SYNTHESIS OF DIGITAL TRANSFORMATION BEYOND TECHNOLOGY PERSPECTIVE: DIGITAL STRATEGY, LEADERSHIP CULTURE
Underlining evidence towards the strategic importance of Digital Transformation (DX) is highly conclusive. Across industries, Digital Transformation has become a focal point where organizations explore to enhance digital capabilities to sustain hyper competitive markets whilst inclined to extend personalise the experience to digitally savvy customers. Despite central attention and correct investments, many organizations fail DX efforts, as many failures derived where organization initiates transformation within standalone technology focus architectures in IS (Information Systems) IT (Information Technology) platforms. On contrary many scholars depicted that sustainability in successful DX efforts would derive by the synchronised synergy between Technology and Nontechnology antecedents. These focal antecedents such as Business Strategy, Leadership, and Culture bundle with key success to transformational agents such as Customer centricity, Digital Business process and Structural agility are being discussed in isolation in a different school of academia, However literature to Digital Transformation and connected Nontechnological antecedents are scares. This paper intends to address this by presenting connected literature in defining DX and exploring literature to validate how each Nontechnology antecedents enable successful DX whilst support to enhance digital maturity where benefits of disruptive technologies could be managed and convert as capabilities as against act as a threat of existence.