Instructional goals
The course aims to provide students with the theoretical, methodological, and managerial tools required to understand, design, and govern Digital Transformation processes within contemporary organizations.
Starting from an analysis of the key digital technologies and the transformations they generate in competitive dynamics, business processes, and organizational structures, the course explores the role of Artificial Intelligence as the primary strategic driver of digital transformation and value creation in today’s economic environment.
By integrating perspectives from the fields of strategic management, innovation, organization theory, and corporate governance, students will acquire analytical frameworks that enable them to understand how firms can develop, integrate, and leverage the competencies and organizational capabilities necessary to compete in the digital economy.
Particular attention will be devoted to the governance of Artificial Intelligence, sustainability, and managerial responsibility, with a focus on the economic, organizational, social, and ethical implications associated with the adoption of intelligent systems within organizations.
From this perspective, the course adopts the ESG+H framework, which interprets digital transformation as a process aimed at creating sustainable value while preserving the centrality of the individual, promoting a human-centered approach to technological innovation.
Finally, the course seeks to develop students’ ability to design digital transformation strategies and roadmaps, critically assessing their opportunities, risks, organizational implications, and long-term sustainability.
Prerequisites
No mandatory prerequisites are required. However, a basic understanding of the core concepts of Strategic Management is recommended, particularly with regard to competitive advantage, industry analysis, business models, organizational capabilities, and corporate strategy.
Familiarity with the fundamentals of innovation management and organizational change management will also be beneficial.
Suggested preliminary reading:
Fontana, F., & Boccardelli, P. (2015). Corporate Strategy: Una prospettiva organizzativa e finanziaria per la crescita. Hoepli.
Intended learning outcomes
Knowledge and Understanding: Students will understand Digital Transformation as a strategic, organizational, and technological phenomenon, acquiring advanced knowledge of the key digital technologies and of the role of Artificial Intelligence in reshaping business processes, business models, and sources of competitive advantage.
Applying Knowledge and Understanding: Students will be able to apply managerial frameworks and analytical tools to assess digital disruption phenomena, identify opportunities and risks arising from the adoption of digital technologies, evaluate the level of digital maturity within organizations, and design transformation pathways aligned with corporate strategic objectives.
Making Judgements: Students will develop the ability to critically assess the economic, organizational, social, and ethical implications of Digital Transformation, as well as the adoption of Artificial Intelligence and digital technologies, formulating independent judgments regarding governance choices, sustainability challenges, and risk management practices.
Communication Skills: Students will be able to discuss and present complex issues related to digital transformation using appropriate managerial language and supporting their arguments with empirical evidence and analytical tools.
Learning Skills: Students will acquire the tools necessary to critically interpret the evolution of emerging technologies and continuously update their knowledge and competencies in a highly dynamic technological environment.
Course Contents
The course presents and analyzes Digital Transformation as a strategic process of organizational change driven by the evolution of digital technologies and, in particular, by the emergence of Artificial Intelligence as a key enabling technology of the new digital economy.
The first part of the course introduces the fundamental concepts of digital transformation, digital disruption, and changing competitive dynamics, examining the role of digital platforms, data, and technological ecosystems in value creation processes.
The course then explores Artificial Intelligence as a strategic driver of organizational transformation, analyzing its impact on decision-making processes, business models, and organizational capabilities. In this context, particular attention is devoted to the main theoretical frameworks used to interpret AI adoption within organizations, including the Resource-Based View, Dynamic Capabilities, and Absorptive Capacity perspectives.
Specific attention is also given to issues related to Artificial Intelligence governance, sustainability, and managerial responsibility. The course examines the risks associated with AI adoption, as well as challenges concerning accountability, transparency, oversight, and control, together with the economic and social implications arising from automation and the increasing use of algorithms in organizational decision-making.
Furthermore, the course investigates the ESG+H framework, which places individuals, organizational well-being, and the creation of sustainable long-term value at the center of digital transformation processes.
The final part of the course is dedicated to the analysis of business cases and the development of digital transformation and AI integration roadmaps, with particular emphasis on implementation challenges, governance mechanisms, and change management processes.
Reference Books
Lapucci, M., & Lucchini, S. (2024). Ritrovare l'umano: Perché non c'è sostenibilità senza Health, Human e Happiness. Baldini + Castoldi. ISBN 9791254942291.
ink: https://www.ibs.it/ritrovare-umano-perche-non-c-libro-massimo-lapucci-stefano-lucchini/e/9791254942291?srsltid=AfmBOop6mDmJQSJl96_2R0QbwxTgvbdi7oVrhGPJGH5ibcbX1UwGQR0l
Additional reference books: To be defined.
Teaching Methods
Lectures.
Assessment Method
Exam 70%
PW 30%
Thesis assignment criteria
None
Week 1
Digital Transformation and New Competitive Paradigms
This session introduces the course and presents Digital Transformation as a strategic phenomenon capable of reshaping competitive dynamics, organizational structures, and value creation processes. The lecture examines the major technological trends that are transforming firms and markets, highlighting the transition from a view of technology as an operational support tool to a perspective that recognizes technology as a key enabler of business strategy and competitive advantage.
Particular attention will be devoted to the evolution of the digital economy and to the growing role of Artificial Intelligence as a foundational infrastructure driving economic and organizational transformation.
Week 2
Digital Technologies, Data, and Value Creation
This session explores the key technologies underpinning the current wave of digital transformation, examining their managerial and strategic implications for organizations operating in increasingly dynamic and interconnected environments. Particular attention is devoted to the role of data as a critical strategic resource for knowledge generation, informed decision-making, and the development of sustainable competitive advantage. The lecture also analyzes the contribution of digital platforms, cloud computing, and intelligent infrastructures to the redesign of business processes and organizational architectures.
The objective of the session is to understand how digital technologies influence productivity, coordination mechanisms, innovation processes, and value creation models across firms and industries.
Week 3
Digital Disruption and Business Model Transformation
This session examines the phenomenon of digital disruption and its impact on industries, markets, and traditional competitive models. Particular attention is devoted to the mechanisms through which digital technologies reshape industry boundaries, redefine sources of competitive advantage, and create new opportunities for growth and value creation. The discussion highlights how organizations can respond to disruptive change by adapting their strategies, structures, and business models to evolving technological and market conditions.
The session also includes the analysis of selected business cases illustrating digital transformation initiatives and the redesign of business models in response to emerging digital opportunities and competitive pressures.
Week 4
Artificial Intelligence as a Strategic Driver of Transformation
This session introduces Artificial Intelligence from a managerial and strategic perspective, examining its role as a General-Purpose Technology capable of fundamentally transforming business processes, organizational structures, and decision-making systems. The discussion focuses on how AI is reshaping the sources of competitive advantage and enabling new forms of organizational efficiency, innovation, and value creation.
Particular attention is devoted to the emergence of Generative AI and its implications for knowledge-intensive activities, creativity, innovation processes, and managerial decision-making. The session also explores the opportunities and challenges associated with integrating AI into organizational strategies and business models.
Week 5
Organizational Capabilities and AI Adoption
This session examines the organizational conditions required for the effective integration of Artificial Intelligence into business processes and decision-making systems. The discussion focuses on the internal resources, competencies, and capabilities that enable organizations to successfully adopt, deploy, and scale AI-driven initiatives.
Particular attention is devoted to the theoretical contributions of the Resource-Based View, Dynamic Capabilities, and Absorptive Capacity frameworks. These perspectives are used to analyze how data assets, human capital, organizational knowledge, and learning capabilities contribute to the development of sustainable competitive advantage through AI adoption.
The objective of the session is to understand why the successful implementation of Artificial Intelligence depends not only on the availability of technological resources but also on the presence of the organizational capabilities required to absorb, integrate, and effectively leverage such technologies.
Week 6
AI and Business Model Innovation
This session examines the impact of Artificial Intelligence on innovation processes, the design of products and services, and the transformation of business models. The discussion focuses on how AI is reshaping organizational value creation mechanisms by enhancing decision-making processes, enabling new forms of customer interaction, and supporting the development of innovative products, services, and business solutions.
Particular attention is devoted to the ways in which AI contributes to the reconfiguration of value chains, the emergence of AI-enabled business models, and the creation of new sources of competitive advantage. Through the analysis of real-world examples and managerial frameworks, students will explore how organizations can leverage AI to drive innovation and sustain long-term growth.
The session also includes practical activities aimed at analyzing and evaluating AI-enabled business models across different industries and organizational contexts.
Week 7
AI Governance and Managerial Responsibility
This session introduces the governance of Artificial Intelligence as a central dimension of Digital Transformation. As AI systems become increasingly embedded in organizational processes and managerial decision-making, organizations face growing challenges related to oversight, accountability, risk management, and responsible innovation.
The session explores key issues including algorithmic transparency, human oversight, accountability mechanisms, risk assessment, and managerial responsibility in AI-supported decision-making processes. Particular attention is devoted to the organizational and governance structures required to ensure that AI systems are deployed in a manner consistent with strategic objectives, regulatory requirements, and stakeholder expectations.
The evolution of the main international AI Governance and AI Ethics frameworks will also be examined, with a focus on the principles and practices designed to promote trustworthy, responsible, and human-centered Artificial Intelligence.
Week 8
Artificial Intelligence, Sustainability, and Value Creation
This session explores the relationship between Artificial Intelligence and corporate sustainability, examining both the opportunities and the risks associated with AI adoption from economic, social, and environmental perspectives. As organizations increasingly integrate intelligent technologies into their operations and decision-making processes, understanding their implications for sustainable value creation becomes a critical managerial challenge.
The session investigates the connections between Digital Transformation, ESG objectives, and long-term value creation, highlighting how AI can contribute to enhancing organizational performance, resource efficiency, innovation, and stakeholder engagement. At the same time, potential risks related to bias, inequality, transparency, environmental impact, and unintended societal consequences are critically discussed.
Particular attention is devoted to the role of organizations in promoting the responsible and sustainable use of intelligent technologies, ensuring that technological innovation supports broader economic, social, and environmental objectives.
Week 9
ESG+H: Placing People at the Center of Digital Transformation
This session explores the ESG+H framework, which interprets Digital Transformation as a process that must preserve and enhance the central role of individuals within organizational and technological change. Moving beyond a purely technology-driven perspective, the session examines how sustainable transformation requires balancing innovation, organizational performance, and human well-being.
Particular attention is devoted to topics such as human-centered innovation, organizational well-being, trust, inclusion, skills development, and responsible leadership. The discussion highlights the importance of designing technologies, processes, and governance mechanisms that empower individuals and strengthen their ability to contribute effectively within increasingly digitalized environments.
The objective of the session is to understand how technology can serve as a tool for enhancing human capabilities, creativity, and decision-making, rather than being viewed solely as a mechanism for automation and efficiency.
Week 10
Digital Transformation Strategies and Roadmap Design
This session focuses on the implementation of Digital Transformation initiatives through the definition of strategic priorities, change programs, and operational roadmaps. Building on the concepts and frameworks discussed throughout the course, the session examines how organizations can translate digital ambitions into coherent and actionable transformation strategies.
Students will be introduced to models and tools for assessing digital maturity, identifying target capabilities, prioritizing transformation initiatives, and designing implementation pathways aligned with organizational objectives. Particular attention is devoted to the definition of key performance indicators (KPIs), governance mechanisms, resource allocation decisions, and the management of implementation risks.
The objective of the session is to provide students with a structured approach for planning, executing, and monitoring Digital Transformation programs while ensuring alignment between technological investments, organizational capabilities, and long-term strategic goals.
Week 11
Business Cases in Artificial Intelligence Adoption and Governance
This session is devoted to the critical analysis of business cases involving the adoption and governance of Artificial Intelligence across different organizational contexts and industries. Through the examination of real-world examples, students will explore the opportunities, challenges, and complexities associated with integrating AI into business processes, decision-making systems, and organizational structures.
The discussion will encompass both successful implementations and problematic cases, highlighting the strategic, organizational, ethical, and governance issues that emerge throughout the AI adoption process. Particular attention will be devoted to understanding the factors that facilitate or hinder the successful deployment of AI initiatives and the organizational consequences of different implementation choices.
The session encourages students to critically evaluate managerial decisions, governance arrangements, and stakeholder implications, fostering a deeper understanding of the opportunities and responsibilities associated with the use of Artificial Intelligence in contemporary organizations.
Week 12
Business Challenge, Final Presentations, and Future Perspectives
The final session is dedicated to the presentation and discussion of the project work developed by students throughout the course. Working in teams, students will be required to design a Digital Transformation and Artificial Intelligence integration roadmap for an organization, assessing its strategic, organizational, economic, and ethical implications.
The presentations will provide an opportunity to apply the concepts, frameworks, and tools discussed during the course, demonstrating the ability to critically evaluate digital transformation challenges and develop coherent managerial solutions.
The session concludes with a broader reflection on the future trajectories of Digital Transformation and the evolving role of Artificial Intelligence within organizations and society. Particular attention will be devoted to emerging technological trends, future governance challenges, and the opportunities and risks associated with the increasing integration of intelligent systems into economic and social life.