Track: Operations Management

Abstract

Digital transformation technologies can enhance work processes and redesign the employees’ tasks but could have a huge impact on the employee work deliverables and ultimately the goals and objectives of the organization. The rapid growth in cloud-based applications, real-time customer interactions and feedback, and data analytics reports are forcing organizations to redefine the business processes, organizational structures, and human resource utilization to gain a competitive advantage by incorporating and implementing the new digital technologies (Korn, 2018). Although any organization that would like to succeed in implementing a digital transformation strategy needs to focus on multiple disciplines and principles within the organization. Equally, an organization could potentially achieve its goals by re-engineering business processes and by looking at technologies that underpin and drive organizational advancements in their market segment but could be negatively impacted by the lack of skilled employees (Almgren and Skobelev, 2020). However, these depend on two elements, namely the choice of digital technology and financial capabilities with the ability to use it for value creation. This paper provides some insight into a potential conceptual framework to ensure an organization succeeds by focusing on the critical importance of highly skilled and competent human resources. The article reviews and defines the potential relationship and influence between the leadership styles and the utilization of the human capital within the organization, with the notion that an organization must then understand and select the correct digital transformation technology for their industry and ensure alignment with the organizational goals and objectives. Additionally, it advocates an approach to defining and measuring the return on investment through cost analysis processes and to ensure the implementation of the correct digital strategy roadmap. Recent research findings indicate that the estimated failure ratio is between 66% to 84%. (Correani, and De Massis, et al, 2020). The inconsistency between the strategy formulation and implementation process is the main issue for failure which has a huge financial impact on the organization’s revenue, work deliverables, and products and services. As a result, future management processes must ensure that the elements are managed and adjusted to address any future economic and market challenges, trends, and new opportunities. Subsequently, such an approach creates the foundation and building blocks for success, and future growth for an organization, which could be achieved and ensured through a conceptual framework for the successful implementation of an organizational digital transformation that ensures all the elements of an organization are redesigned and changed through the digital transformation project. (Brown and Harvey, 2006).