Faculty of Commerce, Law and Management (ETDs)
Permanent URI for this communityhttps://hdl.handle.net/10539/37778
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Item Implementation of digital transformation in a public entity(University of the Witwatersrand, Johannesburg, 2023) Mokhabela, Kolwani Star; Magida, AyandaPublic entities strive to have digital transformation in their organisations; they strategise and organise themselves; however, they face challenges with implementation. This study aims to investigate the progress that one South African public entity (PE) has made towards digital transformation, the processes followed in implementing, unpack the challenges and recommend strategies that any public entity can use for better future implementations. A qualitative methodology was followed using semi-structured interviews conducted on a sample of fifteen participants within the public entity who are role players or have participated in digital transformation processes from executives, management and project team members. A thematic analysis of the data was made. Conclusions and recommendations were made around the capabilities and challenges of the public entity, integration of processes, performance measurement, IT skills and overall motivation for employee engagement and adoption of digital transformation and how all these phenomena have a close interaction with each other to achieve a better chance of success on future DT implementationsItem Factors influencing financial service encounters in rural South African markets(University of the Witwatersrand, Johannesburg, 2023) Matshoba, Boniswa Nosicelo; Penman, NealeUsing digital services and touchpoints by financial service providers in South Africa is advancing; however, these services are not accessible to all customers. South African rural markets encounter hurdles in migrating from traditional touchpoints to self-service technologies as financial service providers introduce technologically advanced service touchpoints. The research contributes to knowledge about how rural communities encounter financial services and towards efforts to provide touchpoint solutions for rural markets to build an equal and inclusive market. The study objectives were to establish the financial service encounter needs and preferences of the Mbizana rural market, examine the factors influencing financial service encounters, and identify the measures adopted to encounter services of financial service companies. A qualitative research methodology was used to collect data from 15 participants between the ages of 26 and 55 from Ludeke and Kwajali in Mbizana in the Eastern Cape, South Africa. Five out of six propositions were accepted based on the collected data, while insufficient evidence exists to support one proposition. The results indicate that rural customers fail to experience technological and financial services mainly because of inadequate networks, distant offices of financial service companies, travel costs, and alien technology. The research reflects on the implications for financial service providers on service innovations and service design, government policies, and marketing managers. The results imply that FSPs should ensure that RMs have equal access to financial services and communication; FSPs should focus on research and development and CRM initiatives that constantly deliver data and insights that improve the relationship quality between FSPs and the RM; government and FSPs should introduce sustainable solutions that create SE opportunities and encourage rural customers to use self-service technologies; the needs of rural customers are evolving with time, and they are aware of their struggles; rural customers make an extra effort to experience financial service; and there is a lack of trust in financial touchpoints. This study proposes recommendations for future research.Item The role of leadership in digital transformation in the financial services sector(2021) Gcelu, Nikitha GitaThe financial services sector falls within the top three industries that are most susceptible to digital disruption globally. The rise in new digital technologies has transformed business models and how organisations operate – making digital transformation and leadership a key imperative for financial services organisations. Additionally, the recent global pandemic (COVID-19) has accelerated the pace of digital transformation for many organisations and has resulted in virtual work environments; where leaders and subordinates must use digital technologies to achieve business objectives. The role of leadership is crucial to digital transformation in financial services organisations. Leaders, both globally and in South Africa, are experiencing similar challenges – and are tasked with the responsibility of finding effective leadership strategies that will ensure that their businesses successfully navigate the complexities brought about by new digital technologies. However, most financial service organisations have struggled to build up the necessary leadership capabilities to aid their organisations effectively in the digital transformation process. This study conducts a detailed literature review on traditional leadership types and introduces the concepts of e-leadership (which considers traditional leadership types and digital factors on leadership). Additionally, the literature review provides a brief overview of digital transformation factors. The study provides insights on factors accounting for the shortage in leadership trends in financial services, the different technology trends in financial services, and leadership strategies for digital transformation in financial services. Both primary and secondary data were analysed to gain these insights – with the analysis based on the thematic approach. The insights show that technology factors have changed work-life, communication, talent management, and the organisation culture. Furthermore, leaders in financial services organisations have to deploy new leadership strategies to effectively lead digital transformation – with a key focus being on building digital capabilities, digital leadership, embracing flexibility, and creating a diverse workforce