In this thesis we aim to answer how the pandemic of Covid-19 served as a trigger for organizational digital transformation, as understanding this phenomenon and the implications of it could provide valuable knowledge regarding digital transformation. To answer this question, we applied semi-structured interviews at an IT-consultancies firm in northern Sweden. Drawing upon extent research from Wessel et al. (2021), Vial (2019) and Holmström (2021) to define digital transformation and explore its dimensions. Through our rigorous case study, we explore the implications of the pandemic for these dimensions. We found that the pandemic triggered organizational digital transformation, and that the way we view digital transformation needs more research, in a context where it is externally triggered. Whereas we found some proof for the tendencies we present, more research needs to be done to confirm our findings and highlight if these changes are rigid or temporary.

This thesis aims to answer the question of how digital technologies create new value pathways within a complex public sector organization. As the public sector faces new and varying challenges, we find it important to highlight how value is generated within a digitalizing organization faced with legal regulations, inertia, and a bureaucratic top-down management model. Also, how different recipients of the value generated with wildly different needs are affected. Performing a case study and conducting semi-structured interviews coupled with rigorous analysis of documents to answer the research question. We apply a digital transformation framework of Holmström (2021) as a lens for understanding how a unit within a larger organization generates novel value pathways. We found that the combinatory and boundary dissolving effect of change guided through a clear digital strategy within several dimensions of the framework is what generates the possibility for new value pathways. However, there is still a need for more longitudinal and reductionistic studies on the smaller details of the phenomena to define the most contributing variables of value creation by using digital technologies.

La falta de digitalización se ha vuelto muy evidente en el sector de la construcción, los proyectos se están ejecutando de manera tradicional desde hace unos 30 años atrás. Una de las áreas afectadas es la calidad, debido a que se realiza mediante formularios. La transcripción de la información de campo hacia la computadora y la deficiente comunicación entre los involucrados generan ineficiencia y pérdida de tiempo para el staff en obra. Por ello, es necesario desarrollar propuestas que optimicen estos procesos. La presente investigación tiene como objetivo optimizar las actividades de la gestión de observaciones, realizándose mediante la implementación de una herramienta de transformación digital en obra. Los resultados muestran una reducción de tiempo en la gestión de observaciones, además de beneficios indirectos como: evitar penalidades, mejorar la comunicación entre los involucrados, contar con la información del proyecto en tiempo real, mejora en la supervisión de los trabajos en obra, entre otros beneficios importantes hacia la constructora. / The lack of digitalization has become very evident in the construction sector, the projects are being executed in a traditional way for the last 30 years ago. One of the affected areas is quality, due to form filling. The transcription of information from the field to the computer and the poor communication between those involved causes both inefficiency and wasted time on the work site. Therefore, it is necessary to develop proposals that optimize these processes. The purpose of this research is to optimize the activities of the observations’ management by the implementation of a digital transformation tool on site. The results indicated a reduction of time in the observations’ management in addition to indirect benefits, such as: avoiding penalties, improving communication between those involved, having the information of the project in real time, improving the work supervision on site, among others important benefits towards the construction company. / Tesis

Today most organizations are doing digital transformations to be more efficient and to offer better service and value. Healthcare is one of those organization that are doing digital transformations and are getting more and more digitalized as a part to be able to for example free more time for taking care of patients and offer better services. However, since healthcare in some point of views differ a bit from other organizations, this also means that they have different challenges when doing a digital transformation. Since healthcare as an organization are regulated by different laws, statutes, and regulations, and in some caseshave a different culture. This creates challenges when developing a digital transformation strategy. And they must consider several aspects such as communication, knowledge,integration, and patient safety when considering a digital transformation. This study aims to investigate these challenges within the healthcare

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New technologies are constantly introduced in our everyday life. Societies and people have reaped great benefits from integrating information technology into a plethora of societal and commercial functions. However, innovations are not unconditionally accepted by users. Since digital innovations constantly are introduced to aid us, there is an interest in understanding what factors would either influence us or make us prone to adopt new technologies. The main research question is to identify the key influences, both positive and negative, within technology adoption. The scope was limited to Scandinavian supermarkets and the technology of adoption intention was the Smart Cart; a seamless approach to make your shopping experience easier. Through a value-based acceptance model (VAM), a quantitative survey was conducted to explore consumers, attitudes towards Smart Cart through the factors perceived usefulness (PU), perceived enjoyment (PE), perceived privacy risk (PPR) and perceived difficulty to use (PDU), in relation to the perceived value (PV) of the product which can eventually lead to intention to adopt and use(IAU). The findings showed that perceived usefulness (PU) and perceived enjoyment (PE) demonstrated a strong positive correlation to potential users’ perceived value (PV) of Smart Cart while perceived privacy risk (PPR) showed a weak negative and perceived difficulty to use (PDU) showed a medium-strong positive correlation to potential consumers’ perceived value (PV) of the product. Potential consumers’ perception of Smart Cart’s value (PV) showed a strong positive correlation with intention to adopt and use (IAU).

Digitalisering är den mest samhällsomvälvande processen sedan industrialiseringen. Misslyckade it-investeringar präglar alla delar av vårt samhälle. Att utnyttja värdet av en it- investering är avgörande för att uppnå en effektiv digital transformation, särskilt inom den offentliga sektorn. Denna studie syftar till att undersöka den strukturella kontext kommuner befinner sig i som påverkar processen för nyttorealisering vid it-investeringar. Tidigare forskning belyser ett teoretiskt kunskapsgap för hur framarbetade modeller ska användas i praktiken. E-delegationen presenterar en modell för nyttorealisering som ett konkret exempel på hur nyttorealisering kan tillämpas. Studien har genomförts med fallstudie som forskningsstrategi där sex semistrukturerade intervjuer har genomförts. Utifrån detta har tre faktorer som begränsar nyttorealisering i kommuner identifierats. Studien visar att det är kommunernas egna ansvar att hantera dessa och implementera nyttorealisering. Därmed resulterar studien i att det tidigare kunskapsgapet bör omformuleras eftersom arbete med nyttorealisering inte påverkas av ett teoretiskt gap utan snarare ett praktiskt. Baserat på de olika perspektiv som presentera bör fokus snarare hamna på förändringsledning givet den strukturella kontext som kommunerna befinner sig i. / Digitalization is the most socially revolving process since industrialization. Failed IT investments characterizes every part of our society. Utilizing the benefits of an IT investment is fundamental for achieving an effective digital transformation, particularly in the public sector. This study aims to investigate the municipalities' structural context and how this affects the process for realization of benefits. Previous research highlights a theoretical knowledge gap regarding how existing models should be used in practice. The E-delegation presents a concrete model for how the realization of benefits can be applied. The study has been carried through as a case study in which 6 semi-structured interviews were implemented. Three factors have been identified that limit the development of methods for benefits realization. The study proves that it is the municipalities own responsibility to handle these and establish methods for realizing benefits. The study results in a conclusion which proves that the previous knowledge gap should be reformulated, since benefits realization is rather influenced by practical factors. Based on the presented perspective, benefits realization should rather focus on change management given the existing structural context.

Den svenska regeringen har tagit beslut om en digitaliseringsstrategi, som syftar till hur Sverige kan bli bäst i världen på att dra nytta av digitaliseringens möjligheter. Genom inrättandet av Myndigheten för digital förvaltning (DIGG) ska digitaliseringsstrategin förverkligas och stödja den digitala transformation som kännetecknar svenska myndigheters övergång från e-förvaltning till digital förvaltning. Digitalisering av fastighetsinformation är en del av denna transformation och ett viktigt verktyg för att uppnå effektivare fastighetsförvaltning. Sveriges regioner är en av landets största fastighetsägare och förvaltar miljontals kvadratmeter, trots detta är användningen av digitaliserade fastighetssystem ovanligt låg inom offentlig sektor. Mycket visar på att offentlig sektor lider av en låg digital mognad och har svårigheter att ta till vara på digitaliseringens möjligheter och lyckas med sina projekt. Syftet med denna studie är att undersöka vilka utmaningar som går att identifiera vid implementering av ett IWMS-system inom offentlig fastighetsförvaltning, samt vilken roll systemet har som plattform har vid en sådan implementering. Studien utgörs av en fallstudie med fem semistrukturerade intervjuer som studerar en specifik region på djupet. Utifrån detta har nio kategorier av utmaningar identifierats och analyserats utefter fyra bestämda teman. Studiens resultat påvisar vikten av att förstå innebörden av standardiserade system som plattformar och vilka konsekvenser som det kan innebära. Men även att vikten av att säkerställa fastighetsdata är central vid implementeringen av standardiserade fastighetssystem. / The Swedish government has decided on a digitalization strategy, which aims to how Sweden can be the best in the world to take advantage of the possibilities of digitalization. Through the establishment of Myndigheten för digital förvaltning (DIGG), the digitalization strategy will be realized and support the digital transformation that characterizes the Swedish authorities' transition from e-government to digital management. Digitalization of real estate information is part of this transformation and an important tool for achieving more efficient property management. Sweden's political regions are one of the country's largest property owners and manage millions of square meters, yet the use of digitized real estate systems is unusually low in the public sector. Much indicates that the public sector suffers from a low digital maturity and has difficulties in taking advantage of the possibilities of digitalization and succeed in its projects. The purpose of this study is to investigate the challenges that can be identified in the implementation of an IWMS system in public property management, and what role the system has as a platform in such implementation. The study consists of a case study with five semi-structured interviews that study a specific region in depth. Based on this, nine categories of challenges have been identified and analyzed along four specific themes. The results of the study demonstrate the importance of understanding the meaning of standardized platforms and the consequences it may have. But also, the importance of securing data is central to the implementation of standardized property systems.

Digital transformation has been a focus of public and private sectors to both improve and sustain business value by leveraging rapidly evolving technology. Digital technology is ubiquitous and inter-connected, changing the face of business, government and society through the creation of new industries, with automation replacing two thirds of existing jobs. The challenge is that most digital transformation efforts fail, mainly due to inadequate leadership and management as well as failure to accept that it is a multi-disciplinary problem. Another challenge is to distinguish between digital transformation (DT) and digitization where the former is based on a customer-centric value proposition and the latter focuses on cost-cutting and operational excellence. This difference also highlights the business/technology divide where the former is mainly DT and the latter is mainly digitization. The challenge addressed in this thesis is how to obtain management acceptance that digital transformation is multi-disciplinary and to make recommendations with respect to how best to achieve DT goals. The research methods followed is a blend of participatory action research (PAR), case study analysis and literature analysis. The principal research findings are that there is no single, management methodology that can increase the chances of DT success but that a modified form of enterprise architecture (EA) that collaboratively interacts with the other management frameworks can likely provide a solid foundation to effectively achieve DT. The thesis consists of an assessment of the current methodologies, four articles that each discuss an area to support effective DT, followed by a request for change (RFC) to up-date the TOGAF 9 EA framework standard. TOGAF was selected due to its pervasive usage globally (80% of Fortune 50 and 60% of Fortune 500). The RFC accommodated both the concepts raised in the articles and other innovations highlighted in the literature review and assessment. The thesis concludes that enterprise architecture is a key business technique that al-lows the sharing of core decision support information across the enterprise, enabling all management frameworks, especially those on the technology-management divide, to collaboratively realize digital transformation.

La banque est un secteur en première ligne de la transformation digitale et se classe en 4e position des secteurs les plus transformés numériquement derrière les technologies de l’information et de la communication, les médias et les services professionnels (Gandhi & al, 2016). En outre, l’explosion des données et le besoin de traitement en temps réel est un défi pour les acteurs pour répondre ou anticiper les besoins des clients. En ce sens, la transformation digitale des banques est emblématique des opportunités et des risques de notre société numérique.Les études tendent à prouver que la performance digitale reflète la performance économique de l’entreprise (Accenture, 2016b). Il devient dès lors d’autant plus important d’effectuer sa transformation digitale pour rester ou devenir une banque performante d’autant plus que la mortalité moyenne des multinationales n’est que de 40 ans (Schatt, 2014).Le préalable à l’analyse peut résider dans la connaissance, par les banques, de leur maturité numérique actuelle.Le modèle développé dans cette thèse s’inscrit dans cette perspective et vise à souligner les forces d’un acteur bancaire et ses points perfectibles pour, dans une perspective opératoire, alimenter la stratégie de transformation des entreprises du secteur. Le point de départ en est une méthode de mesure de maturité numérique de toute organisation (Fayon, Tartar, 2014) qui a été approfondie dans le cadre de ce travail de thèse. La réflexion a été conduite relativement aux tendances structurantes de la transformation digitale, et à un centrage sur le cas du secteur bancaire. Elle s’est nourrie des travaux académiques relatifs au changement de paradigme porté par les technologies numériques et à ceux relatifs au design organisationnel entre autres. Deux enquêtes (l’une sur la banque du futur ; l’autre sur les attentes des générations en matière de service bancaire) et un PoC réalisé dans le cadre du paiement sans contact sur smartphone à La Poste, ont nourri la réflexion pour enrichir notre modèle initial de mesure de la maturité numérique.Pour bâtir le modèle, nous avons fait le choix de nous baser principalement sur les travaux existants dans les deux domaines au cœur de la transformation digitale, d’une part les systèmes d’information où de nombreux outils méthodologiques ont été développés (CMMI, ITIL, CobiT, etc.) et d’autre part le marketing. Chacun des indicateurs du modèle initial a été challengé en s’appuyant sur la littérature dans le domaine ainsi que sur un corpus de données élaboré pour ce travail de thèse.La portée de cette mesure est de deux ordres. Le résultat peut permettre, pour les décideurs qui s’en saisissent – typiquement les acteurs de la transformation digitale (Comex, CDO, Directeur du SI, Directeur marketing) –, d’alimenter la stratégie de transformation digitale de l’acteur considéré (grâce au calcul de la maturité des leviers identifiés et globalement de la banque pour mettre en exergue ses forces et ses faiblesses). Mais cette mesure peut avoir également une portée performative. Elle peut permettre en effet, comme pour tous dispositifs de mesure, de donner un état « objectivé » mais également « objectivant » du niveau atteint par chacun des indicateurs et accompagner dès lors un processus réflexif de transformation digitale.Un certain nombre de limites sont inhérentes à ce travail de thèse, dans sa dimension instrumentale notamment. La cohérence interne du modèle, bien que mise à l’épreuve de différentes démarches analytiques et tests, n’est pas exempte, par construction, d’une part d’arbitraire. La pertinence du modèle, si elle a pu être testée partiellement à l’aune de cas d’entreprise, reste soumise à l’épreuve de la généralisation. Par ailleurs, le caractère évolutif des technologies numériques et des changements sociétaux associés, pourront faire perdre de l’acuité à certains indicateurs. Mais la dimension intrinsèquement performative du modèle pourrait demeurer. / The bank is a front-line sector of digital transformation and ranks 4th in the most digitally-transformed sectors behind IT, media and professional services (Gandhi & al, 2016). In addition, the burst of data and the need for real-time processing is a challenge for the players to meet or anticipate the needs of customers. In this way, the digital transformation of banks is emblematic of the opportunities and risks of our digital society.Studies tend to demonstrate that digital performance reflects the company's economic performance (Accenture, 2016b). It is therefore all the more important to carry out its digital transformation in order to remain or become a performing bank, especially since the average mortality of multinationals is only 40 years (Schatt, 2014).The question is where are the banks going to be in the value chain: continuing vertical integration or horizontal integration to diversify, buy or make partnerships with technological players or fintech?The prerequisite may lie in the knowledge of their current digital maturity. The model developed in this thesis makes it possible to highlight the strengths of a banking player and its perfectible points likely to feed the transformation strategy for its leaders and the related priorities. The starting point is the methodology of measuring digital maturity of any kind of organization (Fayon, Tartar, 2014) that has been challenged as part of this thesis work. Its axes, which define digital maturity, have evolved and are there to number six: Organization, Technology and Innovation, People, Offer, Environment, Strategy.The reflection has been focused on the structuring trends of digital transformation, and a focus on the case of the banking sector. She has been nourished by academic work related to the paradigm shift brought by digital technologies and those related to organizational design among others. Two surveys (one on the bank of the future, the other on the expectations of the generations in terms of banking service) and a PoC realized as part of the contactless payment on smartphone at La Poste french company have fueled the reflection to enrich our initial model of measuring digital maturity.To build the model, we have chosen to rely primarily on existing work in both areas at the heart of digital transformation, on the one hand information systems where many methodological tools have been developed (CMMI, ITIL, CobiT, etc.) and secondly marketing. Each of the indicators of the initial model was challenged by relying on the literature in the field as well as on a body of data developed for this thesis work.The scope of this measure is of two kinds. The result can make it possible for the decision makers who seize it - typically the actors of the digital transformation (Executive Committee, CDO, CTO, CMO) – feed the digital transformation strategy of the considered actor (thanks to the calculation of the maturity of the 6 levers and globally of the bank to highlight its strengths and its weaknesses, it is then necessary to exploit them in the service of its strategy). But this measure can also have a performative scope. It allows, as for all devices measuring tools, to give an "objectivized" but also "objectifying" level reached by each of the indicators and therefore accompany a reflexive process of digital transformation.A number of limitations are inherent to this thesis work in its instrumental dimension in particular. The internal coherence of the model, although tested by different analytical approaches and tests, is not exempt, by construction, from an arbitrary part. The relevance of the model, even if it has been tested partly with some business cases, remains subject to the test of generalization. In addition, the evolving nature of digital technologies and associated societal changes may make some indicators less relevant. But the performative dimension of the model could then remain.