Peer Reviewed Journal via three different mandatory reviewing processes, since 2006, and, from September 2020, a fourth mandatory peer-editing has been added.
Digital transformation programs do not have an enviable track record of success. The technical potential of digital technologies is seemingly limitless but it must be grounded in a clear understanding of how the firm creates fundamental values.
While there are significant differences between startup firms with no existing business infrastructure and well-established firms seeking to leverage benefits from applying digital technologies to existing operations, both rely on an underlying theory of success. In the case of a completely new business, a built-in approach to integrating digital technology with the basic theory of success is appropriate. For existing businesses with business models in place, the integration could result in a bolted-on approach. This has some unique challenges, not least in relation to employee resistance and acceptance.
Digital leadership is about building a shared theory of success for digital business transformation. Developing management flight simulators (MFS) helps to surface assumptions and beliefs about current business model behavior and aims to enhance learning about the consequences of changing the logic of the business model.
Systems thinking and modeling provides a powerful approach to developing dynamic business models for operationalizing and communicating the utilization of innovative digital technology.
