New digital technologies, particularly what we refer to as SMACIT 3 (social, mobile, analytics, cloud and Internet of things [IoT]) technologies, present both game-changing opportunities and existential threats to big old companies. GE's "industrial internet" and Philips' digital platform for personalized healthcare information represent bets made by big old companies attempting to cash

Definitions of IS Strategy Related Terms in Literature Term Used Definition Provided Source I/T strategy None provided Henderson and Venkatraman 1999 Information Management Strategy "A long-term precept for directing, implementing and supervising information management" (information management left undefined) Reponen 1994 (p. 30) "Deals with management of the entire information systems function," referring to Earl (1989, p. 117): "the management framework which guides how the organization should run IS/IT activities" Ragu-Nathan et al. 2001 (p. 269) List of the 48 Articles Examining IS Strategy and Their Conceptions Article ID Authors Journal Year Volume Issue Conception 1: IS Strategy as the Use of IT to Support Business Strategy

Practical advice for redesigning “big, old” companies for digital success, with examples from Amazon, BNY Mellon, LEGO, Philips, USAA, and many other global organizations. Most established companies have deployed such digital technologies as the cloud, mobile apps, the internet of things, and artificial intelligence. But few established companies are designed for digital. This book offers an essential guide for retooling organizations for digital success. In the digital economy, rapid pace of change in technology capabilities and customer desires means that business strategy must be fluid. As a result, the authors explain, business design has become a critical management responsibility. Effective business design enables a company to pivot quickly in response to new competitive threats and opportunities. Most leaders today, however, rely on organizational structure to implement strategy, unaware that structure inhibits, rather than enables, agility. In companies that are designed for digital, people, processes, data, and technology are synchronized to identify and deliver innovative customer solutions—and redefine strategy. Digital design, not strategy, is what separates winners from losers in the digital economy. Designed for Digital offers practical advice on digital transformation, with examples that include Amazon, BNY Mellon, DBS Bank, LEGO, Philips, Schneider Electric, USAA, and many other global organizations. Drawing on five years of research and in-depth case studies, the book is an essential guide for companies that want to disrupt rather than be disrupted in the new digital landscape. Five Building Blocks of Digital Business Success Shared Customer Insights Operational Backbone Digital Platform Accountability Framework External Developer Platform

No abstract