Developing a strategic planning model for developing, monitoring and evaluating digital transformation initiatives: a soft system approach

Abstract

Purpose

This research aims to develop a strategic planning model for developing, monitoring and evaluating digital and sustainable transformation initiatives in organizations. The purpose of this model is to provide a useful tool for managers and practitioners in the field of digital transformation.

Design/methodology/approach

This research draws on the soft systems literature and combines the reference models of the balanced scorecard and the logical framework approach to develop the model. The model identifies the key dimensions to be considered in the planning, monitoring and evaluation phases of a digital transformation initiative

Findings

This research makes important theoretical and practical contributions to the literature on digital transformation. This study enriches the literature and proposes a model that is useful both in the strategic planning phase and in the ex-post evaluation. The model identifies the key dimensions to be considered in the planning phase of a digital transformation initiative and describes the dimensions to be taken into account when monitoring the development of the initiative and the final evaluation of the impact achieved.

Originality/value

This model is original in its approach, as it draws on the soft systems literature and combines the reference models of the balanced scorecard and the logical framework approach. The model provides a useful tool for managers and practitioners that has normative and prescriptive value. The research makes important contributions to the literature on digital transformation by proposing a model that considers both the theoretical and practical aspects of digital transformation initiatives.

Citation

Santarsiero, F. (2023), "Developing a strategic planning model for developing, monitoring and evaluating digital transformation initiatives: a soft system approach", Measuring Business Excellence, Vol. 27 No. 3, pp. 449-459. https://doi.org/10.1108/MBE-02-2023-0023