<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Lucija Ivančić</style></author><author><style face="normal" font="default" size="100%">Vesna Bosilj Vukšić</style></author><author><style face="normal" font="default" size="100%">Mario Spremić</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Mastering the Digital Transformation Process: Business Practices and Lessons Learned</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">case study</style></keyword><keyword><style  face="normal" font="default" size="100%">change management</style></keyword><keyword><style  face="normal" font="default" size="100%">digital business</style></keyword><keyword><style  face="normal" font="default" size="100%">digital model</style></keyword><keyword><style  face="normal" font="default" size="100%">digital transformation</style></keyword><keyword><style  face="normal" font="default" size="100%">digital transformation model</style></keyword><keyword><style  face="normal" font="default" size="100%">digitization</style></keyword><keyword><style  face="normal" font="default" size="100%">human capital</style></keyword><keyword><style  face="normal" font="default" size="100%">Innovation management</style></keyword><keyword><style  face="normal" font="default" size="100%">talent management</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2019</style></year><pub-dates><date><style  face="normal" font="default" size="100%">02/2019</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://timreview.ca/article/1217</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">9</style></volume><pages><style face="normal" font="default" size="100%">36-50</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Due to its unique features and accessibility, the focus of implementing digital technology is no longer just to improve internal operations, but to expand internal dimensions, reach customers and external partners, affect services, integrate processes, disrupt markets, and fundamentally change industries. It is no surprise that the notion of digital transformation has garnered much research interest, especially from the practitioners’ point of view, but academic achievements are somehow lagging behind, possibly because frameworks for digital transformation are still evolving. In this article, we tried to address that gap by conducting holistic research of digital transformation in companies. We used a series of in-depth interviews to inform comprehensive case studies of three companies from different industries that are in different stages of digital transformation. We carefully investigated the companies’ experiences in the process of digital transformation, which are discussed here to provide valid theoretical framing. We conclude that, in addition to technology adoption, important factors for successful digital transformation are the ability of an organization to change and operational excellence in the integration of external digital services with internal IT support. In that light, we summarize our findings in a form of discovered (sub)dimensions that are the basis for the proposed digital transformation framing, while the narratives and case experiences provide with examples of best practice.</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><custom1><style face="normal" font="default" size="100%">University of Zagreb
Lucija Ivančić is a Teaching and Research Assistant in Business Computing, Business Process Management, and Data Management, and a PhD candidate in the Department of Informatics of the Faculty of Economics and Business at the University of Zagreb, Croatia. Her current research interests lie in business process modelling and management, IT management, data management, and digital transformation, and at the intersection of these fields. She received two Dean’s awards for previous papers on discrete-event simulation modelling and information systems auditing.</style></custom1><custom2><style face="normal" font="default" size="100%">University of Zagreb
Vesna Bosilj Vukšić is a Professor of Business Process Management and Business Computing in the Department of Informatics of the Faculty of Economics and Business, at the University of Zagreb, Croatia. Her current research interests are in modelling and the management of business processes, information systems development, and digital transformation. Vesna has a teaching experience in undergraduate and postgraduate courses. She participates actively in research within the framework of the Ministry of Science and Technology’s scientific projects, and is a member of international scientific research projects. She is a member of editorial boards and a reviewer of international scientific journals.</style></custom2><custom3><style face="normal" font="default" size="100%">University of Zagreb
Mario Spremić is a Professor of ICT Governance and Digital Business in the Department of Informatics of the Faculty of Economics and Business at the University of Zagreb, Croatia. His current research interests are in digital transformation, digital technologies, ICT governance, cybersecurity, and IT auditing. Mario is teaching on these topics at the undergraduate and postgraduate levels, including some international engagements including as a guest lecturer at Imperial College London. He is a member of editorial boards and a reviewer of international scientific journals.</style></custom3></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Paul E. Renaud</style></author><author><style face="normal" font="default" size="100%">Sheppard D. Narkier</style></author><author><style face="normal" font="default" size="100%">Sonia D. Bot</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Using a Capability Perspective to Sustain IT Improvement</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">capability improvement</style></keyword><keyword><style  face="normal" font="default" size="100%">capability maturity model</style></keyword><keyword><style  face="normal" font="default" size="100%">change management</style></keyword><keyword><style  face="normal" font="default" size="100%">competency capability</style></keyword><keyword><style  face="normal" font="default" size="100%">enterprise architecture</style></keyword><keyword><style  face="normal" font="default" size="100%">IT function</style></keyword><keyword><style  face="normal" font="default" size="100%">organizational culture</style></keyword><keyword><style  face="normal" font="default" size="100%">organizational learning</style></keyword><keyword><style  face="normal" font="default" size="100%">process capability</style></keyword><keyword><style  face="normal" font="default" size="100%">shadow IT</style></keyword><keyword><style  face="normal" font="default" size="100%">technology capability</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">06/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/802</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">4</style></volume><pages><style face="normal" font="default" size="100%">28-39</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">A firm’s dependency on the information technology (IT) function is increasingly central to its ability to innovate. The IT function must balance this need for change with sustaining consistent, highly reliable operation of all existing services. A firm’s ability to rapidly change IT is impeded by its legacy portfolio of applications and infrastructure because changes need to be very carefully managed and understood in order to avoid unintended consequences leading to system failure and process breakdown. The change imperative for IT is urgent and often determines how IT is valued by the rest of the firm. 

Improving the IT function’s agility requires improvement in IT capabilities, which can be categorized into three broad classes: technology, process, and competency. This article identifies the critical success factors for creating sustainable change for each of these three capability classes. It draws on the practical experience of the authors and leverages appropriate standards that provide grounding for change within the IT function of the firm, along with the roles and tasks that will be involved in this change agency. The article is of primary benefit for IT executives seeking to sustain an ongoing, systematic transformation of the IT function to enable IT entrepreneurship and agility.</style></abstract><issue><style face="normal" font="default" size="100%">6</style></issue><custom1><style face="normal" font="default" size="100%">The Lanigan Group
Paul Renaud is Chief Executive of The Lanigan Group, which specializes in customer-driven product strategy and business-aligned IT service delivery. He is an advisor to CEOs, CTOs, and CIOs in the technology community and he is a member of industry advisory boards, including Queen’s University’s Innovation Council for the School of Computing and Ubiquity’s Chairman’s Advisory Board prior to its acquisition by Avaya. His previous roles include VP Business Intelligence Development at Cognos, Director of Computing &amp; Networking and the Advanced Computing Research Lab at Bell Northern Research, Director of Nortel’s Public Network Switching Capacity program and Chief Architect at SHL Systemhouse. Mr. Renaud is a co-author of several patents and authored &lt;em&gt;Introduction to Client/Server Systems&lt;/em&gt;, which was published in four languages and widely used as a university textbook. He has a BSc degree in Computer Science and Mathematics from Queens University.</style></custom1><custom2><style face="normal" font="default" size="100%">
Sheppard Narkier is a business-driven, senior information technology executive who generates business value where investment in enabling technology is an integral part of a company’s business strategy. Sheppard’s experience spans roles as a senior executive, enterprise architect, systems engineer, and developer. He has been recognized for building strong, diverse, and motivated teams that have delivered measurable business value in diverse IT environments. He has implemented mission-critical systems, reusable assets, and technology roadmaps in premier financial services institutions such as the American Stock Exchange, S&amp;P, and UBS-IB. Sheppard was a co-founder and Chief Scientist of Adaptivity, which was acquired by EMC. Sheppard is responsible guiding EMC’s application transformation portfolio strategy. Sheppard has a BA in both Mathematics and Anthropology from Oswego State, NY. He is the co-author on several patents, has written thought-leadership blogs for Network World, Adaptivity, and EMC InFocus, and has ghost-written the book &lt;em&gt;Next Generation Datacenters in Financial Services: Driving Extreme Efficiency and Effective Cost Savings&lt;/em&gt;.</style></custom2><custom3><style face="normal" font="default" size="100%">
Sonia Bot is an accomplished operational executive who has experienced a wide range of climates in businesses, from unprecedented extreme highs and lows through to various stages of lifecycle development, transformation, and turnaround. She is an entrepreneurial-minded leader and strategic thinker with extensive experience in technology innovation and global business management. Ms. Bot is the Chief Executive of The BOT Consulting Group Inc., where she partners with executives and entrepreneurs of global technology companies in to assist in building, growing, and transforming ventures and to solve wicked business problems. Ms. Bot is an accomplished industry presenter, author of numerous peer-reviewed articles, and industry executive member of university and business acceleration boards. Her prior work experience includes Research In Motion (BlackBerry), Nortel, Bell-Northern Research, IBM, and TransCanada Pipelines. She holds degrees in Computer Science with Systems Design / Electrical Engineering (BMath) from the University of Waterloo and Biomedical Engineering (MASc) from the University of Toronto, and she is a certified Lean Six Sigma Master Black Belt.</style></custom3></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Llynne Plante</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">A Guide for Entrepreneurs Who Lead and Manage Change</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">change management</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">leadership</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year><pub-dates><date><style  face="normal" font="default" size="100%">03/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/536</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">2</style></volume><pages><style face="normal" font="default" size="100%">27-31</style></pages><abstract><style face="normal" font="default" size="100%">To grow a business, entrepreneurs must know how to lead and manage change. However, the change management literature offers little in the way of specific, practical advice that leaders can use to guide their actions. This article builds on a review of the change management literature, a small field study, and years of experience supporting technology companies. It identifies and describes the top nine leadership actions (and their associated behavioural traits) that technology entrepreneurs who lead and manage change should carry out. </style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue><custom1><style face="normal" font="default" size="100%">NRC-IRAP
Llynne Plante is Regional Director for Eastern and Northeastern Ontario with the Industrial Research Assistance Program of the National Research Council Canada (NRC-IRAP). Llynne has a strong experience in finance, international business, R&amp;D, and technology entrepreneurship from both the private and public sectors. Prior to joining NRC-IRAP, Llynne worked at Public Works Government Services Canada (PWGSC), at Export Development Canada, and in business and engineering roles in small Canadian technology firms. Llynne holds an EMBA from Queen’s University in Kingston, Canada. </style></custom1></record></records></xml>