Business transformation in an age of turbulence - Lessons learned from COVID-19

The COVID-19 pandemic has caused global economic turmoil. Although many companies have suffered huge losses, some have flourished by changing their old ways of doing business. We investigate the business transformation process under drastic market changes and time pressure, with a focus on decision speed and structure in the decision & planning phase, the implementation structure and monitoring in the implementation phase, and reinforcement after the implementation. Through case studies in a variety of industries, including manufacturing, e-commerce, and finance, we explore how companies in specific contexts have dealt with the above-mentioned critical factors when transforming their business during the pandemic, whether the experienced transformation processes differ from theory, and if so, how. The examples of business transformations cover eight categories, including work from home, the use of augmented reality, internet of things, and business model redesign. Our findings reveal how these transformations are perceived and evaluated by companies one year into the pandemic. In addition, we show how decision speed, structure of the decision-making process, structure of the implementation process, and scale of the implementation impact the completion time of the transformations. Based on our results, we provide suggestions to companies for an effective business transformation in times of crisis.

Digital transformation as an interaction-driven perspective between business, society, and technology

Digital transformation, a term introduced to talk about the various changes in business and society due to the increased usage of digital technologies, has recently gained much attention both in research and in practice. However, an analysis of 41 digital transformation frameworks following a developmental literature review shows that several areas can be expanded upon. We propose a novel framework that deals with the underrepresented areas by consolidating the various concepts found in the literature, explicitly including the role of society, highlighting the evolution over time, and including the drivers of digital transformation that we classified into 23 'digital transformation interactions' across six categories. This novel perspective contributes to our macro-understanding of digital transformation and can be used as a lens for further research to generate fresh insights into unanswered research avenues. Ultimately, this paper can be the first step towards a unified understanding of digital transformation.

BT's adoption of customer centric design

Between 2005 and 2010 BT underwent a major transformation from a company with a special section devoted to 'older and disabled consumers' to a company with an inclusive design strategy. The mainstreaming of these issues responded to a demand for better, more user-friendly communications products and growing awareness of the importance of previously marginalised consumer groups. It also took place alongside the development and publication of BS7000-6, a guide to inclusive design management. Based on several product design case studies, this paper reflects on how and why this transformation was seen as necessary for future success, and how the transformation was achieved. The evolution of BT's approach has continued since, but this paper looks back in time, and documents the transformation up to 2010 and reflects the state of the company in 2010 rather than at the time of publication.