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Course 2017-2018 a.y.

20569 - DIGITAL BUSINESS TRANSFORMATION


CLMG - M - IM - MM - AFC - CLEFIN-FINANCE - CLELI - ACME - DES-ESS - EMIT - GIO
Department of Management and Technology

Course taught in English


Go to class group/s: 31

CLMG (6 credits - I sem. - OP  |  SECS-P/10) - M (6 credits - I sem. - OP  |  SECS-P/10) - IM (6 credits - I sem. - OP  |  SECS-P/10) - MM (6 credits - I sem. - OP  |  SECS-P/10) - AFC (6 credits - I sem. - OP  |  SECS-P/10) - CLEFIN-FINANCE (6 credits - I sem. - OP  |  SECS-P/10) - CLELI (6 credits - I sem. - OP  |  SECS-P/10) - ACME (6 credits - I sem. - OP  |  SECS-P/10) - DES-ESS (6 credits - I sem. - OP  |  SECS-P/10) - EMIT (6 credits - I sem. - OP  |  SECS-P/10) - GIO (6 credits - I sem. - OP  |  SECS-P/10)
Course Director:
LUIGI PROSERPIO

Classes: 31 (I sem.)
Instructors:
Class 31: LUIGI PROSERPIO


Course Objectives
Want to transform traditional companies in digital champions?

Digital startups are skyrocketing and profoundly changing markets and sectors. And yet, the most part of the traditional companies continues to operate without a deep understanding of the digital rules.
Digital transformation is the fast and profound transformation of traditional business, internal processes, individual and organizational competencies to harness the opportunities related to Internet and digital technologies (Information&Communication Technology, Internet of Things, Artificial Intelligence, Big Data).
We discuss the best practices related to the usage of ICTs and we experience practical laboratories/company visits on how to make them real in traditional companies.
In particular, we review the change drivers, the digital strategies, the following organization countermeasures.
We discover that the nature of information in companies is currently facing a major transformation: user-generated content, bottom-up collaborative innovation and social network applications are producing an unbearable amount of information. Still, in many cases businesses are information rich, but knowledge poor. In order to turn this critical mass of information into usable knowledge, companies need to rethink their relationship with the information itself. We tackle this critical problem, in order to build a practical suitcase of actionable best practices and to make the digital transformation of traditional businesses possible.
The exam, of course, is a sophisticated group field work and not only a theoretical test.

Course Content Summary
The course has three sections, useful to turn a traditional company into a digital one.
  • A theoretical framework to understand the pillars of a successful digital transformation. This framework includes the focus on digital strategies, the setting of company goals, the operation aspects, and the change management facets.
  • Tools to understand the meaning of data derived from digital transformation.
  • Visits of digitally transformed companies and of technology suppliers.

Detailed Description of Assessment Methods
For attending students
  • 80% group project.
  • 20% individual exam.
  • +/- peer evaluation.

For non attending students
  • Written exam.

Textbooks
For attending students
Materials for the individual exam:
  • D.L. ROGERS, The Digital Transformation Playbook: Rethink Your Business for the Digital Age, Columbia Business School Publishing, 2016, a selection of chapters, to be announced in class.
  • Course slides .
  • Up to 4 papers to be announced in class.

For non attending students
  • D.L. ROGERS, The Digital Transformation Playbook: Rethink Your Business for the Digital Age, Columbia Business School Publishing, 2016.
  • These papers:
  • A.P. MCAFEE, Enterprise 2.0, Sloan Management Review, Vol 47, #3, 2006.
  • S. COOK, The contribution revolution, Harvard Business Review, October, 60-6, 2008.
  • I. TUOMI, Data is more than knowledge: Implications of the reversed knowledge hierarchy for knowledge management and organizational memory, Journal of Management Information Systems 16 (3): 103-117, 1999.
  • J.S. BROWN, P. DUGUID, Organizing knowledge,  California Management Review, 40(3):90, 1998.
  • E.C. WENGER, W.M. SNYDER, Communities of practice: The organizational frontier, Harvard Business Review (January-February): 139-145, 2000.
  • M.S. FELDMAN, J.G. MARCH, Information in organizations as signal and symbol, Administrative Science Quarterly 26(2): 171-186, 1981.
  • M.T. HANSEN, The search-transfer problem: The role of weak ties in sharing knowledge across organization subunits, Administrative Science Quarterly 44(1): 82-111, 1999.
  • M.T. HANSEN, M.R. HAAS, Competing for attention in knowledge markets: Electronic document dissemination in a management consulting company, Administrative Science Quarterly46 (1): 1-28, 2001.
  • M.R. HAAS, M.T. HANSEN, Different knowledge, different benefits: toward a productivity perspective on knowledge sharing in organizations, Strategic Management Journal 28(11): 1133, 2007.
  • R.O. MASON, Four Ethical Issues of the Information Age, Management Information Systems Quarterly, Vol. 10, n. 1, 5-12, 1986.
  • S. BRIN, L. PAGE, The Anatomy of a Large-Scale Hypertextual Web Search Engine. In: Seventh International World-Wide Web Conference (WWW 1998), April 14-18, 1998, Brisbane, Australia, 1998.
  • http://ilpubs.stanford.edu:8090/361/
  • http://ilpubs.stanford.edu:8090/361/1/1998-8.pdf
Please find the papers on the Bocconi’s library (the database name is Business Source Complete).
http://lib.unibocconi.it/search~S8?/yb/yb/1%2C16%2C20%2CB/eresource&FF=ybusiness+source+complete&1%2C1%2C
Last change 05/06/2017 11:51