Digital transformation strategy making in pre-digital organizations: The case of a financial services provider

•Digital strategy making is different from upfront strategic planning.•A digital transformation strategy is continuously in the making.•The crafting of a digital transformation strategy is a highly dynamic process.•We propose a process model for pre-digital organizations in traditional industries. T...

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Vydáno v:	The journal of strategic information systems Ročník 28; číslo 1; s. 17 - 33
Hlavní autoři:	Chanias, Simon, Myers, Michael D., Hess, Thomas
Médium:	Journal Article
Jazyk:	angličtina
Vydáno:	Kidlington Elsevier B.V 01.03.2019 Elsevier Science SA
Témata:	Case studies Conventions Decision making Digital transformation strategy Financial services Information systems Information technology Interpretive case study IS strategizing Learning Organizations Strategies Studies Transformation Interpretive case study Digital transformation strategy IS strategizing Financial services
ISSN:	0963-8687, 1873-1198
On-line přístup:	Získat plný text
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Abstract	•Digital strategy making is different from upfront strategic planning.•A digital transformation strategy is continuously in the making.•The crafting of a digital transformation strategy is a highly dynamic process.•We propose a process model for pre-digital organizations in traditional industries. The formulation and implementation of a digital transformation strategy (DTS) has become a key concern for many pre-digital organizations across traditional industries, but how such a strategy can be developed remains an open question. We used interpretive in-depth case study research to study how a European financial services provider has formulated and implemented a DTS. By focusing on the underlying processes and strategizing activities, we show that digital strategy making not only represents a break with the conventions of upfront strategic information systems (IS) planning, but reveals a new extreme of emergent strategy making. Specifically, we conclude that a DTS is continuously in the making, with no foreseeable end. By building on theory from IS strategizing and strategy-as-practice literature, we theorize an integrated process/activity model that characterizes DTS formulation and implementation in pre-digital organizations. Our model shows that the crafting of a DTS is a highly dynamic process involving iterating between learning and doing.
AbstractList	The formulation and implementation of a digital transformation strategy (DTS) has become a key concern for many pre-digital organizations across traditional industries, but how such a strategy can be developed remains an open question. We used interpretive in-depth case study research to study how a European financial services provider has formulated and implemented a DTS. By focusing on the underlying processes and strategizing activities, we show that digital strategy making not only represents a break with the conventions of upfront strategic information systems (IS) planning, but reveals a new extreme of emergent strategy making. Specifically, we conclude that a DTS is continuously in the making, with no foreseeable end. By building on theory from IS strategizing and strategy-as-practice literature, we theorize an integrated process/activity model that characterizes DTS formulation and implementation in pre-digital organizations. Our model shows that the crafting of a DTS is a highly dynamic process involving iterating between learning and doing. •Digital strategy making is different from upfront strategic planning.•A digital transformation strategy is continuously in the making.•The crafting of a digital transformation strategy is a highly dynamic process.•We propose a process model for pre-digital organizations in traditional industries. The formulation and implementation of a digital transformation strategy (DTS) has become a key concern for many pre-digital organizations across traditional industries, but how such a strategy can be developed remains an open question. We used interpretive in-depth case study research to study how a European financial services provider has formulated and implemented a DTS. By focusing on the underlying processes and strategizing activities, we show that digital strategy making not only represents a break with the conventions of upfront strategic information systems (IS) planning, but reveals a new extreme of emergent strategy making. Specifically, we conclude that a DTS is continuously in the making, with no foreseeable end. By building on theory from IS strategizing and strategy-as-practice literature, we theorize an integrated process/activity model that characterizes DTS formulation and implementation in pre-digital organizations. Our model shows that the crafting of a DTS is a highly dynamic process involving iterating between learning and doing.
Author	Myers, Michael D. Hess, Thomas Chanias, Simon
Author_xml	– sequence: 1 givenname: Simon surname: Chanias fullname: Chanias, Simon email: chanias@bwl.lmu.de organization: Institute for Information Systems and New Media, LMU Munich, Ludwigstr. 28, 80539 Munich, Germany – sequence: 2 givenname: Michael D. surname: Myers fullname: Myers, Michael D. email: m.myers@auckland.ac.nz organization: Department of Information Systems and Operations Management, University of Auckland Business School, Auckland 1010, New Zealand – sequence: 3 givenname: Thomas surname: Hess fullname: Hess, Thomas email: thess@bwl.lmu.de organization: Institute for Information Systems and New Media, LMU Munich, Ludwigstr. 28, 80539 Munich, Germany
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Snippet	•Digital strategy making is different from upfront strategic planning.•A digital transformation strategy is continuously in the making.•The crafting of a... The formulation and implementation of a digital transformation strategy (DTS) has become a key concern for many pre-digital organizations across traditional...
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SubjectTerms	Case studies Conventions Decision making Digital transformation strategy Financial services Information systems Information technology Interpretive case study IS strategizing Learning Organizations Strategies Studies Transformation
Title	Digital transformation strategy making in pre-digital organizations: The case of a financial services provider
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