitization based on the research participants’ insights. FINDINGS: Our findings present a holistic view of leadership skills for digital servitization. Leaders need to consider the perspectives of strategic business and people leadership. Digital servitization requires leaders to engage in a wide range of activities. From a strategic business leadership perspective, this ranges from evolving goal setting, a comprehensive business understanding, the ability to find the right team composition, and understanding customer and market needs. The people leadership perspective requires leaders to create and communicate a vision for digital servitization and manage change and employees’ fears while enabling and empowering employees. Furthermore, we identified that digital servitization requires a balanced level of cognitive, interpersonal, business, and strategic leadership requirements. IMPLICATIONS: We contribute to scientific research by providing a comprehensive definition of digital servitization and summarizing existing research focusing on leadership aspects of digital servitization. Our findings offer actionable insights for practitioners by approaching with a holistic view on digital servitization and considering strategic business and people leadership aspects. Applying our outlined themes will support leaders in improving the conditions and possibilities to successfully trigger and implement digital servitization activities within their companies. ORIGINALITY AND VALUE: Our research combines isolated leadership aspects for digital servitization and underlines the complexity of digital servitization, emphasizing the need for a holistic view. Outlining the element of balancing business and people skills provides novel insights on advancing digital servitization into the research domain, which is dominated by technical-oriented research. Keywords: digital servitization, leadership, servitization, digitalization, change management, innovation, digital transformation, business, strategy