20569 - DIGITAL BUSINESS TRANSFORMATION
Course taught in English
Go to class group/s: 31
WARNING: no prerequisites for this course. Just be aware, from the very beginning, that: this is a DISTANCE LEARNING course. Sessions are SYNCHRONOUS, for the most part. Exceptions are possible. They will be announced in advance via the BlackBoard page of this course. It means that on Tuesdays mornings, accordingly to the course calendar (here: https://tinyurl.com/y6a24dyc), live sessions will be on air. Students are expected to participate to the live lessons, since a consistent part of the learning experience is related to in-class interaction, exercises, guests, feedback. This course relies on virtual teams and teamwork. Students will be asked to shape their virtual teams, choose a company to digitally transform, deliver their project at the end of the course. Teamwork can happen in live sessions as well. It means that class participation is fundamental.
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 organisational competencies to harness the opportunities related to Internet and digital technologies (Artificial Intelligence, Internet of Things, Cloud Computing, Big Data, ICTs in general). We discuss the best practices to manage a project of digital transformation, through convenient theories and practical assignments (teamwork, discussions with company experts, ...) We blend the business side with the technological aspects, to get a comprehensive picture of how digital transformation works in real companies.
- In this course, we review the technological change drivers, the digital strategies, the resulting organizational design choices, in case of digital tranformation of traditional companies.
- We discover that the nature of information in companies is currently facing a major transformation: user-generated content, bottom-up collaborative innovation, AI, IoT, 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 also a sophisticated group work and not only a theoretical test.
- 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 projects and digital strategies, the setting of company goals, the operation aspects, and the change management facets.
- A practical review of the major technologies driving digital transformation.
- Talks with managers in charge of digitally transformed processes, or projects of digital transformation (live-case studies!).
The course main topics are:
- Technology trends driving digital business transformation.
- Characteristics of digital transformation projects.
- Artificial Intelligence, basics and application to companies.
- Artificial Intelligence: impact on company processes.
- IoT and Big Data: impact on company processes.
- Strategic impact of digital transformation, theories and measures.
- Organizational choices for a digital tranformation project.
- Change management.
- Live case studies: digitally transformed companies.
- Explain the most relevant technological trends that enable the digital transformation of business (Artificial Intelligence, Internet of Things, Cloud computing, ...).
- Illustrate how the trends can be adopted in traditional companies to improve competitive advantage.
- Design a theoretically sound digital transformation project.
- Summarize the most important managerial theories to manage digital transformation.
- Design and Develop a concrete plan for digitally transforming a company.
- Develop a strategy to help change management in target companies.
- Design the concrete business usage of contemporary technologies (AI, IoT, Cloud, ...).
- Help companies in understanding technologies.
- Develop an orientation to act as a consultant.
- Online lectures
- Guest speaker's talks (in class or in distance)
- Group assignments
- Interactive class activities (role playing, business game, simulation, online forum, instant polls)
- This is a DISTANCE LEARNING course. Sessions are SYNCHRONOUS, for the most part. Exceptions are possible. They will be announced in advance via the BlackBoard page of this course.
It means that on Tuesdays mornings, accordingly to the course calendar (here: https://tinyurl.com/y6a24dyc), live sessions will be on air.
Students are expected to participate to the live lessons, since a consistent part of the learning experience is related to in-class interaction, exercises, guests, feedback.
- This course relies on virtual teams and teamwork. Students will be asked to shape their virtual teams, choose a company to digitally transform, deliver their project at the end of the course. Teamwork can happen in live sessions as well. It means that class participation is fundamental.
Other information on teaching methods:
- Continuous teamwork: you have to develop your own digital transformation idea in virtual groups, as it happens in a real company project or in a consulting company.
- Students' presentations: you have to pitch your deliverables, you have to get feedback from colleagues and professors in order to improve your ideas.
- Guest speakers: digital champions, to give you a real taste of the digital transformation experience.
- Virtual "company visits": live-cases of digitally transformed companies and of technology suppliers.
|Continuous assessment||Partial exams||General exam|
Grade, for attending students, is composed of:
- 80% Field project on digital trasformation (teamwork).
- 20% In-class presentation of team projects.
- PASS/FAIL, Individual exam. In case of FAIL, 4 points are subtracted from the final grade.
- Peer evaluation (to confirm your grade or to diminish it in case of negative feedback from your peers, from 0 to minus 4).
Written exam (essay and/or multiple choice questions).
Please note that the readings for attending and non-attending students are different.
- 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.
- A short list of papers to be announced in class.
- Individual exam will be focused on 5 readings maximum (e.g. one book chapter + 4 papers).
- D.L. ROGERS, The Digital Transformation Playbook: Rethink Your Business for the Digital Age, Columbia Business School Publishing, 2016.
- A.P. MCAFEE, Enterprise 2.0, Sloan Management Review, 2006, Vol 47, #3.
- S. COOK, The contribution revolution, Harvard Business Review, October, 60-69, 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.
- Please find the papers on the Bocconi’s library (the database name is Business Source Complete, on on Jstor, or directly on the Internet).
NON attending students don't have to study course slides on Blackboard.