Making decisions in the digital age
HIGHER OPERATIONAL PERFORMANCE IS THE MOST OBVIOUS, BUT NOT THE MOST IMPORTANT, CONSEQUENCE OF DIGITAL TRANSFORMATION. IN FACT, BY AUTOMATING HIGHFREQUENCY BUT LOWIMPACT DECISIONS, MANAGERS CAN BETTER FOCUS ON STRATEGIC DECISIONS, WHILE NEW MANAGERIAL JOB PROFILES ARE BEING BORN
by Arnaldo Camuffo e Alfonso Gambardella, full professors at Department of Management and Technology
Why do superstar firms characterized by hyper-growth emerge in the digital era? Why are public, managerial corporations eclipsing in favor of concentrated ownership, agentic investors and high financial leverage? Why do owners/entrepreneurs remain at the helm of firms and keep running them even if they become complex and large? Why do firms increasingly rely on M&As and external growth flexibly, reconfiguring their knowledge base and assets? Why do firms become increasingly customer-centric and tend to experiment more?