Providing students with the tools and methodologies needed to understand and manage digital transformation processes within firms, framing them within the competitive, technological and organizational environments in which companies operate. Developing the ability to interpret the managerial implications of digital technologies, with particular attention to artificial intelligence, data analytics, digital platforms, the Internet of Things and cloud-based architectures, and to assess their impact on value creation, business models, operating models and organizational capabilities. Providing an analytical framework to evaluate digital disruption, identify opportunities and threats arising from digital technologies, and define coherent strategic priorities for transformation. Strengthening students’ ability to design digital transformation roadmaps, taking into account digital maturity, capability gaps, governance mechanisms, implementation risks and performance indicators..

Upon completion of the course, students will have acquired the full set of competencies required by the Dublin Descriptors, in particular: Knowledge and understanding: students will understand digital transformation as a managerial and strategic process, acquiring knowledge of the main digital technologies, digital platforms, data-driven decision-making, artificial intelligence, digital innovation and business model transformation. Applying knowledge and understanding: students will be able to apply managerial frameworks and analytical tools to assess digital disruption, identify digital opportunities and threats, evaluate digital maturity and design coherent digital transformation priorities and roadmaps. Making judgements: students will develop the ability to critically evaluate the strategic, organizational and ethical implications of digital transformation, including the risks associated with data, AI adoption, platform dependency, implementation gaps and organizational resistance. Communication skills: students will strengthen their ability to synthesize complex digital transformation challenges and communicate clear, evidence-based and actionable recommendations in a managerial and consulting-oriented format. Lifelong learning skills: students will be able to identify relevant sources, cases, data and managerial tools to continuously update their understanding of digital transformation and its implications for firms, industries and competitive dynamics.

Digital transformation: definitions, managerial relevance and market outlook Digital technologies and their impact on scale, productivity, coordination and value creation Digital disruption and competitive dynamics in changing industries Digital platforms, network effects and ecosystem strategy Platform dependency, value creation and value capture in digital ecosystems Data as a strategic asset: business intelligence, analytics, big data and digital data streams Data governance, trust, transparency and data-driven decision-making Artificial intelligence and machine learning from a managerial perspective AI adoption, responsible AI, accountability and implementation risks Internet of Things, connected products and servitized business models Digital innovation, experimentation and value proposition redesign Digital business model innovation and the redesign of value creation, delivery and capture mechanisms Digital transformation strategy: disruption analysis, capability analysis and strategic priorities Digital transformation roadmap design: sequencing, governance, KPIs and implementation risks Digital core, modular architectures and IT-business alignment Digital maturity, organizational capabilities and operating model choices Leading change in digital transformation: leadership, culture, incentives and resistance Case discussions on digital platforms, AI adoption and digital business model innovation AI-based flipped classroom on digital value proposition redesign Business Challenge: development and presentation of a digital transformation roadmap

McIvor, R. (2026). Digital Transformation: Strategies for Management Success. Palgrave Macmillan. Recommended additional readings: Gupta, S. (2018). Driving Digital Strategy: A Guide to Reimagining Your Business. Harvard Business Review Press. Westerman, G., Bonnet, D., & McAfee, A. (2014). Leading Digital: Turning Technology into Business Transformation. Harvard Business Review Press. Additional academic articles, managerial reports, case studies and teaching materials will be provided during the course.

Lectures Case discussions Business Challenge AI-based flipped classroom Peer discussion and evaluations Guest lectures and/or practitioner-oriented sessions, where available, to connect course topics with real managerial experiences

Continuous assessment – Business Challenge: 30% Final written exam: 70% The final written exam may include open-ended questions, multiple-choice questions, scenario-based questions and the discussion of a business case.

Theses may be either theoretical or empirical. Thesis assignment does not depend on the grade obtained in the exam. Students interested in writing their thesis in this course are required to submit their request at least six months before the intended graduation session, in order to ensure adequate time for supervision and the quality of the final work. The thesis request must be accompanied by a research proposal, which may be revised or further developed during the supervision process. The proposal should clearly define the research objectives, articulated in the form of research questions and/or hypotheses, the relevant literature stream, the methodology to be adopted, the expected theoretical contribution and the potential managerial implications of the work. The references included in the proposal should meet appropriate academic standards, with particular attention to recent contributions published in leading management and strategy journals.