Digital Transformation Strategy Making in Pre-digital Organizations: The Case of a Financial Services Provider
Journal of Strategic Information Systems, 28, 1, 17-33. DOI:10.1016/j.jsis.2018.11.003
Posted: 5 Aug 2021
Date Written: 2019
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.
Keywords: Digital transformation strategy, IS strategizing, Interpretive case study, Financial services
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