Establishing organisational resilience through developing a strategic framework for digital transformation

Purpose The purpose of this paper is to present a strategic management framework for a successful digital transformation (DT) roll-out aimed at enabling organisational resilience. The study aims to identify the critical areas of consideration for management to strategically approach DT in order to build resilience. Design/methodology/approach The research study is based on the 3Ps framework: (1) people (culture, capabilities, engagement and well-being), (2) processes (systems) and (3) plant (technological infrastructure and tools). The research methodology is a qualitative study comprising semi-structured in-depth interviews, conducted with industry experts in different sectors undergoing major digital disruptions such as financial services, mining, oil and gas, energy and retail. Findings The research findings show that the successful roll-out of an organisation’s DT is largely driven by the people elements incorporating organisational culture, workforce skills and training and employee well-being. It also highlights that it is critical for organisations to invest in technological infrastructure, once the people elements have been addressed, as they are the drivers of technology implementation. Research limitations/implications A bigger and broader sample size can validate the elements and structure of the DT framework in South Africa. Practical implications The study’s discussion unlocks understanding about: (1) what are the key enablers for successful DT; (2) what hinders organisations from realising the value of digital investments and (3) a strategic framework for the digital roll-out. Social implications Technology is impacting employees at both a personal and professional levels. Ensuring that DT rollouts are strategical implemented lowers the impact on technostress and strengthens resilience. Originality/value The value and practical implication of this study is that the developed strategic framework can be used by managements to enable the smooth adoption of DT toward building organisational resilience in developing countries such as South Africa with low digital maturity.