Contents List of figures List of tables Part I Digital disruption and the digital transformation imperative 1 Need for this book and research for this book Need for this book Research for this book Structure of this book How to use this book Lears, managers, and supporting professionals Instructors Students Researchers 2 Getting out of the digital terminology zoo Introduction Information systems (IS) Components of an information system Roles of information systems Types of information systems Information technology (IT) and information communications technology (ICT) Strategic information systems and digital technologies Strategic information systems Digital technologies Implications for leaders, managers, and supporting professionals Google and reflect Discussion questions 3 Understanding Digital Disruption Introduction Digital technology advancements and digital disruption Digital technology advancements Digital technology advancements as a source of digital disruption Unpacking digital disruption Disruption of customer expectations and behaviors Disruption of the competitor field and bases of competition Disruption of data availability Existential threats and game changing opportunities Existential threats Game changing opportunities Implications for the leaders, managers, and supporting professionals Google and reflect Discussion questions 4 The digital business and digital transformation imperatives Introduction Digital business Pinning down a slippery term Digital business as a future state Digital business as a change journey or change process Benefits of being a digital business The digital business imperative Digital business transformation Defining digital business transformation Digital business transformation is not just about digital technologies Challenges and risks of digital business transformation The digital transformation imperative Implications for leaders, managers, and supporting professionals Google and reflect Discussion questions Part II Forming and executing digital transformation strategy 5 Forming digital transformation strategy Introduction Learning objectives Digital Transformation strategy vs digital business strategy Digital Transformation Strategy Caveats Digital transformation is not a single initiative and does not have an overall end state Solutions, requirements, and technologies change fast and continuously during digital transformations It''s extraordinarily easy and dangerous to buy into the hype or cynicism relating to one or more digital technology advancements Among all the changes required, people and cultural changes are the most important Knowing the point at which things are mature enough and should scale is a test of real understanding Digital transformations can''t wait and won''t happen overnight Digital transformation can be financially ruinous, but it doesn''t have to be Digital transformation isn''t just for big companies Traditional IT departments or equivalent technology teams are vital to digital transformation Digital transformation is ultimately about both keeping and creating customers through offering better value Forming the initial and subsequent Strategy Forming the initial digital business strategy and digital transformation strategy Forming the initial digital business strategy Forming the initial digital transformation strategy Subsequent digital business strategy and digital transformation strategy 6 Executing digital transformation strategy Introduction Learning objectives Principles for executing digital transformation Secure ownership and/or top management team commitment Secure Adequate investment Set clear targets or deliverables that are externally benchmarked wherever possible Find ways to continuously and effectively involve, engage, and regularly communicate with all internal and external stakeholders Sequence initiatives so as to continuously deliver value and to build the confidence of the wider organization Get implementation feedback early and continuously Observe and measure the right things, then leverage insights to inform transformation decisions Encourage and promote fast, adaptable, and customer centric ways of working Appoint a leadership team that can effectively influence/lead stakeholders, can attract top talent, and can execute the digital transformation strategy Effective processes or approaches for executing digital transformation strategy Agile program and project management approaches Hoshin Kanri or Lean strategy deployment Change acceleration process Simple rules process Reverse acquisition approaches Implications for leaders, managers, and supporting professionals Part III Leadership and management of digital transformation 7 Building and Leading the Digital Transformation Team Introduction Learning objectives Required types of roles and expertise for the digital transformation team Strategic leader or Principal digital transformation leader (e.g., CDO, COO, CIO, CTO) Technology leaders and Technology specialists Technology Implementation leads Customer experience and engagement specialists Security and compliance specialists Business-Technology Liaisons Project managers and change managers Digital business capability leaders and specialists Specialist professional services Implications and Caveats 8 The Digital disruption and transformation of management Introduction Learning objectives Management Functions and Roles Resilience of Fayol''s management functions Mintzberg''s ten managerial roles Digital disruption and transformation of management functions, roles, and competencies 9 Keeping up with the pace of technology changes Introduction Learning objectives Importance and challenge of keeping up with digital technologies Common strategies and practices for keeping up with digital technologies Strategies and practices from the research on technological knowledge renewal effectiveness Perceived need for digital technology competencies, appreciation of the technology learning challenge, and tolerance for ambiguity Learning from external experts and learning from internal experts Strategies and practices from practitioners Have an evolving plan for managing information overload Continuously upgrade your learning efficiently Choose the right learning platforms Embrace omnichannel learning Build and leverage thought leaders on social networks Configure your search engines, social media, and email subscriptions Have an effective and sustainable personal information management strategy Participate in hackathons and accelerators Volunteer for a startup Implications for leaders/managers/supporting professionals Google and reflect Discussion questions Part IV Understanding digital business capabilities: Primers for leaders and managers 10 Digital Transformation strategy and Digital Business Strategy Capabilities Introduction Learning objectives Understanding digital business strategy Understanding Digital Transformation Strategy Implications for leaders, managers, and supporting professionals Google and reflect Discussion questions 11 Digital Innovation, digital learning, and Adaptability/Agility capabilities Introduction Learning objectives Digital innovation Digital innovation vs traditional innovation Implications for leaders and managers Digital Learning Digital learning vs traditional learning Implications for leaders, managers, and supporting professionals Adaptability and ability Implications for leaders, managers, and supporting professionals Google and reflect Discussion questions 12 Digital customer experience, digital customer engagement, and digital stakeholder engagement capabilities Introduction Learning objectives Digital customer engagement and Digital Stakeholder Engagement Digital Customer Engagement Digital stakeholder engagement Implications for leaders, managers, and supporting professionals Digital customer experience Implications for leaders, managers, and supporting professionals Google and reflect Discussion questions 13 Enterprise architecture management, DT adoption and use, and data management/data analytics/data science capabilities Introduction Learning objectives Enterprise architecture and enterprise architecture management Enterprise Architecture Enterprise Architecture Management Implications for leaders, managers, and supporting professionals DT adoption and use Implications for leaders, managers, and supporting professionals Data Management, Data Science, and Data Analytics Data Management Data Analytics and Data Science Implications for leaders, managers, and supporting professionals Google and reflect Discussion questions 14 Cybersecurity management, digital risk management, and dig.