El presente trabajo de investigación tiene como objetivo presentar una nueva propuesta de modelo de gestión para herramientas de control de costos y de producción; en una obra de construcción de edificaciones, acorde con los cambios tecnológicos que se viven en el mundo entero producto de la cuarta revolución industrial. El modelo propuesto toma en consideración el trabajo colaborativo en la nube impulsado por la unión de nuevas herramientas digitales que nos permiten conocer el estado de la obra en tiempo real o lo más inmediato posible de tal manera que se minimicen los tiempos y costos en la gestión como en la ejecución elevando la productividad en la obra, tomando para este caso como referente el Resultado Operativo de Obra. Asimismo, se investiga entre profesionales expertos que reportes son los más buscados por las líneas de mando de tal manera que llegue la información precisa siendo parte en este caso del Reporte Semanal de Obra. La investigación arroja como resultado que la implementación de herramientas digitales no es solo usar los medios tecnológicos sino también requiere de un compromiso de todos los colaboradores de la empresa a través de un cambio en la filosofía sobre el desarrollo tecnológico que requiere implementar nuevas áreas, lo que se verá reflejados en beneficios económicos en el proceso de elaboración de los informes y principalmente en la ejecución de las partidas del proyecto. Asimismo, también concluimos que el uso de herramientas de transformación digital mejora la calidad de los procesos y la reputación de las Empresas que lo implementan. / The present research work aims to present a new management model proposal for cost and production control tools; in a building construction site, in accordance with the technological changes that are experienced throughout the world as a result of the fourth industrial revolution. The proposed model takes into consideration collaborative work in the cloud driven by the union of new digital tools that allow us to know the status of the work in real time or as immediately as possible in such a way as to minimize time and costs in management as in the execution raising the productivity in the work, taking for this case as reference the Operating Result of Work. Likewise, it is investigated among expert professionals which reports are the most sought after by the command lines in such a way that the precise information arrives, being part in this case of the Weekly Work Report. The research shows that the implementation of digital tools is not only to use technological means but also requires a commitment from all the company's collaborators through a change in the philosophy on technological development that requires implementing new areas, which which will be reflected in economic benefits in the process of preparing the reports and mainly in the execution of the project items. Likewise, we also conclude that the use of digital transformation tools improves the quality of processes and the reputation of the companies that implement them. / Trabajo de investigación

As digital transformation and Industry 4.0 have become a path for organizations to strengthen their performance, create value and acquire competitive advantages in different industries and regions, its appeal has increased among companies from diverse sectors and government institutions in the Colombian economy, but limited generalizability and replicability has been found in current models, which pose difficulties for their translation into the Colombian shipyard industry. Thus, this research study assessed the pertinence of utilizing digital transformation and industry 4.0 technologies as an enabler for the achievement of organizational goals, while focusing on the Colombian shipyard industry. To do so, a case study with mixed methods approach was utilized to collect data from interviews and surveys with the members of a Colombian Shipyard; which after applying analytical procedures and techniques, yielded the existence of an alignment between the Industry 4.0 and the achievement of their operational goals, as well as the identification of the strengths, challenges and implications of deploying digital technologies and a digital transformation strategy for a Colombian shipyard. Moreover, this study contributed to the understanding of digital transformation processes in relation to the specific characteristic, metrics, and factors of the Colombian shipyard industry, and it is a step forward into the further development of applications within different Colombian sectors by academics and practitioners in the field.

Die deutsche Unternehmenslandschaft gerät immer mehr unter Innovationsdruck. Das Voranschreiten von Digitalisierung und Digitaler Transformation sowie die damit einhergehenden Veränderungen von Dienstleistungen, Produkten und Geschäftsmodellen kann auch vom produzierenden Mittelstand nicht länger ignoriert werden (vgl. Seegy & Gleich, 2012). Dem Innovationsgedanken steht allerdings der große wirtschaftliche Erfolg des deutschen Mittelstands entgegen. Um Innovation in neue Bahnen zu lenken, arbeiten immer mehr große Unternehmen mit Start-Ups zusammen, oder gründen eigene Inkubatoren. Der Mittelstand hat sich dieser Vorgehensweise bislang noch nicht in nennenswertem Umfang angenommen. Dieser Beitrag soll erste Versuche diesbezüglich darstellen. [Aus der Einleitung.]

This study contributes to the existing literature by combining the field of digitaltransformation of the finance function and interim management. To answer the researchquestion, a qualitative multiple case-study was conducted that consisted of 10 semi-structuredinterviews with interim CFOs that have over 10 years of experience in digital transformationsof the finance function. The collected empirical evidence was analyzed through the lens ofseveral expectations derived from the first 6 steps in Kotter's (1995) 8-step change model andthrough other findings that emerged from immersing into the two separate fields of literature.The conceptual framework highlights critical aspects that organizations need to carefullyprocess to successfully conduct organizational change.The results of this research show that there are several efforts from interim CFOs as digitalchange agents helping organizations looking towards digital solutions in their financefunctions. While the interim CFOs enter organizations with a lot of necessary experience andknowledge of the available market technologies, they have an inadequate organizationalspecific knowledge, materializing in an insufficient understanding of the organizationalculture, internal systems and processes. This insufficient knowledge, in combination withbeing an external change agent and conservative tendencies within organizations gives rise toresistance towards the transformation. The interim CFOs employ change sponsors as acomplementary mechanism by which the problems revolving around the aforementionedflaws are mitigated. The underlying effort of the interim CFO is to increase the transparency,involvement and commitment throughout the transformation process. This research is anearly contribution to the nascent state of combining these two streams of literature, and thereare multiple angles of approach for future research.

The increasing development in digital transformation in the last decade has affected retail companies in the outdoor industry. The outbreak of the Covid-19 pandemic is further accelerating the outdoor industry ́s mindset towards digital solutions. New innovations such as online training, video content and digital educational platforms provide retail outdoor companies with opportunities to move from physical product & brand education routines to digitally based solutions. The purpose of this study is therefore to explore how the last years developments in digital transformation have impacted retail outdoor companies' way of working with product & brand education for their store staff, and if the Covid-19 pandemic has had any effects upon this. In addition, the research aims to find out what attitude retail outdoor companies have towards digital educational platforms, as a new innovation tool. In order to adequately explore the aim of this study a mixed research method was undertaken, combining both qualitative and quantitative analysis. The data was collected using an online questionnaire with respondents working for retail outdoor companies across Europe.  The outcomes of this study can be used for organizations that want to explore the opportunities of digitalizing their way of working with product & brand education. The findings suggest that digital product & brand education solutions have the potential to act more as a great complement to traditional physical education, than to actually replace it. Furthermore, the effects that the Covid-19 pandemic have had upon this has been contradictory and far from united. In addition, the findings indicate that retail outdoor companies have a positive attitude towards digital educational platforms, which suggest that there might be an increasing interest for digital educational platforms in the upcoming future.

This case study investigates what factors are important during the business intelligence implementation, and also how those factors affect the perception of the BI project according to the end-users. The study was conducted as a qualitative single case study where the data was mainly collected using semi-structured interviews in two rounds. The studied case was a proof of concept project in an international company, where they implemented business intelligence within the procurement function in three of their subsidiaries to determine if they would implement BI in the whole group. During the first round of interviews, three factors were identified as important namely, ownership, involvement and evaluation. During the second round, the end-users expressed some deficiencies that could be improved in regard to the three factors. The study concludes that the factors ownership, involvement and evaluation were important even though evaluation was the only factor that affected the end-users’ perception of the implementation. However, their acceptance of the project was not affected due to the fact that they had expressed such a strong need for BI a long time before the project.

El presente trabajo de investigación tiene como objetivo desarrollar un plan de negocio para la creación de BSmartPorts&Logistics, una empresa que brindará servicios de consultoría para el diagnóstico y programas de capacitación para la adopción de transformación digital en empresas del sector logístico, marítimo y portuario de Perú; considerando la importancia de lograr un posicionamiento en el mercado nacional e internacional debido a que la transformación digital es una reestructuración de la empresa como un todo generando nuevas capacidades digitales y actualizando capacidades existentes buscando adaptarse con el nuevo mercado que está en constante cambio. Se ha encontrado una oportunidad en el mercado para el servicio de consultoría, esto a razón de cuatro principales factores, gestión del cambio, el cual siempre va un paso delante preparando a la empresa o entidad para lo que viene, convirtiendo la transformación en un cambio incremental como un espiral; personas, quienes deben tener nuevas capacidades digitales apalancadas en tecnología para generar ventaja diferencial hacia el nuevo mercado; cultura consciente, donde se cuentan con personas conectadas a través de un propósito que da sentido al trabajo, líderes que permiten liberar el potencial a través de nuevas habilidades propias de la era digital, que es una nueva manera de funcionar incrementando la adaptabilidad y manteniendo la estabilidad basada en la experimentación y adaptación a nivel estratégico, táctico y operacional. Se ha evaluado la oportunidad del negocio que es factible y rentable con un VAN de S/1,212,744.05, la TIR 154 % y un payback de 1.52 años. sobre una inversión inicial de S/134,000. / The objective of this research work is to develop a business plan for the creation of BSmartPorts & Logistics, a company that will provide consulting services for diagnosis and training programs for the adoption of digital transformation in companies in the logistics, maritime and port sectors of Peru. ; considering the importance of achieving a position in the national and international market because the digital transformation is a restructuring of the company as a whole generating new digital capabilities and updating existing capabilities seeking to adapt to the new market that is constantly changing. An opportunity has been found in the market for the consulting service, this due to four main factors, change management, which always goes one step ahead preparing the company or entity for what is to come, turning the transformation into a incremental change like a spiral; people, who must have new digital capabilities leveraged in technology to generate differential advantage towards the new market; conscious culture, where there are people connected through a purpose that gives meaning to work, leaders who allow to unleash the potential through new skills typical of the digital age and an agile organization, which is a new way of operating increasing adaptability and maintaining stability based on experimentation, inspection and adaptation at a strategic, tactical and operational level. The business opportunity that is feasible and profitable has been evaluated with a NPV of S/1,212,744.05, the IRR 154% and a payback of 1.52 years on an initial investment of S/134,000. / Trabajo de investigación

Bakgrund: Den digitala utvecklingen har varit den största utvecklingen för banker under de senaste åren. Enligt Svenska Bankföreningen (2020) så är finanssektorn utsatt för ett starkt förändringstryck och många nya företag, både svenska och utländska, har etablerat sig på marknaden. Kontinuerliga innovationer som stör traditionella affärsmodeller, utvidgning av affärsekosystem, framträdande av nystartade företag inom finansiell teknik (Fintech) och kundernas preferens för digitala upplevelser gör det absolut nödvändigt för traditionella finansinstitut att anamma digital teknik. Flera nyhetsartiklar påpekar att traditionella aktörer inom finansbranschen behöver ställa om snabbt och förbättra sina digitala tjänster för att kunna möta kundernas förväntningar. Syfte: Denna studie syftar till att beskriva hur banken arbetar med digital transformation. Metod: För att uppnå studiens syfte har jag gjort en kvalitativ undersökning på en bank inom den svenska bankbranschen. Jag har samlat in kvalitativa data med hjälp av personliga semistrukturerade intervjuer. Det insamlade datat har analyserats i Hyperresearch och kopplats ihop till det teoretiska ramverket för att besvara studiens frågeställning. Slutsats: Banken arbetar med digital transformation från ett holistiskt perspektiv, där man ser på digitalisering som någonting som alla är ansvariga för och det genomsyrar i alla mål och prioriteringar inom organisationen. Det saknas en digital strategi och tydligt ledarskap för digital transformation inom banken. De väljer att fokusera på konkurrensfördelar istället för att navigera in sig specifikt i digitalisering då det idag uppfattas som en naturlig del av de flesta utvecklingsprojekt inom banken. Det är också en konstant utmaning för banken att prioritera vissa aktiviteter kopplade till utveckling och digital transformation då det kommer regulatoriska krav som man måste prioritera. / Background: The digital development has been the largest development for banks in recent years. According to the Swedish Bankers' Association (2020), the financial sector is exposed to strong pressure for change and many new companies, both Swedish and foreign, have established themselves in the market. Continuous innovations that disrupt traditional business models, the expansion of business ecosystems, the emergence of start-ups in financial technology (Fintech) and customers' preference for digital experiences make it necessary for traditional financial institutions to adopt digital technology. Several news articles point out that traditional players in the financial industry need to switch quickly and improve their digital services in order to meet customers' expectations. Purpose: This study aims to describe how the bank works with digital transformation. Method: To achieve the purpose of the study, I have conducted a qualitative study at a bank in the Swedish banking industry. I have collected qualitative data using personal semi-structured interviews. The data was collected and analyzed in Hyperresearch and linked to the theoretical framework to answer the research question. Conclusion: The bank works with digital transformation from a holistic perspective, where digitalization is seen as something that everyone is responsible for and it permeates all goals and priorities within the organization. There is a lack of a digital strategy and clear leadership for digital transformation within the bank. They choose to focus on competitive advantages instead of navigating specifically into digitalization as it is perceived as a natural part of most development projects within the bank. It is also a constant challenge for the bank to prioritize certain activities linked to development and digital transformation, as there are regulatory requirements that must be prioritized.

Digital transformation (DT) continuously reshapes and disrupts industries organizations operate in. Although the rising phenomenon is increasingly being investigated by academia, the factors influencing the adoption of DT in pre-digital and traditional industries are sufficiently unexplored. This study investigates managers’ perspectives on the drivers and barriers surrounding DT in traditional industries. To do this, we conducted an industry-level qualitative case study of the five biggest firms in the Swedish forestry industry. Through analysis using a DT framework, our results indicate that changing customers’ expectations and improving firm performance, to name a few, were the main drivers for DT in the forestry industry. However, our findings revealed that the main barriers to DT were related to the cultural and organizational identities of employees in the forestry industry. This study contributes to existing literature and provides suggestions for practitioners in traditional industries to address the challenges that may arise during the digital transformation process.

Digital advancements are creating increasingly strong external triggers on multiple industries for organizations to achieve strategic renewal through digital transformation. At the heart of this digital transformation lies the capabilities which the organization possesses. The digital dynamic capabilities highlight what capabilities organizations require for said change. This qualitative study examines how digital dynamic capabilities affect digital transformation processes in small and medium sized enterprises (SME) across multiple industries. The thesis accomplishes this by utilizing the digital dynamic capabilities framework and applying it to six different SMEs from different industries. The results show a connection between the digital dynamic capabilities and successful strategic renewal. Furthermore, our findings confirm that digital dynamic capabilities are a process-model, meaning it must be built or used in linear fashion over time for strategic renewal. The thesis also contributes practically by showing how digital dynamic capabilities can be used by managers as a practical tool to evaluate, oversee, and implement digital dynamic capabilities to enhance digital transformation processes in SMEs. Lastly, our empirical findings reveal an additional fourth internal barrier of contentment in the theoretical framework.