• Rural Digital Europe

[ES] La transformación digital es un eje tractor para la competitividad de las empresas. Convierte a las compañías tradicionales en empresas digitales con fuerte capacidad de innovación y agilidad para adaptarse a entornos y mercados constantemente cambiantes. Pero es un proceso complejo que parece estar reservado solo para las grandes organizaciones. Actualmente la brecha digital entre las pymes y las grandes empresas representa un problema para el desarrollo económico de un país en el que el 99% del tejido empresarial está conformado por pequeñas y medianas empresas. Agrava la situación el desconocimiento que las pymes tienen sobre la transformación digital y la tendencia a confundirla con otros conceptos, como marketing digital o digitalización, que por sí mismos no habilitan las capacidades que debe tener una empresa digital para competir en los mercados actuales. Además, la mayoría de las modelos y metodologías de transformación digital que ofrecen las compañías consultoras requieren elevados recursos económicos y de tiempo que están fuera del alcance de la mayoría de las pymes. De este modo surge la necesidad de crear un modelo de diagnóstico de madurez digital orientado especialmente a pequeñas y medianas empresas y adaptable a cualquier sector de actividad. Asimismo, una metodología para elaborar un plan de transformación digital realista y alcanzable. Para resolver esta cuestión, se efectuó una revisión bibliográfica sobre métodos y modelos de diagnóstico de madurez digital e indicadores para su medición y evaluación, obteniendo muy pocos resultados. A partir de allí, la investigación se centró en identificar los elementos fundamentales para determinar la madurez digital de pymes y que son comunes a todas ellas.Se establecieron seis ejes de análisis: 1. Estrategia de negocio, 2. Gestión de clientes, 3. Talento humano, 4. Procesos, 5. Tecnologías y 6. Sostenibilidad; con sus respectivos componentes e indicadores. Asimismo, se diseñó una metodología para elaborar un plan de transformación digital que, más allá de elevar el nivel de madurez digital de la empresa, produzco el cambio cultural para lograr la transformación y la innovación continua. Ambos componentes de esta investigación, tanto el modelo de diagnóstico como la metodología del plan de transformación, en versiones iniciales simplificadas, fueron probados en el marco de operaciones de la Cámara de Comercio de València. Posteriormente, las versiones finales del modelo de diagnóstico y de la metodología para elaborar el plan de transformación digital se han convertido en una solución comercial de la empresa valenciana Metric Salad, con el nombre de HUMAN-DT, cumpliendo su propósito de ser de utilidad para cualquier pyme. [CA] La transformació digital és un eix tractor per a la competitivitat de les empreses. Converteix a les companyies tradicionals en empreses digitals amb forta capacitat d'innovació i agilitat per a adaptar-se a entorns i mercats constantment canviants. Però és un procés complex que sembla estar reservat només per a les grans organitzacions. Actualment la bretxa digital entre les pimes i les grans empreses representa un problema per al desenvolupament econòmic d'un país en el qual el 99% del teixit empresarial està conformat per petites i mitjanes empreses. Agreuja la situació el desconeixement que les pimes tenen sobre la transformació digital i la tendència a confondre-la amb altres conceptes, com a màrqueting digital o digitalització, que per si mateixos no habiliten les capacitats que ha de tindre una empresa digital per a competir en els mercats actuals. A més, la majoria dels models i metodologies de transformació digital que ofereixen les companyies consultores requereixen elevats recursos econòmics i de temps que estan fora de l'abast de la majoria de les pimes. D'aquesta manera sorgeix la necessitat de crear un model de diagnòstic de maduresa digital orientat especialment a petites i mitjanes empreses i adaptable a qualsevol sector d'activitat. Així mateix, una metodologia per a elaborar un pla de transformació digital realista i assolible. Per a resoldre aquesta qüestió, es va efectuar una revisió bibliogràfica sobre mètodes i models de diagnòstic de maduresa digital i indicadors per al seu mesurament i avaluació, obtenint molt pocs resultats. A partir d'allí, la investigació es va centrar en identificar els elements fonamentals per a determinar la maduresa digital de pimes i que són comunes a totes elles. Es van establir sis eixos d'anàlisis: 1. Estratègia de negoci, 2. Gestió de clients, 3. Talent humà, 4. Processos, 5. Tecnologies i 6. Sostenibilitat; amb els seus respectius components i indicadors. Així mateix, es va dissenyar una metodologia per a elaborar un pla de transformació digital que, més enllà d'elevar el nivell de maduresa digital de l'empresa, produïsc el canvi cultural per a aconseguir la transformació i la innovació contínua. Tots dos components d'aquesta investigació, tant el model de diagnòstic com la metodologia del pla de transformació, en versions inicials simplificades, van ser provats en el marc d'operacions de la Cambra de Comerç de València. Posteriorment, les versions finals del model de diagnòstic i de la metodologia per a elaborar el pla de transformació digital s'han convertit en una solució comercial de l'empresa valenciana Metric Salad, amb el nom de HUMAN-DT, complint el seu propòsit de ser d'utilitat per a qualsevol pime. [EN] Digital transformation is a driving force for business competitiveness. It turns traditional companies into digital ones with a strong capacity for innovation and agility to adapt to constantly changing environments and markets. But it is a complex process that seems to be a privilege of large organizations. Currently, the digital gap between SMEs and large companies represents a problem for the economic development of a country where SMEs represent 99% of the business industry. The situation is aggravated by the lack of knowledge that SMEs have about digital transformation and the tendency to confuse it with other concepts, such as digital marketing or digitization, which do not tap the capabilities that a digital company must have to compete in current markets. In addition, most of the digital transformation models and methodologies offered by consulting companies require high financial and time resources, which are out of the SMEs. This is how the need arises to create a digital maturity diagnosis model focused especially on small and medium-sized companies and adaptable to any sector of activity. Also, to develop a methodology to elaborate a realistic and achievable digital transformation plan. To resolve this issue, a bibliographic review was carried out on methods and models for diagnosing digital maturity and indicators for its measurement and evaluation, obtaining very few results. From there, the research focused on identifying the fundamental elements to determine the digital maturity of SMEs that are common to all of them. Six analysis axes were established: 1. Business strategy, 2. Customer management, 3. Human talent, 4. Processes, 5. Technologies, and 6. Sustainability; with their respective components and indicators. Likewise, a methodology was designed to develop a digital transformation plan that, beyond raising the level of digital maturity of the company, produced the cultural change to achieve transformation and continuous innovation. Both components of this research, the diagnostic model and the methodology of the transformation plan, in simplified first versions, were tested in the operations framework of the Valencia Chamber of Commerce, obtaining satisfactory results and resulting in their implementation in other Chambers of Commerce of Spain. Subsequently, the final versions of the diagnostic model and the methodology to develop the digital transformation plan have become a commercial solution of the Valencian company Metric Salad, with the name of HUMAN-DT, fulfilling its purpose of being useful for any SME.

The uptake of digital business models has been distinctly evident over the recent years, causing profound changes across industries. Even though various scholarly papers attempt to investigate those developments, empirical studies of factors that influence digital business models’ maturity are still scarce. This research paper aims to address this literature gap, achieved by empirically testing the relationship between relevant managerial factors and digital business models maturity. Through a multi-national study with 162 participating companies operating within the sector of yachting tourism, followed by a qualitative and quantitative analysis of the obtained primary results, it has been found that managerial competencies, including management education and their digital skills, positively affect digital business model maturity of the respective companies.

Orientador: Antonio Batocchio Tese (doutorado) - Universidade Estadual de Campinas, Faculdade de Engenharia Mecânica Resumo: A conceituação da Quarta Revolução Industrial a partir de um melhor entendimento das tecnologias digitais trouxe uma nova perspectiva para a pesquisa e investigação de como deveriam ser os novos modelos de negócio a partir do uso de soluções disruptivas que impactam nos modelos tradicionais de gestão das cadeias de suprimentos. Nos últimos dez anos diversas linhas de pesquisa debateram e propuseram modelagens estratégias visando conectar os atuais modelos de gestão das organizações para um novo cenário digital. Ainda que não exista um padrão, percebe-se que o tema não é exaustivo o que gera diversas oportunidades de investigações sobre o tema. Sabe-se, entretanto que, um processo transformacional é complexo e necessita de um claro entendimento para a implementação de uma estratégia digital que seja conectada com as estratégias de negócio e funcional. As diferentes linhas de pesquisa estudadas na fundamentação teórica deste trabalho propõem caminhos e ferramentas para iniciar um processo de transformação digital porem carecem de um procedimento estruturado para ser utilizado no âmbito prático de uma jornada. Uma das linhas de pesquisa direcionadoras é a análise de maturidade pois traz a percepção do estágio da organização sob diferentes dimensões. Outras linhas de pesquisa sugerem a experimentação de soluções de tecnologias. Mesmo que não diretamente conectada a estratégia do negócio e com foco em um processo específico a experimentação pode ser considerada um direcionador ou uma etapa inicial. Este trabalho identificou uma oportunidade de contribuir com a pesquisa e com a sociedade propondo uma nova visão sobre o tema a partir de um melhor entendimento de como deveria ser feito o direcionamento da transformação digital a partir da análise da estratégia do negócio, impactos, e as novas exigências de conhecimentos e habilidades para conduzir uma mudança tão significativa sem que ocorra desalinhamentos e frustações. O trabalho foi estruturado a partir de uma fundamentação teórica sobre cadeias de suprimentos digitais, transformação digital e maturidade digital e inclui temas correlatos como inovação, otimização e o papel das tecnologias digitais no processo transformacional. O trabalho contempla uma pesquisa qualitativa dos principais pontos estudados na fundamentação teórica avaliando as respostas de pesquisadores do tema e de profissionais do cenário brasileiro. O resultado da pesquisa foi confrontado com os conceitos e informações da fundamentação teórica e serviram de subsídio para a proposição do procedimento de direcionamento estratégico da transformação digital na cadeia de suprimentos. Na etapa final do trabalho, o procedimento proposto foi aplicado a dois estudos de casos em empresas de bens de capital duráveis e possibilitou concluir os estudos, obtendo os resultados necessários para validar o trabalho e avaliar a factibilidade dele na elaboração da estratégia da transformação digital. A conclusão do trabalho foi feita com base nos objetivos geral e específico propostos e as recomendações adicionais foram feitas para os futura aplicação do procedimento ou novos estudos sobre o tema Abstract: The conceptualization of the Fourth Industrial Revolution from a better understanding of digital technologies brought a new perspective for research and investigation of how the new business models should be based on the use of disruptive solutions that impact the traditional models of supply chain management. In the last ten years several lines of research have debated and proposed strategic modeling aimed at connecting the current management models of organizations to a new digital scenario. Even though there is no standard, we realize that the theme is not exhaustive, which generates several opportunities for research on the subject. It is known, however, that a transformational process is complex and requires a clear understanding to implement a digital strategy that relates to the business and functional strategies. The different lines of research studied in the theoretical foundation of this work propose paths and tools to initiate a digital transformation process but without a structured procedure to be used under the practical journey scope. One of the guiding research lines is maturity analysis, because it provides the perception of the organization's stage under different dimensions. Other lines of research suggest experimentation with technology solutions. Even if not directly connected to the business strategy and focused on a specific process, experimentation can be considered a driver or an initial stage. This work identified an opportunity to contribute to research and to society by proposing a new vision on the theme from a better understanding of how the digital transformation should be directed from the analysis of the business strategy, impacts, and the new requirements of knowledge and skills to conduct such a significant change without misalignment and frustration. The work was structured from a theoretical foundation on digital supply chains, digital transformation, and digital maturity, and includes related topics such as innovation, optimization, and the role of digital technologies in the transformational process. The work includes a qualitative research of the main points studied in the theoretical foundation, evaluating the answers of researchers on the subject and of professionals in the Brazilian scenario. The result of the research was compared with the concepts and information from the theoretical foundation and served as subsidy for the proposition of the procedure of strategic direction of the digital transformation in the supply chain. In the final stage of the work, the proposed procedure was applied to two case studies in durable capital goods companies and made it possible to conclude the studies, obtaining the necessary results to validate the work and evaluate its feasibility in the elaboration of the digital transformation strategy. The conclusion of the work was made based on the general and specific objectives proposed and additional recommendations were made for future application of the procedure or new studies on the subject Doutorado Engenharia Mecânica Doutor em Engenharia Mecânica

Many Sub-Saharan African (SSA) countries, including Guinea-Bissau, lack the requisite enabling environment to capture a larger fraction of the global digital economy or benefit from its gains and are thus at increasing risk of being left behind. Rapid digital transformation is reshaping the global economy, driving financing inclusion, closing information gaps between buyers and sellers, and changing the way economies of scale are achieved. In many, although certainly not all, parts of the continent, access to and affordability of broadband internet remains low; for that matter, even access to electricity is low, preventing Africans from being able to go online. Most public services remain offline, and many Africans lack digital identity or mobile wallets to take advantage of digital financial or other services. Digital skills and literacy remain weak. Finally, although venture capital investment on the continent continues to grow, 2021 witnessed 681 rounds of fundraising across 640 startups, totaling US5.2 billion dollars in equity raised, according to the African Private Equity and Venture Capital Association, structural constraints prevent businesses from taking greater advantage of the digital economy. Of the 716 financial technology (fintech) companies currently operating in SSA, only 5 percent have scaled. In this context, the WBG has undertaken this digital economy diagnostic of Guinea-Bissau under the leadership of the Ministry of Transport and Communication and the Vice Prime Minister. Based on desk research, virtual and in person interviews with a wide range of public and private sector stakeholders, and an April 2022 field mission to discuss preliminary findings and proposed recommendations, this report analyzes the constraints in each of the five foundational pillar and puts forward actionable recommendations categorized by priority level and sequencing. Overall, it aims to inform the national dialogue, as well as next steps, around Guinea-Bissau’s digital transformation, a policy agenda in which the Government of Guinea Bissau (GoGB) has expressed keen interest.

The widespread adoption of digital technologies continues to drive the changing environment of pre-digital organizations. Social, mobile, analytics, cloud, IoT technologies, and blockchain platforms increase the amount of available data and enable new business models. Against this background, incumbents must deal with several challenges and respond to emerging opportunities. While customers' expectations of digital offerings are rising, digital technologies are lowering market-entry barriers, leading to intensified competition. This poses a major challenge for incumbent organizations with a traditional, pre-digital business model. However, these organizations are mostly not designed for digital technologies and their implications because of their inherent structures. Therefore, pre-digital organizations striving for new value creation paths must develop the capabilities required to successfully adopt digital technologies. Furthermore, pre-digital organizations must often change existing routines and established structures to drive digital transformation. This study investigates three areas from a generalized view of the digital transformation of pre-digital organizations. First, how can pre-digital organizations adopt digital technologies? Second, how do they implement structures for digital transformation? Third, how do they organize themselves for new value creation paths? This study includes six research papers, two of which can be assigned to each of these three areas. The first paper examined how pre-digital organizations may approach digital platforms and develop a platform strategy. The second paper investigated the adoption of AI-enabled systems and the effects of the techno-organizational context during the experimentation phase. The third paper introduced various approaches to developing digital capabilities regarding speed and applicability. The fourth paper investigated how pre-digital organizations manage multiple concurrent digital transformation initiatives, demonstrating how beneficial interplay management leads to complementary duality in organizational ambidexterity. The fifth and sixth research papers explored the relationship between organizational agility and organizational reliability. Therefore, the papers elaborate on the decoupling strategy and how organizations should manage their digital debt. In summary, this study examined the complexities of managing digital transformation from the perspective of pre-digital organizations, contributing to a better understanding of digital transformation.

The article describes the essence of the term "digitalization" and shows the nature of this process. The impact on people's lives and globalization itself have been determined as a result of the conducted study. Particular attention has been drawn to digital transformation, its use in the business context and its impact on such organizations as government, government agencies and other institutions involved in addressing social and global issues such as pollution and aging, using one or more existing and new technologies

Digitalization changes the context in which organizations operate creating both opportunities and threats for entrepreneurial firms. The developed concept of “digital mindset” embraces the areas where businesses are particularly exposed to the influence of digital technologies. Digital know-how relates to digital technologies and digital competences managed by means of special organizational mechanisms. Digital culture refers to the attitude that employees demonstrate regarding the practices of digital technologies usage as well as their involvement in the digital transformation process. Knowledge of value that digital technologies are able to deliver for improving customer experience and business process effectiveness is crucial for companies’ competitiveness. Having applied “digital mindset” model for the case analysis of Bank, Telecom and Retail, it was found that the most important issue was not the diagnosis of current state of distinct areas, but rather congruence among three areas of “digital mindset” and internal consistency among the elements inside the areas.