The problematic field of digital business transformation

Abstract

Introduction. In the context of changing people's lifestyles due to the integration of digital technologies into all spheres, the digitalization of business has become the key to their strengthening in the market. However, the transformation processes in each individual company proceed with different speed and efficiency. It is important to understand what is currently hindering the digital transformation of a business. Goal. The study aims to create a problematic field of digital business transformation. Materials and methods. Statistical data and the data obtained during the analysis of the experience of implementing digital business transformation projects, conducted by major research companies, were used. The study uses the statistical and the comparative analysis methods. Results and discussion. The problematic situations and bottlenecks inherent in transformational changes are identified and systematized in this article. The research is based on the analysis of the accumulated experience of introducing digital technologies into the activities of companies. According to the study, all problems are divided into five groups: the lack of methodological base, fragmentation of data, psychological barriers, shortage of personnel and digital competencies, regulatory and legal vacuum of digital environment. The emphasis is placed on the lack of methodological framework for digital transformation that medium and small businesses could rely on. It is shown how the development of a unified methodology will help eliminate not only problems directly related to the methodology, but also other bottlenecks, as well as increase the efficiency of transformation processes. Conclusion. The development of a methodology and universal tools for the implementation of digital business transformation projects is the first step that contributes to scaling transformational processes, increasing their effectiveness and increasing the competitiveness of the national economy.