The book illustrates how managers and knowledge workers can effectively harness collective and artificial intelligence to counteract the effects of exponential change and successfully implement digitization within their organizations. The author applies the proven management principles of Peter F. Drucker to the new challenges of the digital age, enhancing them with the concepts of collective and artificial intelligence. This approach also takes into account the insights of Daniel Kahneman regarding "Thinking, Fast and Slow" and the associated cognitive biases and deficits in human thinking. By leveraging innovative tools – collective and artificial intelligence – these deficits can be mitigated, aiding in decision-making. The use of these tools in innovation management and work organization is also discussed. Readers are provided with practical tips and strategies for implementation. Embark on an exciting journey through digital management practices and successfully navigate the challenges of the digital world.

This practical handbook provides information professionals with everything they need to know to effectively manage digital content and information. The book addresses digital asset management (DAM) from a practitioner's point of view but also introduces readers to the theoretical background to the subject. It will thus equip readers with a range of essential strategic, technical and practical skills required to direct digital asset management activities within their area of business, while also providing them a well-rounded and critical understanding of the issues across domains. Digital Asset Management in Theory and Practice includes an evolving case study that serves to illustrate the topics and issues addressed in each chapter, as well as a sequence of practical exercises using freely available DAM software. Readership: Information professionals who work (or aim to work) in the digital content industries and managers of digital assets of various forms. Cultural and memory institutions, digital archives, and any areas of science, government and business organisation where there is a need to curate digital assets. Students taking LIS graduate courses worldwide.

This book provides hands-on insights and encourages readers to challenge existing methods and processes. The management of digital projects requires professional and state-of-the-art methods, tools, and techniques. In this book, the authors pass on practical approaches from their experiences in the field. The authors also critically acclaim existing methods and discuss their limitations. In particular, the book covers the following topics: - Methods and Best Practices; - Tools and Techniques; - Soft Skills, Team Dynamics, and Human Resources. Thirteen international subject matter experts contributed to this book. The objective is two-fold. First, the authors aim to further the discussion on business practices and methods. Second, the authors aim to stimulate the professional community. Senior professionals can benchmark their activities, while junior professionals can apply proven methods from this book.

This book provides practising executives and academics with the theories and best practices to plan and implement the digital transformation successfully. Key benefits: an overview on how leading companies plan and implement digital transformation interviews with chief executive officers and chief digital officers of leading companies – Bulgari, Deutsche Bahn, Henkel, Lanxess, L’Oréal, Unilever, Thales and others – explore lessons learnt and roadmaps to successful implementation research and case studies on the digitalization of small and medium-sized companies cutting-edge academic research on business models, organizational capabilities and performance implications of the digital transformation tools and insights into how to overcome internal resistance, build digital capabilities, align the organization, develop the ecosystem and create customer value to implement digital strategies that increase profits Managing Digital Transformation is unique in its approach, combining rigorous academic theory with practical insights and contributions from companies that are, according to leading academic thinkers, at the forefront of global best practice in the digital transformation. It is a recommended reading both for practitioners looking to implement digital strategies within their own organisations, as well as for academics and postgraduate students studying digital transformation, strategy and marketing.

Digital transformation is not about technology--it's about change. In the rapidly changing digital economy, you can't succeed by merely tweaking management practices that led to past success. And yet, while many leaders and managers recognize the threat from digital--and the potential opportunity--they lack a common language and compelling framework to help them assess it and guide them in responding. They don't know how to think about their digital business model. In this concise, practical book, MIT digital research leaders Peter Weill and Stephanie Woerner provide a powerful yet straightforward framework that has been field-tested globally with dozens of senior management teams. Based on years of study at the MIT Center for Information Systems Research (CISR), the authors find that digitization is moving companies' business models on two dimensions: from value chains to digital ecosystems, and from a fuzzy understanding of the needs of end customers to a sharper one. Looking at these dimensions in combination results in four distinct business models, each with different capabilities. The book then sets out six driving questions, in separate chapters, that help managers and executives clarify where they are currently in an increasingly digital business landscape and highlight what's needed to move toward a higher-value digital business model. Filled with straightforward self-assessments, motivating examples, and sharp financial analyses of where profits are made, this smart book will help you tackle the threats, leverage the opportunities, and create winning digital strategies.

This textbook offers a unique combination of theory, practical applications and case studies on digital transformation strategies. Digital transformation is the process of changing conventional business models enabled by digital technologies. This involves strategically deploying digital technologies to create differential value of an organization. Digital transformation encompasses strategy changes, business model innovation, product and process innovation, and organizational innovation, all wrapped in a layer of newer technologies. This textbook helps define transformation and digitalization and contrasts them with digitization and automation. The book also presents a comprehensive digital strategy framework and describes each of its elements through several examples and exhibits. It provides useful insights into industry-specific cases, suggests detailed templates for digital implementation, and describes the risks in execution of digitalization and potential mitigation strategies. Key Features: - Covers all the key aspects of digital transformation required to build a career in consulting and implementation of digital strategy in business - Cases and examples from multiple industrial sectors to aid understanding of real-life practices and implementation of digital transformation - Structured in a reader-friendly manner to engage students, instructors, and junior and mid-level executives - Assumes no prior understanding of strategy, product development or process innovation

This book is the first to present a rich selection of over 30 real-world cases of how leading organizations conduct Business Process Management (BPM). The cases stem from a diverse set of industry sectors and countries on different continents, reporting on best practices and lessons learned. The book showcases how BPM can contribute to both exploitation and exploration in a digital world. All cases are presented using a uniform structure in order to provide valuable insights and essential guidance for students and practitioners.