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Digital transformation, as the current key phenomenon of the modern development of many companies, is in process of formation and development. Besides the highest growth rates and wide coverage, the uniqueness of digital transformation lies in integration of large number of disciplines related to strategic and organizational management, digital technology, risk management, etc. Moreover, given the innovative nature of digital transformation key drivers, traditional methods of business management do not always give the necessary result for the successful implementation of digital agenda. The study of cases about passing through the various stages of digital transformation is necessary to understand the success factors and common mistakes towards introducing new digital approaches. This article discusses the practical issues of business digital transformation management using the case of digital transformation of General Electrics (GE) as an example. The material is based on analysis of key problems of digital transformation process management, which led to inefficient development and reduction of planned digital agenda of this company. This article presents the results of studying the causal mechanisms of GE digital transformation as a large-scale innovation project, including the identification of key ineffective and successful management methods.
Budagov et al. (Wed,) studied this question.