O Que é a Transformação Digital? Tensões Fundamentais enfrentadas pelas Empresas estabelecidas no Cenário Mundial

Nathan Furr; Pinar Ozcan; Kathleen Eisenhardt

doi:10.24883/IberoamericanIC.v12i.2022alumniin

Autores

Nathan Furr Strategy Area, INSEAD, Fontainebleau https://orcid.org/0000-0002-1263-7709
Pinar Ozcan Department of Strategy, Innovation andMarketing, Saïd Business School,University of Oxford, Oxford https://orcid.org/0000-0002-7611-187X
Kathleen Eisenhardt Stanford University, Stanford, California https://orcid.org/0000-0002-4879-1679

DOI:

https://doi.org/10.24883/IberoamericanIC.v12i.2022alumniin

Palavras-chave:

Modelos de negócio, ferramentas digitais, transformação digital, ecossistemas, estratégia global, plataformas

Resumo

Resumo da investigação: A transformação digital é um tema dominante na economia global, mas o que significa para as empresas estabelecidas permanece perplexo tanto para os académicos como para os profissionais. À medida que o digital apaga fronteiras geográficas, industriais e organizacionais familiares, levou a caracterizações simplistas como "digital muda tudo". No entanto, enquanto o digital muda algumas coisas, outras continuam a ser as mesmas. Aqui, identificamos três tensões centrais no centro da transformação digital - produtos versus plataformas, empresas versus ecossistemas, e pessoas versus ferramentas - e descrevemos a sua economia subjacente, forças motrizes, e forças contrárias. Estas tensões enquadram uma discussão concreta de alternativas estratégicas para as empresas globais. Globalmente, enfatizamos que a transformação digital não é um estado objetivo, mas sim uma escolha estratégica por parte dos executivos a partir de uma série de alternativas.

Resumo gerencial: A transformação digital é um tema dominante na economia global, mas o que significa continua a ser perplexo para executivos e académicos. Os especialistas afirmam que "o digital muda tudo" e que os líderes devem "perturbar ou ser perturbados", mas será isto realmente verdade para as empresas estabelecidas que servem as necessidades robustas dos clientes no palco global? Compreender o que significa a transformação digital pode ser um desafio à medida que rompe fronteiras geográficas, industriais e organizacionais familiares, criando oportunidades e ameaças. Neste documento, exploramos três tensões fundamentais no centro da transformação digital - produtos versus plataformas, empresas versus ecossistemas, e pessoas versus ferramentas - e enumeramos as suas forças facilitadoras e limitadoras. Construir sobre estas construções fundamentos para fornecer bases eficazes para a formulação de estratégias de transformação digital.

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Biografia do Autor

Nathan Furr, Strategy Area, INSEAD, Fontainebleau

Associate Professor of Strategy at INSEAD, where he teaches innovation and technology strategy. Nathan earned his PhD from the Stanford Technology Ventures Program at Stanford University and holds BA, MA and MBA degrees from Brigham Young University. He has held permanent or visiting positions at INSEAD, ESSEC, and BYU. Nathan Furr is directing Leading Digital Transformation and Innovation and Innovation in the Age of Disruption and Building Digital Partnerships and Ecosystems

Pinar Ozcan, Department of Strategy, Innovation andMarketing, Saïd Business School,University of Oxford, Oxford

Ph.D. at the Stanford Technology Ventures Program (STVP) at the Stanford University Management Science and Engineering Department, and also holds a Master of Science and dual Bachelors degrees from Stanford.

Professor of Entrepreneurship and Innovation at Saïd Business School, Oxford University. She is also the academic director of the Oxford Future of Finance and Technology (Fintech) Initiative at Oxford.

Pinar specializes in strategy, entrepreneurship, and technology markets. Her current research includes AI and business models in fintech, open banking, digital disruption, and the rise of big tech platforms.

Kathleen Eisenhardt , Stanford University, Stanford, California

Doctor of Philosophy in Organizational Behavior, Stanford University (EUA). Kathleen Eisenhardt is the Stanford W. Ascherman M.D. Professor and a faculty member in the Stanford Technology Ventures Program. Professor Eisenhardt's research focus is strategy and organization, especially in technology-based companies and high-velocity industries. She is currently studying the use of "simple rules" heuristics, strategic interaction in new markets and ecosystems, strategy making in marketplaces, and business model design. She often uses multi-case theory building methods and more recently machine learning for theory building. She has received the career Scholarly Contribution Award from the Academy of Management and the Global Award for Entrepreneurship Research.

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