The new digital era brings several opportunities and challenges that accelerate the need to implement digital solutions in organisations. This speed of change creates many questions, but unfortunately, references cases to answer them or general guidelines to succeed are still rare. Therefore, the purpose of this paper is to present four cases that illustrate the procedure followed by companies to introduce digital elements in their operations (automotive industry supplier, toy industry, catering company and circuit trainings company). Each case offers inspiration and knowledge about the procedure to introduce digital elements and facilitates the proposal of a general procedure that aims to become guidance for practitioners.,The research implements comparative analysis in a multi-case design. It sensitises the concept of “digitalisation path” as a research instrument. Projects documentation and informal conversational interviews allow the researchers to describe each organisation and their digitalisation path. The interviewees review, enhance and approve the cases. Furthermore, the research compares the paths and summarises the findings into a digitalisation path model that explains the digitalisation of these organisations and it serves as a guide for other organisations.,The digitalisation paths evidence the necessity of business process management to develop digitalisation. Technology is not the goal, but the instrument and process excellence is the driver to introduce new technologies in the operations. Furthermore, the four organisations share a similar pattern and activities within their digitalisation paths.,The multi-case methodology lacks generalisation, but it provides detail over the digitalisation paths.,The paper presents a guideline for practitioners to introduce digital elements in the organisation.,The paper presents a practical perspective to introduce digitalisation in organisations, which is currently rare in literature.

中文翻译：

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卓越的流程是数字化的关键

新的数字时代带来了许多机遇和挑战，加速了在组织中实施数字解决方案的需求。这种变化的速度产生了许多问题，但是不幸的是，参考案例来回答这些问题或成功的一般准则仍然很少。因此，本文的目的是提出四个案例，以说明公司在其运营中引入数字元素的过程（汽车行业供应商，玩具行业，餐饮公司和电路培训公司）。每个案例都提供了有关引入数字元素的程序的启发和知识，并有助于提出旨在成为从业人员指南的通用程序。本研究在多案例设计中实现了比较分析。它使“数字化路径”的概念成为一种研究工具。项目文档和非正式对话访谈使研究人员能够描述每个组织及其数字化路径。受访者对案例进行审查，增强和批准。此外，该研究对这些路径进行了比较，并将发现总结到一个数字化路径模型中，该模型解释了这些组织的数字化，并为其他组织提供了指南。数字化路径证明了业务流程管理发展数字化的必要性。技术不是目标，但卓越的仪器和流程是在运营中引入新技术的驱动力。此外，这四个组织在其数字化路径中共享相似的模式和活动。