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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Published in | The journal of strategic information systems Vol. 28; no. 1; pp. 17 - 33 |
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Main Authors | , , |
Format | Journal Article |
Language | English |
Published |
Kidlington
Elsevier B.V
01.03.2019
Elsevier Science SA |
Subjects | |
Online Access | Get full text |
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Summary: | •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. |
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ISSN: | 0963-8687 1873-1198 |
DOI: | 10.1016/j.jsis.2018.11.003 |