A model for operating digital transformation projects in an organization

Abstract

Objective: This work proposes a model to implement digital transformation (DT) projects in companies. Material and Methods: The model's proposition was done by conducting individual interviews and focus group research on understanding and exploring the theme. Personal interviews were conducted with 15 professionals and focus groups with nine experts that experienced the DT process in their organizations. Based on these interviews, a preliminary model was proposed and validated in interviews with focus groups. All interviews took place in the same period of the COVID-19 pandemic. The research instrument explored aspects of strategy, competencies, digital technologies, and project management to determine how the DT process occurs and to define the final model. Results: Proposition of a model to operationalize DT projects following the organization's strategic direction. The model proposes that competencies enable change, using digital technologies as tools, and project management supports the project's strategy in line with the organizational strategy. The focus groups contributed to validating the model and proposing changes and improvements in the evaluation process in the model phases. The assessments were changed to occur recursively in the steps, allowing them to be evaluated throughout the project's life cycle to align with the project's and the organization's strategic assumptions. Contributions: The study presents a model to help companies of all sizes and activities to operationalize their DT projects. As a suggestion for future research, the proposed model can be used to develop and recommend new theories and develop models that meet the rapid transformations that occur in organizations.