Browsing by Author "Cajee, Yasira"

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    Digital transformation in University schools: a case study of a South African Business School
    (2021) Cajee, Yasira
    The concepts of digitisation, digitalisation, digital transformation and digital maturity are both revolutionising and fundamentally evolving the way in which organisations operate. Digital technologies and automation are rapidly introducing changes into customers’ lifestyles, interactions, engagements and requirements with business and organisations globally. Digital transformation is a continuous journey and is impacting different industries in different ways. The purpose of this study was to evaluate the state of digital transformation at Wits Business School (WBS), a South African business school in the higher education sector. The study followed a triangulated qualitative research design, which included multiple data sources in the form of 15 digital semi-structured in-depth interviews with senior and non-senior stakeholders across Wits University currently involved in digital businessrelated initiatives; 160 online qualitative questionnaires from student respondents across WBS; 14 Wits University policy documents; and observational data linked to digitally related projects and initiatives. The data was analysed through a thematic network approach. The research findings pointed to a large gap between WBS’s current digital maturity state and the desired digitally transformed state. The findings indicated that WBS lacks stable leadership to create a digital vision and strategy for digital transformation, which are currently lacking. Cultural transformation is urgently required, coupled with incentives for adopting new digital skills and capabilities into the workforce. Positively, the findings revealed a high level of digital focus across all areas of the value chain both in WBS and Wits University. Six areas were identified as the main factors hindering digital transformation: Leadership, Governance, Strategy and Vision, Culture, Business Models and Platforms, and Technological Resources and Capabilities. The research recommends bold, agile and transformative leadership; a clearly articulated digital vision and strategy; improved digital skills with a digitally inculcated cultural mind-set; and a revised organisational structure that incorporates crossfunctional teams from different areas of the value chain coupled with integrated technological architecture and platforms, supported through digitalised governance policies and appropriate data analytics.