Abstract The formulation and implementation of a digital transformation strategy (DTS) has become a key concern for many pre-digital organizations across traditional industries, but how such a strategy can be developed remains an open question. We used interpretive in-depth case study research to study how a European financial services provider has formulated and implemented a DTS. By focusing on the underlying processes and strategizing activities, we show that digital strategy making not only represents a break with the conventions of upfront strategic information systems (IS) planning, but reveals a new extreme of emergent strategy making. Specifically, we conclude that a DTS is continuously in the making, with no foreseeable end. By building on theory from IS strategizing and strategy-as-practice literature, we theorize an integrated process/activity model that characterizes DTS formulation and implementation in pre-digital organizations. Our model shows that the crafting of a DTS is a highly dynamic process involving iterating between learning and doing.

中文翻译：

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前数字化组织中的数字化转型战略制定：以金融服务提供商为例

摘要数字化转型战略（DTS）的制定和实施已成为许多跨传统行业的数字化前组织所关注的主要问题，但是如何制定这种战略仍然是一个悬而未决的问题。我们使用了具有解释性的深入案例研究，以研究欧洲金融服务提供商如何制定和实施DTS。通过关注基础流程和战略活动，我们表明数字战略制定不仅代表了与前期战略信息系统（IS）计划惯例的突破，而且揭示了新兴战略制定的新极端。具体来说，我们得出的结论是，DTS正在不断发展，没有可预见的终结。通过从信息系统战略制定和实践策略文献中汲取理论知识，我们提出了一个集成的流程/活动模型，该模型表征了数字化前组织中DTS的制定和实施。我们的模型表明，DTS的制定是一个高度动态的过程，涉及在学习与实践之间进行迭代。