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.

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).