Transformation Strategies and Risk Management for Traditional Enterprises in the Context of Digital Transformation

Abstract

Against the backdrop of the deepening development of the digital economy, industrial digitization has become a core driver for enhancing the quality and efficiency of China's real economy. Although the government has successively introduced various policies to guide traditional enterprises in accelerating their digital transformation, the actual outcomes of these transformations have generally fallen short of expectations, with opportunities and risks intertwined. This paper examines the transformation process of traditional enterprises from the perspectives of dynamic capabilities and risk management. Based on existing literature and industry evidence, it analyzes how enterprises can achieve digital transformation while controlling related risks. The study reveals that digital technologies can help break down data barriers across the entire enterprise value chain, expand innovation space, and revolutionize traditional risk management approaches, thereby effectively reducing costs and increasing efficiency. However, the transformation process also entails three major core risks: a shortage of talent and sluggish organizational change, internal pressure resulting from substantial capital investments, digital security threats arising from data breaches, and misalignment between digital technologies and physical business operations. Based on these findings, this paper proposes synergistic optimization strategies at three levels: the enterprise level, the industry level, and the macro-policy level. The research conclusions clarify the mediating role of dynamic capabilities between digital transformation and risk prevention and control, providing a theoretical foundation for enterprises to build adaptive risk management systems, industries to optimize technological supply, and policymakers to refine regulatory frameworks.