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Digital technologies have changed the way we work and live since their advent; they affect individuals, businesses and society, especially the business world. Digital transformation has become a significant concern for all companies now, and it is hard to find a company that has not embarked on a digital transformation project. The main question of our study is to understand the most significant digital transformation challenges companies are facing and how they can overcome these challenges.

The research contains an analytical study of some recent studies on this topic. Findings indicate that technology is not a huge barrier to companies, but digital skills, digital culture and digital strategy are the biggest. Furthermore, we present several practical solutions to overcome these challenges at the end of this research.

In an era where sustainability and digital transformation are becoming indispensable pillars of successful business operations, this chapter explores the potent synergy between these two paradigms. As businesses strive to align their operations with Environmental, Social, and Governance (ESG) goals, digital transformation emerges as a powerful enabler. This chapter delves into how digital technologies are not only revolutionizing traditional business models but are also paving the way toward more sustainable practices. From data-driven decision-making to improved resource management, this chapter discusses the diverse ways in which digital transformation contributes to sustainability. It also offers an in-depth analysis of real-world case studies, illustrating how businesses have successfully integrated digital transformation in their pursuit of sustainability. Recognizing the potential roadblocks, this chapter also addresses the challenges businesses may face in this journey, including cybersecurity risks, data privacy issues, and the need for technological literacy. It further presents strategies to navigate these challenges and underscores the importance of preparedness in managing potential risks. Finally, this chapter ventures into the future of digital transformation, evaluating current trends and predictions, and their potential impact on sustainable business practices.

This chapter frames the digital age transformation journey for sustainability from the lenses of transformation skills and competencies required for future work. It provides a synopsis of the digital transformation considering digital technologies, connecting digital transformation to future work and reflections on the new digital age to sustainability issues. In detail, this chapter comprehensively reviews digital technologies transformation skills, including digital skills and integrated skills for the digital economy linked to integrated skills. This chapter takes into consideration the possible effects from a competency point of view from the domains on issues like: global independence, trust, a shift in skills and ways of work, commitment to justice, improving the know-how, financial inclusion, data and data privacy that are critical imperatives for sustainability. Developing a digital economy requires integrated sustainable development competencies; this chapter considers combined skills for digital transformation in triple connecting points of human skills, business skills and digital building blocks skills to argue for sustainability. Because attaining Sustainable Development Goals (SDGs) requires input from different quotas globally, sustainable competencies are needed to ensure individuals work cohesively through new-age digital technologies. This chapter further highlights emerging competencies such as critical thinking, appreciative equity, open communication and acting on collective well-being as imperatives transforming digital disruptions. The final section of this chapter puts into perspective the implication of required digital technologies for the future of work and its significance on the need to reskill and retool. It concludes by reflecting on opportunities and challenges for crucial consideration towards creating a sustainable digital age.

Today, businesses, organizations and governments attach great importance to digital transformation to meet the needs of their customers, business partners, and employees to adapt to the developing technology in recent years. Digital transformation, which is a challenging and mandatory process, has been and continues to be passed by institutions today. However, the successful management of this transformation without conflict can be realized by accurately detecting new communication technologies and examining, understanding, and implementing the transformation process in detail. This process will be painful, where radical changes will take place in the structure, processes, functions, and business models of the organization. Different challenges may be encountered in each of the startup, execution, and governance subprocesses examined in the digital transformation process. Many conflicts such as time and budget shortages, inadequate digital skills and lack of vision for digital customer processes, cybersecurity threats, human resource shortages, difficulty in managing technology, failure to achieve cloud structure integration, vision, and culture differences are the reasons why this process cannot be managed fluently and accurately. For businesses that focus on this goal, regardless of scale, digital transformation has become a necessity, not an alternative to choose. In this study, the digital transformation process and maturity model were discussed, and technological and digital conflicts were emphasized. It seeks to shed light on the work they will do by making recommendations for institutions to manage this process in the best way.

The COVID-19 pandemic, which globally affected all the countries of the world both economically and socially, has become one of the biggest crises after the 1929 world economic depression. During this period, not only people's health but also the economic health of countries was affected. In this process, people have created intense connection traffic on the internet to meet their needs, and this has accelerated the digitalization processes of businesses. Thus, the concept of digital transformation began to be widely used. Today, digital transformation processes have become an external environmental variable that covers all sectors, not businesses in a single sector. This situation has revealed the necessity of creating new business/management strategies that increase customer value for business managers. Digital transformation has shown itself in all business functions. In other words, the demands and priorities of each function and its managers have also changed. Therefore, business and department managers are required that they perceive digital transformation processes correctly and integrate their businesses/departments into this process with the right business/management strategies, without conflicting with the digital transformation processes. In this study, various ideas and evaluations put forward about sustainable business/management strategies that can be applied against the current and future importance of the digitalization/digital transformation process and its possible effects on businesses are included.

Technology has disrupted many industries from the start of Industrialization era to the Industry 4.0 era. There has been an exponential growth in the technological front and people are talking about Industry 5.0. Digital transformation is a critical direction in which organizations will have to move toward in order to succeed in this competitive world. To make a smooth transition, firms must understand the basic building blocks of the digital transformation process and the key areas it touches upon namely customer experience, operational process and dynamic business models. Organizations will also have to identify the enablers of digital transformation which they can work on to smoothen the transformative process. Firms will also need the framework of digital transformation spelling out the roadmap for effective digital transformation. Firms on the urge to go for digital transformation will face numerous challenges in all the stages of implementation namely the initiation phase, the execution phase and the governance phase. A clear understanding of these challenges will help the firms to overcome or mitigate these challenges and be successful in their digital transformation process.

The abundance of technological innovations has dramatically increased the prominence of digital transformation processes in many organizations and sectors. At the present time, digital transformation is first and foremost depicted in the literature as a strategy carefully elaborated and deployed by diligent executives. This stands in sharp contrast with contemporary organizational theory, and most especially the strategy-as-practice research stream, which has increasingly underlined the capability of middle managers to weigh upon strategizing processes. An empirical inquiry conducted in a major aeronautics company reveals that digital transformation can be largely driven by middle managers in charge of specific technological projects, who operate in the absence of a well-defined, overarching strategy. Drawing on the sociology of translation, the chapter identifies four tactics used by middle managers to ensure that their projects make it to the strategic agenda of the firm. Ultimately, the findings suggest that digital transformation processes cannot be solely understood as strategic endeavors, and can result from the addition of disjointed technological projects driven by middle managers instead.

The recent pandemic of Covid-19 has substantially changed people’s daily lives. They work and interact even more based on information and communication technologies (ICT). The use of new technologies and the interconnectivity specific to smart cities have intensified in the context of the pandemic. A significant part of the population works from home, participates in concerts and other remote social activities, organizes online parties, communicates virtually with friends and family, etc. These transformations required an extended and more stable infrastructure, significant investments in the development of software applications dedicated to remote activities (streaming, contact tracing, security, online ordering and delivery, telemedicine, etc.), in specific services (data storage and applications, electronic signature services, etc.) and the integration of subsystems used in smart cities. This chapter examines the role of SARS-CoV-2 pandemic in the acceleration of digital transformations in smart cities due to the need and desire to digitize communities and public administrations. It has become a top priority for both private and public companies from smart cities in the context created by the pandemic.

Digital transformations represent an increasingly salient empirical phenomena for institutionalists studying the processes by which institutions evolve, erode, or otherwise change. Yet, there have been few meaningful attempts to engage with insights from the information systems (IS) literature, despite digital innovation and diffusion falling squarely within its domain. This essay makes an initial attempt at integration by offering a two-by-two framework which crosses salient theoretical categories within the IS and institutional literatures. From the former, we draw on concepts of system acceptance and resistance, and from the latter, we draw on concepts of institutional maintenance and change. Each quadrant in our framework represents user responses happening because of, in reaction to, or toward various institutional dynamics. We illustrate each quadrant with data collected as part of a study of digital transformation in the field of public healthcare in Australia. We use our illustrative case to open up research questions which researchers might use to frame their own studies of digital transformations as a form of institutional change. We conclude with a discussion of what other theoretical advances or insights might be yielded from greater collaboration between institutionalists and IS scholars. This essay contributes to the nascent study of digital transformations as a form of institutional change through examining how complementary concepts of the IS and institutional literatures might be used simultaneously to understand the intersection of digital innovation and diffusion and the institutional arrangements governing the fields which they change.