Digital Transformation (DT) is a major shift of paradigm, redefining the world’s business landscape and obligating companies to transform to survive. This is a conceptual paper examining the deep consequences of DT on management and accounting, considering it as a strategic imperative rather than technological adoption. It investigates how disruptive technology such as Artificial Intelligence (AI), big data analysis, cloud computing and blockchain are being used to automate process and routine tasks like data entry and reporting. This automation frees management accountants from routine tasks and allows them to strategically shift towards value-added activities, including business partnering, deeper data analysis and predictive risk management. The paper concludes by discussing wider organizational possibilities, such as business model innovation, improved operational productivity and market space enlargement. The distance is not the issue, but the difficulties on the way are enormous. The paper highlights a number of key barriers, such as cultural reluctance to change, a digital skills gap, the complexities of applying new technologies to legacy IT environments and an increased cybersecurity threat. The ethical and responsible aspects of algorithmic bias and the “black box” character of the decision-making of AI systems are also critically questioned. Hence, the paper argues that DT is not only a technological change, but also a transformative strategy. It requires effective leadership, a conducive digital culture, ongoing investment in human capital and governance structures to manage diverse issues which arise as part of this age of complexity and to unlock the full potential of digital.
Shafaruddin et al. (Thu,) studied this question.
Synapse has enriched 5 closely related papers on similar clinical questions. Consider them for comparative context: