Compositional Modeling of Assessment of the Impact of Digital Strategy (original) (raw)
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The aim of this study is to demonstrate the role that management information systems can play in developing the digital economy. Theoretical framework. The theory of optimal discrete-continuous control, the principles of Pontryagin, Bellman and Markov and the theory of the development of digital interactions were used. Design/methodology/approach: The systematic literature review was built from the content analysis of papers from the Web of Science and Scopus database. The papers were analyzed from descriptive, bibliographic, methodological, results and citation characteristics. Findings: From the results, it was noted that Russia is the absolute position in studies related to digital economies and the role that management information systems can play in developing and achieving strategic development, growth and efficiency. Research, Practical & Social implications: Many more publications could not be included for generalisation reasons because the study included data from two databases. Additionally, our research shows that there aren't many journals that have written about cause-related digital economy. Originality/value. A model of digital control and development of digital interactions has been proposed and investigated, which takes into account the influence of the "white noise" effect in the system.
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The digital economy poses existential threats to—and game-changing opportunities for—companies that were successful in the pre-digital economy. What will distinguish those companies that successfully transform from those that become historical footnotes? This is the question a group of six researchers and consultants from Boston Consulting Group set out to examine. The team conducted in-depth interviews with senior executives at twenty-seven companies in different industries to explore the strategies and organizational initiatives they relied on to seize the opportunities associated with new, readily accessible digital technologies. This paper summarizes findings from this research and offers recommendations to business leaders responsible for digital business success.
Designing and executing digital strategies : completed research paper
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The digital economy poses existential threats to — and game-changing opportunities for — companies that were successful in the pre-digital economy. What will distinguish those companies that successfully transform from those that become historical footnotes? This is the question a group of six researchers and consultants from Boston Consulting Group set out to examine. The team conducted in-depth interviews with senior executives at twenty-seven companies in different industries to explore the strategies and organizational initiatives they relied on to seize the opportunities associated with new, readily accessible digital technologies. This paper summarizes findings from this research and offers recommendations to business leaders responsible for digital business success
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The paper contains a proposed methodology for determining the digital readiness of retail, which, unlike the known ones, allows managing the internal capabilities of digital transformation of enterprises in the FMCG retail segment. This technique has a number of advantages: data availability; ease of calculation; sufficiency and non-overloading of the attributes of the resulting feature; the possibility of using both in the process of primary self-diagnosis and at the control stage to determine the effectiveness of changes in the implementation of digital projects in retail. The proposed methodology involves the calculation of the integral index of digital readiness of retail enterprises, which is an indicator. It is based on morphological analysis and a formalized system of scoring share indices according to the selected components of internal capabilities for the digital transformation of an enterprise. The internal possibilities of digital transformation of retail are investigate...
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Over the last three decades, the prevailing view of information technology strategy has been that it is a functional-level strategy that must be aligned with the firm's chosen business strategy. Even within this socalled alignment view, business strategy directed IT strategy. During the last decade, the business infrastructure has become digital with increased interconnections among products, processes, and services. Across many firms spanning different industries and sectors, digital technologies (viewed as combinations of information, computing, communication, and connectivity technologies) are fundamentally transforming business strategies, business processes, firm capabilities, products and services, and key interfirm relationships in extended business networks. Accordingly, we argue that the time is right to rethink the role of IT strategy, from that of a functional-level strategy-aligned but essentially always subordinate to business strategy-to one that reflects a fusion between IT strategy and business strategy. This fusion is herein termed digital business strategy.
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