Transformation

Business transformation is best managed when there are smart leaders who recognize the needs of the organization and are willing to guide it on the right direction. Smart leadership is a critical capability that companies need in order to address all the transformational changes required to build a data-driven culture in the organization.

The ethical considerations that arise from deep business transformation often go unnoticed by transformational leaders, not to say by the ICT industry. However, ethical behavior in business transformation (and in complex decision-making environments) plays an increasingly important role, since it can provide new perspectives to understand both the transformation processes themselves and the new organizational and social impacts that are emerging.

The idea of quantum computing arose from the reflection made by scientists about the fundamental limits of computing. What they surmised is that if technology continued to comply with Moore’s Law (which states that the number of transistors in a microprocessor doubles approximately every 2 years), then the shrinking size of the circuits within a silicon chip would eventually reach a point where individual elements would not exceed the size of a few atoms.

(…) Value offerings Smart technologies provide the ability for companies to create new value offerings from reviewing or expanding their existing portfolio of products and services. These new value offerings are determined by the organization’s ability to collect and analyze data on customers from their interactions with the products and services, as well as by incorporating increasingly innovative elements into them.

Smart organizations are constantly changing, adapting their structures, resources, and objectives as they evolve to overcome the inertia that impedes change. Building a transformation strategy on top of the dynamic capabilities and ambidexterity of the company and through the implementation of multiple simultaneous projects is an effective way to reduce risks and have better cost performance.

Addressing business transformation involves developing capabilities to quickly adapt to predictable and unpredictable environmental changes and create and capture new value. Events such as the appearance of new technologies and disruptive/innovative business models, the shortening of product life cycles, and a more dynamic competitive landscape require new strategic responses from business organizations.

In the new era of data and smart technologies, the consumer is king when companies must decide on new technologies and business transformation. In these new times, the tangible resources (including the tangible products) on which the fundamental competitive capabilities of businesses were based are beginning to lose relevance in favor of the intangible assets and services delivered by the organization.

The idea of “digital transformation” refers to a process of profound and evolutionary change that affects all aspects of an organization, led by digital capabilities and technologies aimed at creating value.

FiBT offers insights from combined academic and professional research on the most relevant sources in the field of business transformation. The insights are intended to serve the community of transformational leaders as a reference knowledge base for better decision-making in their change initiatives.

Being clear about the main concepts surrounding that of digitalization is no longer straightforward. The term has been so abused by so many people with so many different intentions that it has ceased to be useful for sharing ideas with each other, and shrouded in tons of dust and without substance.