As digital technologies such as cloud and edge computing, machine learning, advanced artificial intelligence (AI), and the internet of things (IoT) unfold, traditional industries such as telecoms, media, entertainment, and financial services are being reconfigured and new sectors are emerging. In this new competitive landscape we observe new organizational forms and new business models, including the emergence of platforms and multi-sided markets. This emergence has required a strategic response from incumbent firms, including both well-established firms and some first-generation digital enterprises. With these advances in digital technology, the very nature of strategy is changing. Fundamentally, the use of digital technologies may provide new opportunities for efficiency gains, customer intimacy, and innovation. However, without the right mindset for change, appropriate digital routines, and structural changes, digital transformation efforts will fail. We therefore present a framework for strategizing in this new digital competitive landscape that underscores the importance of the interplay between (1) the cognitive barriers faced by managers when trying to understand this new digital world and envision new digital business models, (2) a need to reconfigure and extend digital routines, and (3) new organizational forms that are better equipped to creating value and gaining competitive advantage. From this framework of essential pillars, we derive four journeys of digital transformation for companies that were formed in the pre-digital economy. We also describe the management roles required by top, middle, and frontline managers, depending on whether the digital migration is evolutionary or transformative and whether the firm is responding to or attempting to shape the ecosystem. Although digital transformation is technically all about technology, the more important issue is how companies make their way through this strange new digital world in which they find themselves. Ultimately digital transformation is as much about strategizing as it is about technology.

随着云计算和边缘计算、机器学习、高级人工智能（AI）和物联网（IoT）等数字技术的发展，电信、媒体、娱乐和金融服务等传统行业正在重新配置，新的行业正在涌现。新兴。在这个新的竞争格局中，我们观察到新的组织形式和新的商业模式，包括平台和多边市场的出现。这种出现需要现有公司做出战略反应，包括成熟的公司和一些第一代数字企业。随着数字技术的这些进步，战略的本质正在发生变化。从根本上说，数字技术的使用可以为提高效率、客户亲密度和创新提供新的机会。然而，如果没有正确的变革心态、适当的数字化程序和结构性变革，数字化转型努力将失败。因此，我们提出了一个在这个新的数字竞争格局中制定战略的框架，该框架强调了 (1) 管理者在试图理解这个新的数字世界和设想新的数字商业模式时面临的认知障碍，(2) 需要重新配置和扩展数字程序，以及 (3) 能够更好地创造价值和获得竞争优势的新组织形式。从这个基本支柱的框架中，我们为在前数字经济中形成的公司推导出了四个数字化转型之旅。我们还描述了高层、中层和一线管理人员所需的管理角色，取决于数字迁移是进化性的还是变革性的，以及公司是否正在响应或试图塑造生态系统。尽管从技术上讲，数字化转型完全与技术有关，但更重要的问题是公司如何在这个陌生的新数字世界中闯出一片天。归根结底，数字化转型既关乎战略，也关乎技术。