Digital transform ppt 11th aug
- 1. DIGITAL TRANSFORMATION OF SME’S PROF. VALENTINA DELLA CORTE & DR. GIOVANNA DEL GAUDIO UNIVERSITY OF NAPLES FEDERICO II
- 2. PREMISES • SMEs tend to suffer the most due to the highly turbulent and competitive environment in which they operate • SMEs that make optimal use of information communication technology (hereafter ICT) can access new market opportunities, gain new knowledge regarding their customers, and improve new product development processes more effectively • Despite the recognition of the importance of e-business implementation in SMEs, the literature on the link between IT and business performance remains inconclusive
- 3. DIGITAL TRANSFORMATION TRENDS 1/2 Vertis, 2020
- 4. DIGITAL TRANSFORMATION TRENDS 2/2 Vertis, 2020
- 5. CUSTOMERS AND TECHNOLOGY Vertis, 2020
- 6. DEFINITIONS OF DIGITAL TRANSFORMATION Author/s Year Definition Bouwman 2019 Digital transformation is defined as the process that is used to restructure economies, institutions, and society on a system level Liere-Netheler et al. 2018 The use of new digital technologies (social media, mobile, analytics or embedded devices) to enable major business improvements (such as enhancing customer experience, streamlining operations or creating new business models Chanias 2017 Extended use of advanced IT, such as analytics, mobile computing, social media, or smart embedded devices, and the improved use of traditional technologies, such as enterprise resource planning (ERP), to enable major business improvements. Clohessy et al. 2017 The changes digital technologies can bring about in a company’s business model, which result in changed products or organizational structures or automation of processes. Hess et al. 2016 Digital transformation encompasses the digitization of sales and communication channels, which provide novel ways to interact and engage with customers, and the digitization of a firm’s offerings (products and services), which replace or augment physical offerings. Digital transformation also describes the triggering of tactical or strategic business moves by data-driven insights and the launch of digital business models that allow new ways to capture value. Matt. et al 2015 Digital transformation strategy is a blueprint that supports companies in governing the transformations that arise owing to the integration of digital technologies, as well as in their operations after a transformation. Westerman et al. 2014 The use of technology to radically improve performance or reach of enterprises.
- 7. SMALL AND MEDIUM ENTREPREISES: APPROACH TOWARDS THE DIGITAL TRANSFORMATION Level1 •Digital awareness Level 2 • Digital Enquirement Level 3 •Digital collaboration Level 4 •Digital trasformation
- 8. LEVERAGING DIGITAL TECHNOLOGIES TO UNCOVER NEW PATHS FOR VALUE CREATION Digital technologies alone provide little value to an organization (Kane, 2014). It is their use within a specific context that enables a firm to uncover new ways to create value, consistent with the enduring idea that organizational change is an emergent phenomenon (Markus and Robey, 1988). In this section, we outline these new paths to value creation and present elements relevant to unlock the transformative potential of digital technologies
- 9. SOCIAL AND RELATIONAL DIMENSIONS OF DIGITAL TRANSFORMATION IN SMES Digital transformation (Matt et al., 2015), SMEs are thus increasingly in need of professional IT resources as well as support from socioeconomic development organisations and institutions SMEs need to develop and/or access strategic technology partnership capabilities which form a complex set of capabilities related to: complementarity; learning and exploitation; organisational elements; network, alliance and partnership, as well as technological, innovative and internal expertise The effective management of IT financial aspects, their use, and the changes in value creation and structures they cause (Matt et al., 2015), however, requires some attention be given to relational (Dyer and Kale, 2007), social (Reich and Benbasat, 2000), and cognitive dimensions (Tan and Gallupe, 2006).
- 10. DIGITAL PLATFORM BASED ON INNOVATION MANAGEMENT THEORY Bouwer, 2017 Application & Data suppliers Application & Data consumers
- 11. Systemic innovation Sources of external knowledge THEORETICAL FRAMEWORK At the firm level, innovation can be considered as: a process of development and change that is directly influenced by the “technological” (product and process) and “non technological” (marketing and organizational) characteristics of the innovations, by the level of tacitness of knowledge and the capacity to accumulate know-how within the firm, by the ability to produce creative ideas, and by the degree of appropriability of innovation from external source CAPABILITY STREAM CULTURAL STREAM CORPORATE ENTREPRENEURIAL STREAM OPEN INNOVATION APPROACH Product innovation Process innovation Marketing innovation Organizational innovation The most common categorizations are the innovation types presented by the Oslo Manual: (Organisation for Economic Co- operation and Development, 2005) Digital transformation
- 12. INNOVATION AND DIGITAL TRANSFORMATION IN WINE SMES 1/2 Although there are several studies focusing on modes of innovation, for the purpose of this study, there seems to be appropriate to consider the sectorial system of innovation with specific reference to wine industry
- 13. INNOVATION AND DIGITAL TRANSFORMATION IN WINE SMES 1/2
- 14. RESEARCH METHODOLOGY AND METHODS FOR DATA COLLECTION • Deductive research approach • Exploratory case study – Panel: wine firms operating in Campania Region RESEARCH DESIGN •Firms listed in the register of Campania Region provinces’ Chambers of CommerceSOURCE OF DATA •Focus groups with three different oenologists and experts of the Campania Region’s wine industry • Pilot survey (sample of 20 wine firms) • CAWI and CATI methods TOOLS
- 15. THE EMPIRICAL SETTING:DESCRIPTION OF THE SAMPLED WINE FIRMS Description of sampled firms Respondent’s profile Sampled firms’ geographical distribution Population and sample’s geographical distribution Napoli 16% Avellino 39% Benevento 21% Caserta 15% Salerno 9%
- 16. DATA ANALYSIS AND DISCUSSION Wine firms are able to implement any level of innovation “no innovation” vs. “a little innovation” and “much innovation” Do traditional and terroir-oriented wine firms adopt innovation? If yes, how do wine firms implement the different dimensions of innovation? RQ1 RQ1a
- 17. DATA ANALYSIS AND DISCUSSION Wine firms perceive only some innovation typologies as really significant “no innovation” and “a little innovation” vs. “much innovation” Do traditional and terroir-oriented wine firms adopt innovation? If yes, how do wine firms implement the different dimensions of innovation? RQ1 RQ1a
- 18. DATA ANALYSIS AND DISCUSSION Wine firms that implement some kinds of innovations conceive these ones as very significant “a little innovation” vs. “much innovation” Do traditional and terroir-oriented wine firms adopt innovation? If yes, how do wine firms implement the different dimensions of innovation? RQ1 RQ1a
- 19. FINDINGS AND CONCLUSION The case of the wine industry in Campania Region enables the study of innovation practices, ranging from technical change and renovation to knowledge acquisition, in a traditional sector and in a region that has a long-lasting history in the viticulture process and still able to preserve some degree of competitiveness. Those firms that implement innovation can de facto be considered as “big innovators”, since they have a propensity for attributing to the selected items a remarkable importance. RQ1 RQ1a
- 20. Databenc is a high tech district in cultural heritage, set within the National Operative Program (PON 2007-2013) called “Research and Competitiveness” referring to the line of intervention n.2 “Districts of high technology and related networks” to whom the feasibility study of DATABENC is linked. DIGITAL TRANSFORMATION IN THE CULTURAL SECTOR
- 21. In Italy cultural heritage represents a resource of inestimable value There are gaps in Campania Region’ strategic management approach of both cultural and environmental heritage Fundamental premises 1/2
- 22. . Local resources can become factors of attraction . Resources’ Valorization Fundamental premises 2/2
- 23. Databenc: the concept Smart innovation Integrated knowledge Conservation, Valorization and Sustainable Fruition Diagnostic monitoring
- 24. HOW DIGITAL TRANSFORMATION SUPPORTS DATABENC
- 27. Local community Awareness of the Community’s role Tourists Awareness of the active role of tourists Socially disadvantaged classes Awerness of socially disadvantaged classes’ needs End-users of Databenc’s offer
- 28. CONCLUSIONS • Nowadays, SMES cannot remain unaware of the opportunities offered by both digitalization and other aspects of innovation • The digital transformation is accelerating and has implications for all actors concerned, and especially for entrepreneurs who perceive and understand the situation and its challenges in multiple ways • The growing universe of IT applications of all kinds, including existing turnkey IT applications, requires significant efforts on the part of actors generally not equipped to cope with business, technological and managerial requirements. • Digital Privacy is one of the biggest issues. Several actors impose controls on technology companies, we will be seeing more companies finally get serious about privacy and data security issues in next years.
Editor's Notes
- #21: The National Operational Programme Research and Competitiveness (2007-2013) is co-financed by the European Regional Development Fund and has the following nature: a mission, aiming at repositioning the competitiveness of Campania Region in line with regional policies and with those relative to the ‘country- system’ marked by a quickly and greatly changing international scene. This line takes a 'mixed' approach (top down and bottom up) and is marked by the direct involvement of the intended addressees of the interventions, and includes qualified technical information programmes, specifically for small and medium sized enterprises.
- #22: Italy's contributions to the cultural and historical heritage of Europe and the world remain immense Italy is home to the greatest number of UNESCO World Heritage Sites (48) to date out of a total of 962 and then owns 4.99% of the world's heritage
- #26: This line takes a 'mixed' approach (top down and bottom up) and is marked by the direct involvement of the intended addressees of the interventions, and includes qualified technical information programmes, specifically for small and medium sized enterprises.
- #27: a strategy, integrating into a single, coherent policy of sustainable development, with the many actions and resources relative to research and innovation started up and in the initial stages, on a regional, national and community level