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Digital Transformation Strategies: Theory and Practice [Paperback / softback]

  • Format: Paperback / softback, 332 pages, height x width: 241x184 mm, weight: 650 g
  • Pub. Date: 21-Sep-2021
  • Publisher: SAGE Publications India Pvt Ltd
  • ISBN-10: 9391370330
  • ISBN-13: 9789391370336
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  • Format: Paperback / softback, 332 pages, height x width: 241x184 mm, weight: 650 g
  • Pub. Date: 21-Sep-2021
  • Publisher: SAGE Publications India Pvt Ltd
  • ISBN-10: 9391370330
  • ISBN-13: 9789391370336
Other books in subject:
This textbook offers a unique combination of theory, practical applications and case studies on digital transformation strategies.

This textbook offers a unique combination of theory, practical applications and case studies on digital transformation strategies.

Digital transformation is the process of changing conventional business models enabled by digital technologies. This involves strategically deploying digital technologies to create differential value of an organization. Digital transformation encompasses strategy changes, business model innovation, product and process innovation, and organizational innovation, all wrapped in a layer of newer technologies.

This textbook helps define transformation and digitalization and contrasts them with digitization and automation. The book also presents a comprehensive digital strategy framework and describes each of its elements through several examples and exhibits. It provides useful insights into industry-specific cases, suggests detailed templates for digital implementation, and describes the risks in execution of digitalization and potential mitigation strategies. 

Key Features:

• Covers all the key aspects of digital transformation required to build a career in consulting and implementation of digital strategy in business

• Cases and examples from multiple industrial sectors to aid understanding of real-life practices and implementation of digital transformation

• Structured in a reader-friendly manner to engage students, instructors, and junior and mid-level executives

• Assumes no prior understanding of strategy, product development or process innovation 
List of Exhibits
xiii
List of Abbreviations
xvii
Preface xxi
Acknowledgements xxiii
About the Authors xxv
1 Introduction to Digital Strategies
1(20)
1.1 Digital Strategies
2(1)
1.2 Defining Digital Strategy
2(1)
1.3 Introduction to Business Transformation
3(6)
1.4 Digital Strategy Framework
9(1)
1.5 Digitalization versus Digitization
10(2)
1.6 Digital Technologies
12(1)
1.7 Drivers for Digital Strategies
13(5)
1.8 Degree of Digital Adoption
18(1)
Summary
19(1)
Discussion Questions
20(1)
Glossary
20(1)
References
20(1)
2 Strategic Management
21(25)
2.1 Defining Strategy
22(1)
2.2 How Is Strategy Changing?
22(2)
2.3 Strategic Management Framework
24(16)
2.4 Use of Digital Technologies in Strategy Planning
40(1)
2.5 Does Every Company Need a Digital Strategy?
41(2)
Summary
43(1)
Discussion Questions
44(1)
Glossary
44(1)
Notes
44(1)
References
45(1)
3 Process and Product Innovation
46(22)
3.1 Process innovation
47(8)
3.2 Product Innovation
55(11)
Summary
66(1)
Discussion Questions
66(1)
Glossary
67(1)
Note
67(1)
References
67(1)
4 Business Model Innovation
68(22)
4.1 Defining Business Models
69(1)
4.2 Types of BMI
69(2)
4.3 Why Is BMI Important?
71(1)
4.4 The Recent Focus on BMI
72(1)
4.5 Types of Pricing Models
73(3)
4.6 Managing Multiple Business Models
76(1)
4.7 Determining the Right Business Model
77(1)
4.8 Building a Business Model
78(3)
4.9 The Building Blocks of Business Models
81(1)
4.10 Business Model Frameworks
81(7)
Summary
88(1)
Discussion Questions
88(1)
Glossary
88(1)
Note
88(1)
References
88(2)
5 Leadership and People
90(17)
5.1 Transformational and Transactional Leadership
91(1)
5.2 Role of the Leader in Digital Strategies
92(2)
5.3 Role of Investors and Boards
94(1)
5.4 The Chief Digital Officer
94(2)
5.5 Role and Impact on Teams: The Future of Work
96(3)
5.6 Designing an Adaptive Organization
99(2)
5.7 Ambidextrous Organizations
101(4)
Summary
105(1)
Discussion Questions
105(1)
Glossary
106(1)
Notes
106(1)
References
106(1)
6 Digital Technologies I
107(26)
6.1 Introduction
108(1)
6.2 Taxonomy of Digital Technologies: A Managerial Abstraction
109(3)
6.3 Second-order and Higher-order Capabilities Underpinned by Digital Technologies
112(2)
6.4 Distinguishing Characteristics of Digital Technologies
114(14)
Summary
128(1)
Discussion Questions
128(1)
Glossary
129(2)
Notes
131(1)
References
132(1)
7 Digital Technologies II
133(22)
7.1 Distinguishing Characteristics of Digital Technologies: Segue from
Chapter 6
134(18)
Summary
152(1)
Discussion Questions
153(1)
Glossary
153(1)
Notes
154(1)
8 Composite Technologies
155(27)
8.1 Introduction
155(3)
8.2 The Internet of Things (IoT)
158(11)
8.3 Artificial Intelligence (AT)
169(4)
8.4 Blockchain
173(4)
8.5 The Frontier of Emerging Digital Technologies
177(1)
Summary
178(1)
Discussion Questions
179(1)
Glossary
180(1)
Notes
180(1)
References
181(1)
9 Platform Strategies
182(18)
9.1 History of Sharing Economy
183(1)
9.2 Platforms' Evolution
184(1)
9.3 Platform Business
185(1)
9.4 Classification of Platforms
186(5)
9.5 Network Effects
191(1)
9.6 Multisided Platforms
192(1)
9.7 Platform Native versus Platform Transitioned
193(2)
9.8 Leadership Challenges with Platforms
195(1)
9.9 Risks with Platforms
196(2)
Summary
198(1)
Discussion Questions
198(1)
Glossary
199(1)
References
199(1)
10 Digital Use Cases
200(17)
10.1 Financial Services
200(5)
10.2 Retail
205(2)
10.3 Healthcare
207(4)
10.4 Smart Cities
211(3)
Summary
214(1)
Discussion Questions
215(1)
Glossary
215(1)
Notes
215(1)
References
216(1)
11 Digital Supply Chains
217(26)
11.1 Supply Chain Management: A Conceptual Foundation
218(7)
11.2 Capabilities Enabled by Digital Technologies
225(3)
11.3 Digital Supply Chains: Transformation Potential
228(9)
11.4 Anticipating, Preparing for and Defining the Future of Digital Supply Chains
237(2)
Summary
239(1)
Discussion Questions
240(1)
Glossary
240(1)
Notes
241(1)
References
242(1)
12 Digital Marketing
243(23)
12.1 Creating a Marketing Strategy
244(1)
12.2 Going Digital
245(2)
12.3 Defining Digital Marketing
247(1)
12.4 The Digital Marketing Process
247(1)
12.5 Types of Digital Marketing
248(12)
12.6 Digital Marketing Analytics
260(3)
Summary
263(1)
Discussion Questions
264(1)
Glossary
264(1)
Note
265(1)
References
265(1)
13 Implementing Digital Technologies
266(18)
13.1 Introduction
267(1)
13.2 Digital Maturity Assessment
267(2)
13.3 Customer Mapping
269(3)
13.4 Road Map Development
272(1)
13.5 Implementing Digital Technologies
273(3)
13.6 Balancing Legacy with Digital
276(1)
13.7 Risk Management
277(1)
13.8 Managing Change
278(2)
13.9 Ethics in Digital
280(1)
Summary
281(1)
Discussion Questions
282(1)
Glossary
282(1)
Notes
283(1)
References
283(1)
Case Study Dhanashree Agro: Transforming a `Farmer-first' Model
284(1)
Introduction
284(1)
Agriculture in India (2018)
285(3)
Farmers in India
288(1)
Dhanashree Agro and Its Customers
288(8)
Discussion Questions
296(1)
Note
296(1)
Reference
296
Index 1
Srinivas R. Pingali is a Professor of Practice at the Indian Institute of Management Udaipur, India. He has close to 30 years of varied experience in product development and innovation, sales and marketing, market research and business operations in multinationals and entrepreneurial companies. He has never held a role that existed before he created it.

His areas of expertise include strategy, digital transformation and innovation. His research focus is on the intersection of digital transformation, traditional businesses including SMEs and emerging markets. Professor Pingali is a regular speaker on platform-based services, innovation and SME strategies.

He is a Chemical Engineer from University College of Technology, Osmania University, India, and holds an MBA degree in marketing from the University of Illinois at Urbana-Champaign and is an Executive Fellow in Management (doctoral equivalent) from the Indian School of Business. Shankar Prakash is a business transformation professional with 20 years of experience, spanning IT service operations, digital operations and supply chain, digital transformation and, service automation. He has worked with IBM for over 11 years and prior to that, has a diverse work experience including with Ernst & Young, Wipro and Brakes India.

He is a Professor of Practice at the Indian Institute of Management Udaipur. He teaches courses in digital technologies, artificial intelligence and IoT to MBA students. He is currently pursuing doctoral level research in digital transformation and future of work at the Indian School of Business, Hyderabad. He is an avid artificial intelligence practitioner with research interests to apply machine learning and natural language processing for knowledge synthesis. He is a mechanical engineer from Vellore Engineering College, University of Madras, and has completed the postgraduate programme in management from Indian School of Business, Hyderabad. Jyothi R. Korem was previously Managing Director of Technology Strategy and Advisory Practice with Accenture. She has more than 25 years of experience in leading technology-led business transformation engagements across various industries in different parts of the world. She has led more than 40 business transformation engagements including a billion-dollar transformation programme for a public service organization. She worked closely with CXOs in various industries across geographies during her years of experience covering the IT services value chain from transformation to outsourcing.

She brings unique perspective to digital transformation having worked across the value chainproduct, consulting and IT service organizations. She is also currently engaged in developing a technology platform and ecosystem to bring best-in-class digital transformation services to SMEs through her start-up.

She has a masters in industrial engineering from National Institute of Industrial Engineering, Mumbai, and is currently doing the executive fellow programme in management (doctoral equivalent) from Indian School of Business, Hyderabad.