Five Management Pillars for Digital Transformation Integrating the Lean Thinking Philosophy

Romero, David; Flores, Myrna; Herrera, Martin; Resendez, Homero

doi:10.1109/ice.2019.8792650

Cited by 34 publications

(27 citation statements)

References 12 publications

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“…A "Digital Lean Transformation Framework" was proposed by Romero et al [52] with the aim of providing a practical approach, at the strategic level, to achieve a successful digital transformation aligned with the lean thinking philosophy. The framework was developed based on previous studies on the lean approach and digital transformation and a case study in a manufacturing company was conducted to validate the framework.…”

Section: Digital Transformation Modelsmentioning

confidence: 99%

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Digital Transformation Models for the I4.0 Transition: Lessons from the Change Management Literature

et al. 2021

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The growing diffusion of digital technologies, especially in production systems, is leading to a new industrial paradigm, named Industry 4.0 (I4.0), which involves disruptive changes in the way companies organize production and create value. Organizations willing to seize the opportunities of I4.0 must thus innovate their processes and business models. The challenges that companies must face for the transition towards I4.0 paradigm are not trivial. Several digital transformation models and roadmaps have been lately proposed in the literature to support companies in such a transition. The literature on change management stresses that about 70% of change initiatives—independently of the aim—fail to achieve their goals due to the implementation of transformation programs that are affected by well-known mistakes or neglect some relevant aspects, such as lack of management support, lack of clearly defined and achievable objectives and poor communication. This paper investigates whether and to what extent the existing digital transformation models (DTMs) and roadmaps for I4.0 transition consider the lessons learnt in the field of change management. To this aim, a Systematic Literature Review to identify existing models and roadmaps is carried out. The results obtained by the review are discussed under the lens of the change-management literature. Based on that, the shortcomings and weaknesses of existing DTMs are pinpointed. Extant DTMs mainly focus on digital transformation initiatives carried out in manufacturing companies; they do not cover all the phases of the digital transformation process but rather focus on the definition of the I4.0 vision, strategy and roadmap. Little attention is devoted to the implementation and consolidation of digital change. Change management lessons are considered to a limited extent, based on which, some suggestions for better dealing with digital transformation initiatives are discussed. The paper contributes to advancing knowledge on models and approaches to support organizations in managing digital transformation. The identification of change management activities that a digital transformation initiative should involve as well as the suggestions on how to effectively deal with it can be used by managers to successfully lead the I4.0 transition journey in their organizations.

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Section: Digital Transformation Modelsmentioning

confidence: 99%

“…Only three DTMs-i.e., Erol et al [49], Romero et al [52] and Butt [58]-explicitly mention the theoretical approach used to develop them, which are, respectively, co-innovation and strategic road mapping, the lean thinking philosophy and business process management.…”

Section: Comparison Of Dtmsmentioning

confidence: 99%

Digital Transformation Models for the I4.0 Transition: Lessons from the Change Management Literature

et al. 2021

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“…partnerships, strategic alliances, supply chain agility and automation), customer engagement, operations (decision-making, process efficiency, and automation) [42], as well as portfolio innovation [43] and digital risks (obsolescence, unauthorized data use, inefficient business processes, lacking digital skills, etc.) [44]. These elements eventually define the digital performance level of an organization [1].…”

Section: Digital Transformation and Business Strategymentioning

confidence: 99%

Accountability through Sustainability Data Governance: Reconfiguring Reporting to Better Account for the Digital Acceleration

Liakh

2021

Sustainability

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Accountability assessment is a highly relevant challenge for companies nowadays. The COVID-19 pandemic prompted a digital acceleration in business environments, which in turn brought more focus on sustainability practices that could help organizations better demonstrate their accountability, thus making them more resilient to the ever-changing socio-economic context. Therefore, this paper aims to evaluate how to further improve corporate accountability (on a strategic and operational level), taking advantage of the digitalization changes that companies are being forced to go through and applying them to the sustainability evaluation process, including the reporting as its final output. The first research outcome is a combined framework, based on data governance and sustainability literature models, seeking to optimize the manageability of sustainability data. The second outcome is a matrix, based on a content analysis of 20 sustainability reports, representing eight possible types of behavior that companies adopt when integrating digitalization practices into their sustainability evaluation process. The aim is to explore how the communication of digital activities could refine the diligence of the sustainability assessment process, with disclosure representing its last step. Finally, the ‘leading’ case was broken down into the general strategic components that could potentially be included in a balanced data-sustainability reporting strategy.

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“…Sobre cultura, uma vez que a TD exige um pensamento inovador, aberto e disruptivo que apoie a dinamicidade da tomada de riscos e a exploração de ideias (BUVAT et al, 2017;ROMERO et al, 2019;HANELT et al, 2020), a cultura inovadora fomentada por um SGI poderia estender sua abordagem para promover a chamada cultura digital. Ernst (2003) destaca que esse trabalho deve ser eficaz e multidisciplinar, apoiado por sistemas de motivação relevantes e métricas de desempenho (c.f.…”

Section: Elementos Organizacionais Do Sistema De Gestão Da Inovação Convergentes Com As Demandas E Desafios Da Transformação Digitalunclassified

Sistemas De Gestão Da Inovação E Transformação Digital: Em Busca De Uma Abordagem Integrada

Franco¹,

Martins²,

Paes³

et al. 2021

Blucher Engineering Proceedings

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Sistemas de Gestão da Inovação (SGI) têm sido debatidos há muitos anos, tendo em vista a importância central para as empresas de inovar regularmente. Mais recentemente, temos testemunhado o rápido crescimento do debate sobre a Transformação Digital (TD), que pode ser descrita como um processo de mudança organizacional, no qual as tecnologias digitais desempenham papel central. Sendo fortemente transversal em termos de conhecimento e impactos gerados, o debate da TD tem emergido de forma bastante distribuída entre várias vertentes trazendo riqueza de perspectivas, mas também complexidade. As potencialidades de uma visão mais integrada entre SGI e TD são significativas: por um lado, um SGI pode nortear iniciativas de TD por meio de estrutura e processos concebidos para lidar com projetos de alta incerteza; por outro, a TD traz uma série de conceitos e tendências, tecnológicos e organizacionais, que podem fomentar SGIs aprimorados, que melhor se amoldem às novas dinâmicas de negócio. Contudo, tal integração ainda se mostra bastante incipiente e os campos seguem majoritariamente trajetórias paralelas. Assim, por meio de revisão bibliográfica e análise conceitual, este estudo identifica pontos de intercessão entre SGI e a TD e investiga como elementos dessas abordagens podem se apoiar mutuamente.

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Five Management Pillars for Digital Transformation Integrating the Lean Thinking Philosophy

Cited by 34 publications

References 12 publications

Digital Transformation Models for the I4.0 Transition: Lessons from the Change Management Literature

Digital Transformation Models for the I4.0 Transition: Lessons from the Change Management Literature

Accountability through Sustainability Data Governance: Reconfiguring Reporting to Better Account for the Digital Acceleration

Sistemas De Gestão Da Inovação E Transformação Digital: Em Busca De Uma Abordagem Integrada

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