Development of digital business strategy

Development of digital business strategy

Student name:

Student id:

Introduction

Digital transformation is now a reality in various organisations to increase competitiveness in business in today's world. Deloitte UK has been at the forefront in assisting organisations to embrace and implement digital change and innovation strategies to enable organisations to work smart, make better decisions and gain a competitive advantage. I want to break down Deloitte's digital transformation strategy to make the point that it is not a mere digitisation strategy. It means it is about developing an integrated and very sensible approach to digital that integrates with corporate strategy. There is an emphasis on sustainable value which can be developed through the encouragement of innovation, increased operational effectiveness, and overall enhancing value for the consumer.

Deloitte UK is a major supplier of ‘digitisation’ services for business, as well as for the human sectors, for example, financial, medicinal, retail, public and administration. It has been focusing on advanced technologies, including artificial intelligence, big data, and cloud computing, which provided clients not only with efficient solutions but also efficient and sustainable. Deloitte uses these technologies with well-defined governance and change frameworks in place to achieve successful digital transformation programs with tangible outcomes (Deloitte United Kingdom, 2023).

This paper will involve an analysis of the current state of digital adoption at Deloitte operation in the UK, an analysis of Deloitte UK Business model/Digital business model and suggestions on how the can further improve its position. The topics that will be discussed in the report include The difficulties that Deloitte experiences in the process of digital strategy implementation; The specifics of enabling digital initiatives at scale; and The issues of defining and ensuring the effectiveness of technology and change operations at the firm. Through an analysis of Deloitte's strategy, this paper will offer recommendations on how digital change can be utilised to generate firm value and growth.

Current Digital Adoption

In improving business advancement and efficiency and implementing innovative digital solutions in its operations, Deloitte UK has registered commendable progress. AI and big data analytics lie at the heart of digital adoption where they are used to provide the backbone; decision-making, process automation and insights on the customers. AI empowers Deloitte to reduce monotonous work and includes data entry, report generation, and customer support to allocate human capital. Firms' artificial intelligence solutions are also applied to improve the prediction of future performance, which helps to plan the activity depending on customer needs and demands (Davenport and Ronanki, 2018).

Big data analytics on the other hand enables Deloitte to make meaning out of large data sets produced by a client's operations. The result of applying refined algorithms is that Deloitte finds valuable insights that enhance business performance. For instance, in the financial services industry, big data analytics provides the banking and insurance industries with meaningful patterns in customer transactions, understanding fraud and customer-centricity. It has also been significant for Deloitte to assist healthcare providers by using big data to develop forecasting models on patients' outcomes to drive efficient resource utilisation.

Another of the pillars of Deloitte UK's adoption of digital is cloud computing. Today Deloitte works with major clouds like AWS, Google Cloud, and Microsoft Azure – and gives scalable, secure, and cost-efficient solutions to clients. The benefits of these cloud platforms are to help businesses move their workloads from an on-site data centre to the cloud, enhance operational agility, and create opportunities to implement new technologies, including AI and machine learning, without major capital expenditures. Another, cloud computing strengthens disaster recovery, since fresh copies of data can be triggered within the cloud in cases of a hardware failure or a cyber-attack (Kane et al., 2019).

Despite all these changes, Deloitte has the following challenges in its quest to fully embrace digital technology. The first difficulty to consider is the degree of organisational inertia to transformation. Workers and supervisors might not embrace new technologies because of their unwillingness to change how they are hired, changes within the workplace environment or the challenge that comes along with changing technology systems. In response, Deloitte has embarked on extensive learning interventions that are meant to equip and prepare its human resources for the digital age. Employee engagement is therefore an important part of the digital transformation plan in Deloitte with a specific emphasis on change management.

Furthermore, Deloitte knows that there is a need to deploy technological advancements in digital media to reduce competition. The firm spends fairly a significant amount of its capital on research to find trends such as AI, the use of the cloud, and data analysis. This progressive perspective in business enables Deloitte to provide its clients with the most innovative and relevant solutions to improve their position in the marketplace. However, the fast rate of advancements in technologies is another challenge since companies need to integrate new changes in their systems (Marr, 2020).

Digital Transformation Strategy

Challenges for Deloitte UK are twofold: they are to integrate the technological strategy into the general company’s vision and to achieve, based on digital projects, the requests for growth, improved efficacy, and positive shifts in customer satisfaction. We deliver value to our clients by identifying, acquiring, changing or creating new assets that provide competitive advantage in a digital world through the use of emerging technologies such as artificial intelligence, big data and cloud. SWOT analysis and PESTEL analysis as well as Porter’s Five-Force Model helps the company to have a broader understanding of the internal and external factors that influence the envisaged organisational change efforts.

SWOT Analysis

Strengths

The major strengths of Deloitte UK include technological experience, and its credibility based on the company's knowledge of digital transformations. One of the key service offerings is the proactive use of technologies like artificial intelligence, machine learning, and big data to arrive at data-backed solutions. Deloitte leverages close relationships with key cloud providers Amazon Web Services, Google Cloud, and Microsoft Azure to deliver a solution that can scale and be implemented securely. EUR- these partnerships further guarantee a seamless journey of moving to digital processes while adopting new forms of structural analysis such as migration of data and other complex tools (Westerman et al., 2019). Moreover, Deloitte's digital governance mechanisms guarantee that all introduced changes are in line with clients' strategic vision of their activities and constantly track their progress adjusting the strategies when necessary.

Weaknesses

Deloitte has issues such as a lack of support from the employees; embracing certain technological innovations hampers the rate of digitisation. PT also highlights what employees do not like about technological advancements and AI, 36% fear losing their jobs to technology and automation while 24% do not like it whenever they have to learn new systems. Although Deloitte is successful at translating such strategies to the large corporate world, the deployment costs of AI, cloud, and big data systems scare small and medium enterprises. Further, because of the rapid development of technologies, constant reinvestment in R&D is necessary and adds pressure to resources or struggles with competing with new entrants.

Opportunities

Another deployment that shows Deloitte is well-placed to benefit from the increasing focus on data and artificial intelligence on the market. The advancement of Deloitte in methods of utilising Artificial Intelligence particularly for the aspects of predictions and automation can help sectors like healthcare, retail and financial services to provide better services. Further, the option for cloud computing can be considered as a strong development prospect because thanks to cooperation with key cloud partners Deloitte can provide unique cloud solutions for clients and become one of the leaders in cloud migration (Vial, 2019).

The potential is vast when it comes to Deloitte being able to seize the position as a pioneer of sustainability through digitalisation. Most firms look for environmentally friendly solutions and since the cloud solutions save on physical resources, this has served Deloitte well. Through AI and big data, Deloitte can adopt them into ESG for clients and track their sustainability performance.

Threats A variety of threats that may affect Deloitte’s efforts towards digitalisation include First, the threat of rapid change at the technological front is at a high level as this will compel Deloitte to reinvent it from time to time to cover up for the lost competitive advantage. Smaller technology firms that Deloitte is likely to consider as new entrants may invent disruptive technologies that create significant challenges for the company. For instance, an organisation that has developed expertise in AI or data analytics solutions may be considered a direct competitor to Deloitte due to the similarity in the solutions provided (Wamba et al., 2020).

There are other factors which will impact Deloitte's business as follows Even though the changes have slowed down in the recent past there will always be other regulatory changes for Deloitte to deal with such as data privacy and cybersecurity. This is because there is always a change in laws, such as the General Data Protection Regulation in Europe, or there are always new and emerging compliance standards when it comes to Cybersecurity throughout the globe that put pressure on Deloitte as well as its clients. No observation of these norms can lead to considerable economic and image loss. Another critical risk factor is that violation of data and cyber-attacks may significantly affect Deloitte's digital plans. This is especially the case in situations where enterprises are investing in cloud-based solutions that are used to house confidential information.

PESTEL Analysis

The PESTEL analysis enables Deloitte to assess the outside forces which affect its digital change initiative. These are PEST in full, Political, Economic, Social, Technological, environmental, and Legal.

Political

The political factors are very influential in influencing Deloitte’s digital transformation agenda. Currently, Deloitte is a Global organisation and hence is subject to a rising global network of regulation and Government policies which is most directly related to Data Privacy and Security. Regulations, such as the GDPR that control how personal data is collected and processed in the European Union, impact Deloitte's ability to carry out digital service delivery—digital capability specifically around storage and analytics (Chakravorti et al., 2020). Political instability, therefore, in some regions also poses a risk to Deloitte since the frequent changes of government both increase and reduce the regulatory volatility that affects how well the company will operate in the global markets.

Economic

Economic factors include those global economic conditions that affect the digital services of Deloitte. For example, during economic growth, enterprises will be very likely to develop projects for digitalisation that promote innovation and productivity improvement. Because in a period of economic downturn, companies might decide to spend the bare minimum when it comes to IT and Digital Transformation. Yes, Deloitte still needs to be flexible with its offerings: its digital solutions must deliver very measurable added values, especially in terms of ROI for businesses during periods of fiscal stringency.

Social

Social drivers of Digital technologies demand for Deloitte include Consumer Behaviour and the digital economy. Indeed, modern audiences require swift, well-coordinated, multi-channel, individualised interactions with brands across the spheres and industries, including lifestyle retail and financial services as well as healthcare (Kapoor et al., 2018). This is why modern businesses are ramping up their efforts in introducing digital solutions to suit these expectations. Such social trends are responded to by Deloitte's clients with the backing provided by the company in the forms of customer relations, marketing, and experience booster mechanisms such as Artificial intelligence.

Technological

The basis of Deloitte's strategy in digital transformation lies in the core technologies: AI, Machine learning, cloud and big data. Deloitte makes constant reinforcements of new technologies to remain affordable to be able to offer sophisticated solutions to its clients. On the other hand, rapid technology change is a market mandate that puts a flexibility and immediacy requirement on Deloitte to respond to changes in the market environment. For instance, as the development of AI technology continues, what Deloitte does is develop better-sophisticated algorithms of machine learning for the improvement of the digital services provided to clients to enhance proactive analyses and decision-making.

Environment

Environmental causes present a high challenge for companies and Deloitte takes this goal as a benchmark and builds up its Strategy and Operations practice in Digital Transformation. In that regard, cloud computing minimises reliance on physical data centres that demand high power and enables corporations to achieve sustainable efficient strategies (Bughin et al., 2019). ESG approaches add to Deloitte's digital strategy. The company assists clients in the employment of data analysis concerning the sustainable performance of their business depending on the specific sustainability quadrants with reporting enhanced by artificial intelligence. Because the trend for sustainability is growing among enterprises, this provides Deloitte with advantages in promoting such green digital services since there are many opportunities for it.

Legal

Legal issues are specific factors and include data privacy and intellectual property rights that will influence Deloitte's digital strategy. First, it has to make sure that the services it provides meet data protection laws in the countries the clients operate. This includes following the various rules like the General Data Protection Regulation among other laws on data protection within the region (George et al., 2020). Other decision factors that Deloitte should discuss are the legal implications of AI and automation—that is, the legal compliance of its technologies in various locations. Noncompliance with these legal requirements attracts severe penalties and also affects Deloitte’s reputation.

Porter’s Five Forces

Threat of New Entrants The threat of new entrants in the context of the described industry digital transformation consulting is moderate. The market entry is relatively easy for all the players to enter the small-scale consulting business but the implementation of digital transformation solutions on the scope of Deloitte means the huge investment in terms of technology people and relationships with clients is creating a significant entry barrier for small players. However, some of the pure-play AI or big data solution niche technology firms are tough competitors who tend to have more lean and focused services (Bessis et al., 2020).

Suppliers' bargaining power AWS, Microsoft Azure and Google Cloud suppliers share high bargaining power of the supplies because they offer the cloud infrastructure services for the digital transformation services offered by Deloitte. While these vendors have a high level of market power, Deloitte has therefore developed long-term relationships with their suppliers, thus ensuring that there is no extreme reliance on any of the suppliers. Furthermore, the current Deloitte is in a position to negotiate and win good prices with suppliers so that it can offer affordable prices for its clients while at the same time enjoying access to the newest technologies.

The bargaining power of the buyer in this industry of digital consulting, the bargaining powers of the buyer are high. The know-how and experiences for digital technologies among clients are still progressing, and they seek more suited solutions with the greatest value. Another factor may precipitate negotiation on the demand side resulting in better solutions that are cheaper, newer, and more innovative. This forces Deloitte to be innovative to offer tangible returns on investment which are key in the competition (Gimpel et al., 2021). Since different strategies, including PwC, EY, and Accenture, among other top consulting companies, exist, they increase the bargaining power of the clients.

The threat of substitutes related to Deloitte on the issue of digital transformation services is not very high. Indeed, very few competitor services can be compared to the set of digital solutions Deloitte offers, including AI, big data services, cloud solutions, and, ultimately, digital strategy consulting. However, some clients may decide to build up their internal digital skills or buy specific expertise from specialised technology solutions firms to meet certain requirements, for instance, AI-cinch analytics technologies or cybersecurity technologies. Each of these contenders is a substitute of some sort, but none can provide the multifaceted turnkey solution that Deloitte can.

Industry Rivalry Competitors within the digital transformation consulting industry are believed to be tough. Deloitte operates in direct competition with the largest firms: PwC, Accenture, EY, and KPMG—all offering almost similar services about digital transformation. Deloitte, on its part, puts much emphasis on deep knowledge in AI, data analytics, and cloud solutions, along with the implementation of end-to-end digital transformation services. To stay ahead of the competition, however, Deloitte has to invest persistently in technology and innovation so that it can deliver what its clients increasingly demand from it today (Tavoletti et al., 2022).

Management Challenges in Strategy Deployment

This type of comprehensive approach to digitisation, like the one developed by Deloitte UK, brings multiple issues to the management's attention. Probably the most important concern is the reluctance to embrace changes from not only the employees but also the management. When one talks of digital transformation, existing business processes and structures are changed and there are implications for jobs which create anxiety. This resistance may slow the use of new technologies in deploying digital approaches; therefore, Deloitte requires effective change management. Firstly, the recruitment of the employees from the initial phase that opens communication with them and facilitates training overcomes the aforesaid challenges effectively to achieve successful digital implementation at Deloitte.

Furthermore, integrating digital activities with strategic organisational objectives is a relatively challenging endeavour. Digital transformation projects, very many of them, are implemented in isolation of the overall business strategy. Deloitte has been able to do this by implementing sound governance frameworks that factor every digital drive in the achievement of the company's goals (Baptista et al., 2020). These frameworks define responsibility, monitor progress, and provide mechanisms for handling situations when the executed digital projects do not align with the expected goals.

Lack of funds is considered one of the biggest barriers to implementing digital transformation initiatives. AI, cloud solutions, big data initiatives, and others of their kind are capital-intensive since they can only be carried out on a large scale. Many a firm can budget for these costs, yet when evaluated against other priorities for the business the sporadic uses of such tools present severe drawbacks. In response to this, Deloitte uses business analytics to estimate the possibility of arriving at good ROI, as a way of assessing the feasibility of digital endeavours. It brings efficiency in using the resources and directs the client to invest in those digital areas that are going to be most valuable in the long run.

The second problem relates to the combination of several digital technologies into one system. AI, big data, and C cloud computing are typically adopted independently of one another, which creates practical challenges for strategic integration. Deloitte’s approach to digital transformation emphasises the need for a coherent digital architecture that allows these technologies to work in synergy (Jagatheesaperumal et al., 2021). This holistic approach minimises operational disruptions and ensures that businesses can leverage the full potential of their digital investments.

Last but not least, there are two external forces: Regulatory compliance and Cyber Security. With digital tools gaining widespread adoption in companies, the companies have rigid rules regarding data protection and Abu Dhabi AI Principles. To tackle these problems, Deloitte offers professional advice on the legislation and enacts significant cybersecurity protocols for its customers. Adhering to these regulations without steering innovation may be a tightrope walk; however, our understanding of governance and risk management empowers businesses to assertively implement digital solutions.

Performance Management and Evaluation

Effective implementation of performance management is distinctive for Deloitte UK’s digital transformation agenda. KPIs are critical to measuring the impact of progressive digital endeavours and guarantee that relevant processes are on the right track. This paper presents how Deloitte measures operational efficiency using different KPIs, undertakes CSFs for customer satisfaction, assesses the legitimacy of KPIs on the organisation's financial performance, and demonstrates how KPIs enhance Deloitte's innovation results (Dias, 2021). The noted quantitative measurements are useful for better understanding the dynamics of digital projects and enhancing them.

Many performance management systems in Deloitte involve sophisticated data analysis to deliver timely feedback on the performance of digitally led projects. It also enables the firm to have constant checks and balances to recommend solutions in areas that can cause digital projects to lack the optimum value proposition. Real-time performance evaluation is even more significant, especially in today's dynamic markets occasioned by advanced technology which is faster than the physical market.

To strengthen the recommendations made to implement performance management, Deloitte shed light on better and more comprehensive KPIs that take into consideration the organisational and strategic short-run and long-run effects of digitalisation. For example, innovation capacity or capability, engagement levels among the workforce, and the customers’ experience files should be in place along with the financial measures (Spanó and Zagaria, 2022). These broadened measures provide a better understanding of how digital efforts create value and enhance competitive advantage.

In addition, Deloitte advocates for leveraging the features of digital innovations in performance management tools. This makes it even easier for businesses to understand the factors that are most likely to influence their performance more minutely through the use of analytics as well as the creation of predictive models. For example, AI can analyse patterns in employee performance data, enabling management to tailor training programs and improve workforce productivity. Predictive analytics can also anticipate bottlenecks in operational processes, allowing businesses to take proactive steps to mitigate risks and enhance efficiency.

By continuously refining its performance management systems, Deloitte ensures that digital transformation efforts not only achieve their immediate objectives but also drive long-term business growth and innovation.

Impact of Big Data and Technology

This paper has established that big data and technology are central to Deloitte UK’s digitisation process, especially in choice-making and productivity. For its clients, Deloitte uses big data analytics to offer important insights for strategic management decisions, particularly helpful in areas of financial services and healthcare, as these industries rely heavily on accurate data analysis to predict market patterns, as well as in the detection of fraudulent activities to increase operational efficiency (Fanelli et al., 2023).

It shows how Deloitte uses big data for a variety of purposes including analysis of customer behaviour, internal processes, and market trends. For instance, in the case of retail organisations, big data analysis helps businesses to track customer purchasing patterns and behaviours and, therefore, provides marketers with better strategies and organisations with better product designs. In the healthcare sector, big data analytics enhance forecasting in patients' outcomes, optimise resources and improve the quality of the developed care solutions reducing costs at the same time.

AI takes this process to the next level by manufacturing the data acquired and offering anticipatory estimates. Deloitte’s AI models advise organisations to discover and exploit new opportunities, avoid and manage risks and drive efficiency across business functions. For instance, one way AI is used is to analyse big data in a shorter period and with fewer people compared to when it has to be done manually, but with enhanced precision of the information gathered (Baptista et al., 2020).

Similarly, other competitors in related industries have devised big data and technology to enhance the decision-making process and operations. Today's big-name companies like Accenture and PwC have built very strong big data analytics systems that assist the business in making more wise and efficient decisions. These competitors could provide Deloitte with great lessons on how it can progress and develop its current and future digital services in the market.

Presumably, the future evolution of Deloitte's digital initiatives will position such methods of AI and big data analysis as offering greater levels of insight and superior accuracy. Due to constantly advancing technologies Deloitte needs to be up to date and at times, help their clients face ever ever-changing world that is being shaped fully by available technologies.

E-Marketing Strategy

It is one of the many strategic directions that Deloitte UK has made to become a digital organisation. Specifically, Deloitte can utilise data analysis in the marketing process to ensure that its marketing messages will be effective for each type of customer. These include social media, content marketing and email marketing where the firm engages the audience and creates awareness of the services offered (Tavoletti et al., 2022).

The organisation's internal environment in particular has several effective factors to influence the Deloitte e-marketing strategy. For example, the CRM platforms that firms use in marketing enable one to monitor customer activities as well as the returns on the various marketing campaigns. Because of this, it becomes easier for Deloitte today update its marketing strategies in the organisation in line with the organisational goals.

Other macro-environmental factors that shape Deloitte's digital marketing include the Plot of the market competition and changes in the consumers' needs and demands among others. The advent of the web has altered the landscape of communicating with customers and hence for Deloitte to succeed it is crucial to be in tune with trends in digital marketing. Others like KPMG and EY have also employed elaborate e-marketing techniques with social media and content marketing as the most influential (Gimpel et al., 2021).

With the optimal results in mind for Deloitte, it is crucial to suggest the next steps for e-marketing optimisation: using machine learning tools for an individual approach to clients. Deloitte can determine key performance indicators of customers and adjust output to match the target demographic’s interests and needs. Such targeted interaction will not only enhance the appeal to the clients but will also ensure high sales and elicit loyalty from the clients.

Conclusion

A digital transformation agenda that currently characterises Deloitte UK is complex; it comprises technology, innovation, and strategy. By the implementation of AI, big data and cloud computing, Deloitte has established itself as a leader in digital transformation to support businesses in various industries to optimise their performance before the continuously evolving market. Through Deloitte's strong change management and governance coping with the challenges often inherent in digitisation strategies, including resistance to change, budget constraints, as well as technological implementation, is realisable. Further, the integration of performance management reveals that the firm's digital plans support organisational goals and objectives as well as generate sustainable solutions.

In the future, Deloitte will need to keep strengthening its development in various emergent technologies and enhancing its focus on data analytics to keep on strengthening its competitive advantage. The most important implication arising from a constantly shifting digital environment is that Deloitte needs to not only be able to respond to the new developments but to also adapt more proactively to various emergent technologies and enhance its focus on data analytics to keep on strengthening its competitive advantage. The most important implication arising from a constantly shifting digital environment is that Deloitte needs to not only be able to respond to the new developments but to also adapt more proactively.

References

Baptista, J., Stein, M.K., Klein, S., Watson-Manheim, M.B. and Lee, J., (2020). Digital work and organisational transformation: Emergent Digital/Human work configurations in modern organisations. The Journal of Strategic Information Systems, 29(2), p.101618.

Bessis, N., Asimakopoulou, E., Xhafa, F., Varajão, J.E. and Hill, R., (2020). Emerging Trends in Big Data, IoT, and Cyber-Physical Systems: Concepts and Applications. 1st ed. Cham: Springer.

Bughin, J., Hazan, E., Ramaswamy, S., Chui, M., Allas, T., Dahlström, P., Henke, N. and Trench, M., (2019). Digital Europe: Pushing the Frontier, Capturing the Benefits. McKinsey Global Institute.

Chakravorti, B., Bhalla, A. and Chaturvedi, R.S., (2020). Which Countries Are Leading the Data Economy? Harvard Business Review. [online] Available at: https://hbr.org [Accessed 28 Sept. 2024].

Davenport, T.H. and Ronanki, R., (2018). Artificial intelligence for the real world. Harvard Business Review, 96(1), pp.108-116.

Deloitte United Kingdom. (2023). Deloitte UK | Audit, Consulting, Financial, Risk Management, Tax Services. [online] Available at: https://www.deloitte.com/uk/en.html [Accessed 28 Sep. 2024].

Dias, V.M., (2021). Smart KPI-ORIENTED decision support Dashboard for measuring the Digital Transformation success (Master's thesis, University of Twente).

Fanelli, S., Pratici, L., Salvatore, F.P., Donelli, C.C. and Zangrandi, A., (2023). Big data analysis for decision-making processes: challenges and opportunities for the management of health-care organizations. Management Research Review, 46(3), pp.369-389.

George, G., Haas, M.R. and Pentland, A., (2020). Big data and management. Academy of Management Journal, 63(3), pp.701-706.

Gimpel, H., Hosseini, S., Huber, R., Probst, L., Röglinger, M. and Faisst, U., (2021). Structuring digital transformation: A framework of action fields and its application at ZEISS. Journal of Information Technology, 36(1), pp.20-43.

Jagatheesaperumal, S.K., Rahouti, M., Ahmad, K., Al-Fuqaha, A. and Guizani, M., (2021). The duo of artificial intelligence and big data for industry 4.0: Applications, techniques, challenges, and future research directions. IEEE Internet of Things Journal, 9(15), pp.12861-12885.

Kane, G.C., Palmer, D., Phillips, A.N. and Kiron, D., (2019). Accelerating digital innovation inside and out: Agile teams, ecosystems, and ethics. MIT Sloan Management Review, 60(2), pp.1-10.

Kapoor, K.K., Dwivedi, Y.K. and Williams, M.D., (2018). Role of innovation attributes in explaining the adoption of big data analytics in UK organizations: A multivariate framework. Journal of Enterprise Information Management, 31(5), pp.891-907.

Marr, B., (2020). Big Data in Practice: How 45 Successful Companies Used Big Data Analytics to Deliver Extraordinary Results. 1st ed. Chichester: Wiley.

Spanó, R. and Zagaria, C., (2022). Integrating performance management and enterprise risk management systems: emerging issues and future trends. Emerald Group Publishing.

Tavoletti, E., Kazemargi, N., Cerruti, C., Grieco, C. and Appolloni, A., (2022). Business model innovation and digital transformation in global management consulting firms. European Journal of Innovation Management, 25(6), pp.612-636.

Vial, G., (2019). Understanding digital transformation: A review and a research agenda. Journal of Strategic Information Systems, 28(2), pp.118-144.

Wamba, S.F., Akter, S., Edwards, A., Chopin, G. and Gnanzou, D., (2020). How 'big data' can make a big impact: Findings from a systematic review and a longitudinal case study. International Journal of Production Economics, 165, pp.234-246.

Westerman, G., Bonnet, D. and McAfee, A., (2019). Leading Digital: Turning Technology into Business Transformation. Harvard Business Review Press.