phd topics in digital transformation

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Digital Transformation: Leading Organizational Change

Choose a session:, 04 aug 2024 – 09 aug 2024.

Lead and implement digital transformation initiatives empowered by a deeper understanding of the technologies, opportunities, and strategies you need to succeed.

Technology is practically a requirement in every business today. But are you deploying it across the breadth of your business for maximum impact? Are you using it as a strategic advantage rather than just a tactical tool? Digital Transformation: Leading Organizational Change will help you do both, providing the core technical knowledge, strategic skills, and confidence you need to lead impactful digital initiatives. Learn how to match the right technologies to right-sized objectives. Rethink the customer journey using data. Discover frameworks to implement your digital strategy and garner organizational support.

Faculty from Stanford Graduate School of Business and School of Engineering will deliver cutting-edge research and expertise. You’ll also hear practical insights from industry guest speakers, share challenges with peers, and participate in daily working sessions to develop a concrete Digital Transformation Action Plan to implement when you return to work. It’s a powerful collaboration you’ll find only at Stanford, where innovation and digital transformation are in our DNA.

Key Benefits

Gain new insights and implementation strategies to lead successful digital transformation initiatives.

• Build a foundational understanding of the key technologies fueling digital transformation — from AI and machine learning to the internet of things, data analytics, sensors, and automation.
• Discover new capabilities and strategic opportunities enabled by digital technologies and identify what’s right for your organization.
• Learn strategic frameworks and tools to initiate, influence, and lead digital transformation within your organization.
• Create a customized, detailed Digital Transformation Action Plan for an initiative that you can lead and implement upon your return to work.
• Gain a competitive advantage by capitalizing on digital transformation solutions.

Who Should Attend?

• Senior-level executives, VPs, or Directors of non-tech or non-digital native companies who need to oversee and lead digital initiatives within their organization
• C-suite executives looking to discover the new opportunities that digital transformation can create for their business and organization
• Aspiring digital transformation leaders from any function, industry, and country
• Ideal for those with minimal technical background

At-a-Glance

Application requirements.

Qualified candidates are admitted on a rolling, space-available basis. Early applications are encouraged.

Payment Information

The program fee includes tuition, private accommodations, all meals, and course materials.

Payment is due upon admission. Your space is secured upon receipt of full payment.

Awarded Upon completion

Learn more about the program, faculty leadership, explore related programs, the emerging coo: driving innovation and operational excellence.

27 Jan 2025 – 09 May 2025 In-Person and Online

Driving Innovation and New Ventures in Established Organizations

16 Mar 2025 – 21 Mar 2025 In-Person

The Emerging CMO: Strategic Marketing Leadership

11 Aug 2024 – 16 Aug 2024 In-Person

Associated program Topics

• General Management,
• Organizational Leadership,
• Technology & Operations,
• In-Person (Stanford)

Program dates, fees, and faculty subject to change. Consistent with its non-discrimination policy, Stanford’s programs are open to participants regardless of race, color, national or ethnic origin, sex, age, disability, religion, sexual orientation, gender identity or expression, veteran status, marital status or any other characteristic protected by applicable law.

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The Doctor of Philosophy (DPhil) in the field of Digital Transformation

The dphil (in the field of digital transformation) programme aims to grow leaders who will find solutions to real-life challenges faced by businesses and society by using a combination of in-depth research and practical application, underpinned by academic rigour and critical thinking., admission requirements.

The JBS Doctor of Philosophy (DPhil) with specialisation in Digital Transformation is a research degree undertaken with the guidance of a supervisor for at least a minimum period of two years after full registration. Full registration will only be allowed after the successful completion of course work and defense of research proposal.

DPhil applicants need to:

• Hold a recognised Master’s degree (or in special circumstances, at the discretion of the Senate, a qualification recognised by the Senate as equivalent). A Master’s degree in an associated field of business administration , economics, science or behavioural sciences is preferred, however, given the cross-disciplinary approach of this programme, provision will also be made for applicants with Master’s degrees in the creative areas. Candidates with a Master’s degree in a related discipline may also qualify at the sole discretion of the JBS;
• Submit a certified copy of the applicant identity document ;
• Provide certified copies of academic records and transcripts of the applicant’s qualifications to date;
• In the case of master’s equivalent credentials, verification of whether the qualification is equivalent to a South African degree is required. This can be done by contacting the South African Qualifications Authority (SAQA) ;
• Two written motivations by either academics or senior management peers / colleagues who are able to testify as to the applicant’s written and verbal competencies, as well as ability to perform high level academic research and writing;
• Submit the concept note containing the background, problem, the rationale, questions, significance of the study, envisaged contribution, full list of references and successfully defend this concept (maximum 3 pages)
• Append their most recent CV to the application submission

International applications

International applicants for whom English is a second language are required to submit one of the following, unless this requirement is waived by the DPhil Director:

• A recent score on the TOEFL Test of at least 570 (paper-based) or 230 (computer-based) or 88 (internet-based). This must be obtained within 3-5 years before applying to the JBS.
• A recent overall band score of 7.0 (with no individual element of the test scoring below 6.0) on the International English Language Testing System (IELTS).
• A proven body of work appended to the application submission as evidence of English language academic writing skills.

Information on the TOEFL test is available here . For the IELTS contact the British consulate or embassy in the applicant’s home country.

Who should enrol?

Applicants who are interested in undertaking in-depth research on topics related to digital transformation, addressing real world transformational issues, and empowering society at large to bridge the digital divide. A relevant master’s degree (NQF Level 09) such as a master’s in business administration, economics, engineering, science, and behavioural sciences will be required, although the cross-disciplinary approach of the programme will also make provision for applicants with Masters in the creative areas. The programme aims to create and develop knowledge relevant to challenges that exist across a range of industries and sectors.

DPhil Brochure

Download Brochure

Course overview.

During the first year, candidates will take tailored coursework covering research methods and relevant academic literature to enable them to carry out independent and high-calibre research with a sound understanding of the principles and theories underpinning digital transformation practices. During the first-year, candidates will be required to produce and defend a final research proposal. Subsequent years of registration are taken up by the research component, which culminates in a DPhil thesis.

The DPhil programme is organised into a course-work component and supervised research:

• A discipline-based core curriculum: This structured course-work component is non-credit bearing, but candidates are required to attend the requisite courses which culminates in the submission and defense of their proposal before proceeding with their thesis.

An independent research thesis: DPhil candidates will be expected to pursue a supervised research culminating in a doctoral thesis which constitutes the examinable product for which the DPhil degree is eventually awarded.

Course structure

This year will consist of two blocks and proposal defense. The lectures are organised in two blocks and they will take place between February and May as well as between July and October. The courses consist of highly interactive lectures, seminars and case discussions. Candidates are also required to defend their proposals before a review panel to be able to register for the second year.

Year 2 and subsequent years

Registration to work on your DPhil thesis under the guidance of a supervisor. Candidates will be required to present papers at a colloquium in May and October every year, as well as submit progress reports. Upon completion, the submitted thesis will go through examination in which external examiners are involved and concluded through the oral examination.

Registration

During the first year, students are granted provisional registration for the DPhil. Full registration for the DPhil will only be allowed after the successful completion of course work and research proposal. A minimum full registration period of two years is required.

Structured course work

The two compulsory courses are designed to provide a foundation in research tools and introduce students to relevant knowledge related to digital transformation. The Advanced Research Methods and Special Topics in Digital Transformation modules will enable students to prepare and submit a research proposal on which to base their DPhil thesis. Modules are assessed by a mixture of assignments and research projects.

Advanced Research Methods

This module covers research methods (qualitative and quantitative) required to undertake academic research.  Students will develop skills in all aspects of the research process, including research design, data collection, data analysis, theory building, reviewing papers, interpreting research results as well as critically assessing the findings presented in other studies. In addition, a wide spectrum of technologies and algorithms in machine learning will also be covered. This will teach basic analytical skills and methodologies for large-scale data analysis. The module is complemented by research workshops on topics such as systematic literature reviews and academic writing to provide the background required to confidently choose techniques and methods suited to different types of data-sources and models.

Special Topics in Digital Transformation

This module covers the most topical issues in digital transformation. Students will have access to a pool of leading academics from across the University and international guest speakers that will provide theoretical grounding, principles and global practices in digital transformation. Digital advances such as cloud computing, internet of things, artificial intelligence (machine learning, robotics), augmented reality, 3D printing, blockchain and data science will allow the reimagining of new digital business models and how they can be leveraged to meet both business and social objectives. All our efforts are directed at shedding light on questions that the JBS, and businesses in the real world, deem to be interesting and important at this time.

Contact Information

For more information

011 559 7600 (Telephone)

[email protected]

Supervised Research

Once the research proposal has been accepted, students will receive full registration as DPhil students (from your second year onwards). As a DPhil student you will be expected to pursue supervised research, culminating in a doctoral thesis which constitutes the examinable product for which the DPhil degree is eventually awarded.

The research that is produced should be of a publishable standard, thereby demonstrating an original contribution to the body of knowledge. Two articles ready for publication on the thesis content are required.

Applications Are Currently Closed

Apply online.

The annual fee for the 2024 academic year is approximately R67 000.00

Deposit and terms – All students pay a deposit on acceptance of admission which is deducted from the programme fee.

South African students must pay a set deposit on admittance and ensure that 75% of the annual fee is paid by the end of May and the balance of 25% by the end of September.

International admitted students pay 50% of the annual fee as deposit. The remainder is due two weeks before commencement of the programme.

Fee changes – Fees will be adjusted to make provision for annual price increases and JBS reserves the right to change the fees at any time.

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Leading Digital Transformation

Program overview.

The emergence of digital technologies, and the disruptions they create, are reshaping companies and entire industries. In this dynamic environment, firms need to evolve not only to keep up with today's digital landscape, but also because those that are on top of trends and transformations today may face game-changing threats tomorrow. That’s why understanding current innovations and the successful harnessing of digital technologies is just the beginning. Staying steps ahead, and maintaining that position over the long term, takes new capabilities and perspectives to evaluate digital technologies strategically, to shape and leverage the organization, and to lead in the face of significant uncertainty and complexity.

Leading Digital Transformation brings you the latest insights, practices, and research of the world’s foremost experts from AI at Wharton on industry disruption and digital transformation for the enterprise. You will learn in real time through classroom sessions, hands-on simulation and learning experiences with fellow participants, conversations with industry authorities, peer networking, and office hours with faculty. A rigorous, learning journey will provide you with the leadership skills and vision it takes to transform digital disruption into the source of some of your firm’s greatest opportunities.

In Leading Digital Transformation participants will develop a systematic approach that links perspectives on strategy, organization, and leadership, says Professor and Academic Director Rahul Kapoor.

Date, Location, & Fees

If you are unable to access the application form, please email Client Relations at [email protected] .

November 4 – 8, 2024 Philadelphia, PA $12,500

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Program Experience

Who should attend, testimonials.

In Leading Digital Transformation  you will:

• Explore digital disruption from the perspectives of strategy, organization, and leadership for the long term
• Strengthen your skills as a visionary leader by learning how to spot digital opportunities, develop strategies around them, and pitch them persuasively to key stakeholders
• Shift your mindset from traditional thinking on product- or service-based value creation and competition to a platform and ecosystem perspective, and understand the new set of strategic choices and tradeoffs they represent
• Deepen classroom learning and begin reimagining your business through daily faculty-led integration sessions
• Understand the challenges and opportunities presented by digital disruptions across industries and geographies by networking with a global peer group
• Engage in a hands-on simulation to deepen your understanding of digital platform strategy

Experience and Impact

Technology can transform your business — or leave you far behind your competitors. In this highly actionable program, you will develop tools and capabilities for leading a continuous, agile, and strategic endeavor to harness and stay ahead of digital disruptions.

Because today’s technologies will quickly become obsolete and digital disruption looks different to every organization, this program does not focus on “how-tos” or one-size-fits-all approaches. Instead, Wharton faculty experts will help you develop your own framework for capturing opportunities for growth and competitive advantage. They will show you how to formulate digital strategies and align their execution across functions, harness the power of digital technologies and ecosystems, and strengthen vigilance and agility throughout your organization.

Leading Digital Transformation will help participants develop their own framework for capturing opportunities for growth and competitive advantage from emerging digital technologies.

You will deeply engage with these topics through classroom sessions, a hands-on simulation, small group work with fellow participants, and conversations with industry experts on some of today’s most cutting-edge topics. Daily integration sessions will help you extract key learnings that apply to your unique situation and consider what digital transformation means for your organization.

Session topics include:

• Digital Disruption: Strategy, Organization, and Leadership Perspectives
• Identifying and Pitching Digital Opportunities
• From Products to Platforms (Simulation)
• Organizational Agility and Networks
• Vigilant Leadership

Post-Program Webinar

Leading Digital Transformation also includes a webinar conducted two months after the program ends to help participants integrate key learnings. Led by Professor Rahul Kapoor, the program’s academic director, this one hour session allows participants to share the main achievements in implementing concepts and ideas from the course as well as the challenges participants faced implementing concepts. Bringing the cohort back together, this webinar reinforces the importance of peer support as well as faculty insights.

Convince Your Supervisor

Here’s a justification letter you can edit and send to your supervisor to help you make the case for attending this Wharton program.

Due to our application review period, applications submitted after 12:00 p.m. ET on Friday for programs beginning the following Monday may not be processed in time to grant admission. Applicants will be contacted by a member of our Client Relations Team to discuss options for future programs and dates.

This program is designed for leaders in digital and non-digital industries affected by technology-driven disruption, whether or not their companies have already taken steps toward digital transformation. Those who are involved in the long-term strategic growth of their firms and who are interested in developing greater foresight, creating new and different types of value, staying ahead of the competition, and leading with agility will benefit.

Fluency in English, written and spoken, is required for participation in Wharton Executive Education programs.

This program is ideal for executives whose companies are significantly impacted by digital technologies, including artificial intelligence, blockchain, virtual reality to cloud computing.

Plan Your Stay

This program is held at the Steinberg Conference Center located on the University of Pennsylvania campus in Philadelphia. Meals and accommodations are included in the program fees. Learn more about planning your stay at Wharton’s Philadelphia campus .

Rahul Kapoor, PhD See Faculty Bio

Academic Director

David W. Hauck Professor; Professor of Management, The Wharton School

Research Interests: Innovation, technology management and strategy, industry evolution, firm boundaries, business ecosystems

George Day, PhD See Faculty Bio

Geoffrey T. Boisi Professor Emeritus; Faculty Emeritus in Residence of Mack Institute of Innovation Management, The Wharton School

Research Interests: Competitive strategies in global markets, strategic planning processes

Santiago Gallino, PhD See Faculty Bio

Associate Professor of Operations, Information, and Decisions, The Wharton School

Research Interests: Empirical operations management, retail management

Lori Rosenkopf, PhD See Faculty Bio

Simon and Midge Palley Professor; Professor of Management; Vice Dean of Entrepreneurship, The Wharton School

Scott Snyder, PhD See Faculty Bio

Chief Digital Officer, EVERSANA; Senior Fellow, Management Department, The Wharton School; Adjunct Faculty, The Moore School of Engineering, University of Pennsylvania; Co-author Goliath’s Revenge

Tyler Wry, PhD See Faculty Bio

Associate Professor of Management, The Wharton School

Pinar Yildirim, PhD See Faculty Bio

Associate Professor of Marketing, The Wharton School

Research Interests: Media, advertising, industrial organization, social networks, social media, news media, privacy, political economy, open innovation

The Leading Digital Transformation course under Professor Rahul Kapoor is a perfect mix of technology, innovation, and the change that is required for any business that's out there. We reviewed several case studies and identified the pitfalls and solutions needed for any business to be agile in this space. Everything from the teaching to the guest speakers to the hands-on activities were phenomenal, and gave me a vision on how to tie everything back to a core strategy, such as how to be open to taking risks and how to execute.”

Anand Shah  Director of Technology, Verizon

As digital technologies are advancing with a speed that has never been seen before, many organizations are facing the same questions. Do we need AI solutions? Do we need them to integrate machine learning into our current process? What should we do to make sure our brand is going to stay relevant in the next 20 years? Leading Digital Transformation provides a very constructive framework and teaches you how to correctly identify the digital opportunities under the best practices in managing digital disruptions. I highly recommend this course to executives who want to lead their own organizations' digital transformation successfully.”

Lucy Zhu  Head of Marketing Analytics, EXL Service

I enrolled in Leading Digital Transformation because I’ve always been much more operational than technology-savvy. I thought it would be interesting to see how the business side aligns with the technology side. Also, I’ve always been attracted to Wharton and its reputation. I enjoyed all the sessions, but I particularly liked the one on organizational agility and networks with Professor Lori Rosenkopf. I realized that our organization is very matrixed, which can limit agility. I’ve proposed some changes within my department so that we can move more quickly and with agility, especially with the health care space changing so fast. Professor Tyler Wry’s session on identifying and pitching digital opportunities was also very thought-provoking. He talked about not being distracted by the latest shiny new object in digital, and that you have to work on growing your company’s technology in line with its core cultural values. I’ve used some of his concepts in discussions with my company’s leadership. One of the biggest benefits of the class for me was exchanging ideas with people outside of my industry. There were folks from pharma, biotech, banking, accounting, and advertising and sales. I connected with quite a few on LinkedIn. Overall, the program was terrific, and I would definitely recommend it.”

Ben Negley  Vice President, Physician Practice Management and Ambulatory Care, AtlantiCare

The disruptions that digital technologies have caused in Big Pharma have been drastically accelerated by the global pandemic. As a driver of patient-centric innovation in oncology, I signed up for the Leading Digital Transformation program to develop my knowledge, insights, and skills into how best to transform digital disruption into an opportunity to provide optimal health care for oncology patients across the world. Walking into the course, strategic digital transformation was a relatively abstract concept. Walking out, I was pleasantly surprised about how tangible and concrete this abstract concept became. Aside from the key learnings of the course itself, we were provided with ample opportunities through the program to network with fellow peers through virtual networking cafes and virtual fireside chats. My classmates came from a melting pot of industries and brought forth an abundance of experiences and learnings to share. One of the highlights of the course, amongst many, was the simulation we underwent to react to key decisions driving value creation, competition, and our business' financial health. Following this course, I now look forward to bringing back to my work environment the key course learnings, especially around creating and executing a defined roadmap to digital maturity and fostering an innovative culture that embraces change. A special shoutout to Professor Kapoor for being a true visionary and leader in bringing together all the key elements of this very much-needed course, including a stellar faculty! Especially in light of today's global challenges, I would strongly recommend this course to anyone leading or directly involved in digital transformation in any capacity, across any industry."

Sherin Al-Safadi, MSc, MBA, PhD  Global Medical Affairs Oncology MED3 Director, Bayer U.S. Co-Founder, President, Fondation Amal

If you are a decision maker, Leading Digital Transformation offers a powerful approach and valuable strategies to set the stage for you to lead a digital transformation and build a sustainable business and brand. The course structure provides a framework for guiding business thinking, thoughtful examples, and illuminating business cases. It also offers an opportunity to network with a top-notch faculty and like-minded professionals. A timely and thought-provoking executive training that is essential for all C-suite level aspiring leaders and anyone leading an enterprise.”

Miguel Molina  CFO, Avocados from Mexico

I signed up for Leading Digital Transformation because the way business is conducted is transforming very rapidly with digitalization as the main driver. I needed to gather insights on how to tackle this properly and effectively. I enjoyed that we had multiple professors teaching the different subject areas, which enabled us to learn different perspectives. The highlight of the course was the simulation game we played with Professor Kapoor. It was fun to do and also very eye-opening. I have applied my learnings by taking a step back to identify a customer need where digitalization is the appropriate tool for the business area to thrive. I learned a lot in this course and would definitely recommend it to others.”

Karen Grau  President, PCCI Finance Corp.

Download the program schedule , including session details and format.

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Phd program in management of digital transformation.

Coordinator: Marco Paggi

PhD Program Overview

The digital transition implies profound and highly complex technological, organizational, managerial, and economic changes in all sectors of society, with an important impact on green revolution and environmental sustainability. The ability to govern such changes is essential to take advantage of the opportunities made available by digital innovation by dominating the potential associated risks. The entrepreneurial system, in particular the small and medium-sized enterprises that constitute the beating heart of the Italian economic fabric, may not be ready to grasp the challenges posed by the digital transition as they do not have distinctive multi- and interdisciplinary skills capable of combining set strategic directions with the innovations deriving from the application of digital technologies. Digital transformation also necessarily addresses the psychological and cultural elements of change. Therefore, a correct socio-cultural, behavioral, and psychological approach is necessary to foster change.

The objective of the PhD course in "Management of Digital Transformation" (MDT) is to train a new executive class to respond to the management needs of digital transition processes, drawing inspiration from and responding to the needs outlined in the PNRR to bring businesses and institutions together with universities and research.

The MDT doctoral program pursues this goal by combining a "horizontal" approach to academic activities with a "vertical" approach to research. The PhD Program offers a cross-disciplinary educational offer of a multidisciplinary nature dedicated to digital transition issues addressed from a cultural, economic, social, engineering, IT, legal, managerial, neuroscientific, and psychological perspective. Research activities envision a specific in-depth study on a highly-qualified scientific project aligned with the student's curricular profile and motivations.

In this context, a distinguishing feature of the PhD Program in MDT is the presence of a company: in fact, a preponderant share of scholarships is expected to be co-financed by - and each scholarship related to - a research project developed jointly by an academic advisor, to ensure scientific quality, and by a company representative, to ensure the relevance and industrial transferability, even in the long term, of the research object. The descriptions of research projects that candidates can choose are listed here .

Input and Output Profiles

In the study on "The Future of the Jobs" presented at the World Economic Forum 2016, it emerged that, in the coming years, technological and demographic factors would profoundly influence the evolution of the labor market. With the advent of enabling technologies for Enterprise 4.0, the skills and abilities sought will change. To date, companies and public institutions are encountering increasing difficulties in identifying, both at the level of graduates and graduates, the skills necessary for the digital transition. Universities cannot adequately train people and guarantee an effective and rapid placement into the job market around these innovative issues. Thus, this PhD Program aims to provide highly sought-after digital skills for the new tasks of the future, that is, that extensive set of technological skills that make it possible to identify, evaluate, use, share, and create content thanks to information technology and the Internet. The PhD Program will also provide in-depth transversal skills both in research and innovation on enabling technologies for Industry 4.0, with particular regard on their exploitation for the green revolution and the environmental sustainability, and corporate lean and personnel management to be in line with the features of intelligent work, i.e., work that integrates manual interventions with solid technical skills of analysis, diagnosis, and scientific reasoning, and the application of complex knowledge.

Career opportunities comprise the academic field in different scientific disciplinary sectors, including engineering, information technology, and economics, as well as technical-scientific and managerial roles in public and private companies. The partnership with leading companies in their respective sectors to develop research projects of high industrial interest will provide an additional advantage to students in terms of employment opportunities.

Scientific Board

Prof. Marco Paggi (Full professor of Structural Mechanics, IMT School)

Prof.  Maria Luisa Catoni (Full professor of Ancient Art History and Archaeology, IMT School)

Dr. Luca Cecchetti (Assistant professor of General Psychology, IMT School)

Prof. Gabriele Costa (Associate professor in Computer Security, IMT School)

Prof. Rocco De Nicola (Full professor of Computer Science, IMT School)

Prof. Nicola Lattanzi (Full professor of Business Administration, IMT School)

Dr. Andrea Mola (Assistant professor of Numerical Analysis, IMT School)

Dr. Riccardo Olivito (Assistant professor in Classical Archaeology, IMT School)

Prof. Armando Rungi (Associate professor of Industrial Organization and International Trade, IMT School)

• Centre for Digital Transformation of Health

The Centre Digital Transformation of Health invites applications to undertake PhD research in health informatics and digital health

Centre research supervisors have wide ranging expertise, we invite enquiries from prospective applicants with strong academic records in health and biomedical sciences and/or information and technology disciplines.

The following PhD topics areas are not exclusive but indicate the Centre’s current priorities-

Research pillar : Digital Health Validitron Supervisor : Professor Wendy Chapman Secondary supervisors : Dr Kit Huckvale, Dr Daniel Capurro

Project description

This is a program of research with the option to fit several PhD projects . Research has identified explicit barriers and enablers for implementing and scaling remote monitoring and virtual models of care. We have developed a digital sandbox / ecosystem with capacity for connecting simulated devices, electronic medical records, and apps. This sandbox provides the opportunity to address many of the barriers/enablers such as:

• How to create user-friendly app interfaces for collecting data, such as for older adults
• Methods for bridging the digital divide by making technology available to remote areas, for example
• Workflows that support clinicians proactively monitoring patient-generated data
• New governance and payment models for virtual care
• Feasible ways to capture physical assessments through remote devices and integrating the information in existing models such as telehealth visits
• Governance models for person-centred data control and sharing
• What are the unintended consequences of virtual models of care?

Research Pillar :  Clinical Data Science Supervisor : Dr Daniel Capurro

This is a program of research with the option to fit several PhD projects. We aim to adapt and expand the use of process mining techniques to enable the use of data from electronic health records to analyze healthcare performance from the process perspective and improve our understanding of healthcare processes.

Through a series of use cases, we will be using electronic medical record data to develop methods to:

• measure unexplained clinical variability
• measure diffusion of clinical innovations into clinical practice
• assess adherence to clinical guidelines
• understand how collaboration patterns among healthcare professionals can impact patient outcomes
• facilitate the construction of event logs using clinical ontologies, study barriers and facilitators to translating process mining findings into clinical practice.

Research pillar : Health Informatics & Data Science  Primary Supervisor : Dr Daniel Capurro Secondary supervisors : Dr Douglas Pires

This is a program of research with the option to fit several PhD projects. The emergence of digital diagnostic algorithms (ie. ML/AI) have the possibility to significantly improve our diagnostic capabilities. However, when they are deployed to increasingly healthier sections of the population, they carry the risk of generating cases of overdiagnosis.

Overdiagnosis is not a false positive (wrongly labelling a healthy patient as 'diseased') nor it is a misdiagnosis (diagnosing a sick patient with the wrong condition). Overdiagnosis happens when a patient meets the existing diagnostic criteria for a clinical condition but making the diagnosis will not bring any benefit to this patient (improved quality of life, increased survival) but can generate additional unnecessary tests, continuous surveillance, overtreatment, and psychological stress.

Through a series of projects, we will be exploring different dimensions of this problem:

• Perceptions and understanding of the phenomenon by researchers and clinicians designing and implementing digital diagnostic algorithms
• Perceptions and understanding of the phenomenon by patients and caregivers
• Data driven approaches to measuring and reducing the risk of overdiagnosis

Research pillar : Health Informatics & Data Science Primary Supervisor : Dr Douglas Pires Secondary supervisor : Dr Daniel Capurro

While the majority of patients admitted to the intensive care unit (ICU) are expected to have a short ICU length of stay (LoS), a small proportion will instead progress into a syndrome called Persistent Critical Illness (PerCI). Patients who develop PerCI, have an ongoing reliance on intensive care therapies. That is mainly determined by their chronic comorbidities, rather than the reason for which they were first admitted to the ICU. While only a small proportion of patients remain in the ICU for a prolonged amount of time, the ones who do show worse outcomes. Such outcomes account for a disproportionate number of ICU bed-days and as a consequence, resources. The impact of this group is expected to be of even greater significance in low- and middle-income countries, where fewer ICU beds are available and resources may be limited.

This project will aim to use intensive care databases to assess whether patient information can be used to predict persistent critical illness and how PerCI patient trajectories compare with those that stay for shorter periods of time.

How to apply

Graduate Research at The University of Melbourne Graduate Research Scholarships Graduate Research at MDHS Doctor of Philosophy (Engineering and IT)

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Graduate Programme 'The Economic Impact of Digital Transformation'

The Graduate Programme 'The Economic Impact of Digital Transformation' is an interdisciplinary PhD programme of the Friedrich Schiller University in Jena, Germany. The programme is financed by a grant from the State of Thuringia and started in 2020. We offer a comprehensive PhD-level training. The programme is international and highly committed to quality in teaching and research.

The programme

The PhD group hosts doctoral candidates from the Friedrich Schiller University Jena which are financed by the University or by external scholarships e.g. DAAD, CSC. The PhD students are expected to complete their PhD projects within 3 years. The first year is devoted to improving the theoretical knowledge and competences, while the second and the third year concentrate on the dissertation-related research. The programme offers a structured course program including a 2-week summer school each year. The programme serves as a platform for collaboration, as a facilitator of joint scientific activities, and as a forum for knowledge exchange. It also provides senior expertise for junior research training in all necessary areas of competence: thematic, methodological, and transferable skills such as networking, scientific management, time management, and career planning.

Research Topics

Allowing for a broad concept of "digital transformation" the Graduate Programme is structured into five research areas:

• Digital Methods and Data
• Law and Regulation
• Organizations and Individuals
• Markets and Regions
• Education and Competences

Through methodological, theoretical and empirical courses the programme deepens the capabilities of our PhD students to conduct a world-class research. The courses are taught by the Faculty of the programme as well as by external scholars.

Wednesdays are seminar days. Our PhD students are welcome to invite distinguished scholars from all over the world to present their current work and discuss it with the group. At least once a year the PhD students present their own dissertation progress. Their work is then discussed and refereed by peers and senior researchers.

The participating scientist work at various departments of the Friedrich Schiller University e.g. Economics and Business Administration (including Statistics, Business Educational Studies), Law, Social and Behavioral Sciences, Philosophy (esp. Intercultural Communication), Chemistry and Earth Sciences (esp. Economic Geography) as well as Mathematics and Computational Sciences.

our faculty members

Research environment

The PhD group shares the capabilities, the resources, and the facilities of the University in Jena  de . Additionally it is integrated in an environment of related graduate programmes in social sciences. Th e Graduate Academy is further dedicated to supporting PhD students with additional advice, courses, and financial aid.

You are not the first historically important person who decided for the educational excellence of the 450-year old University of Jena. Philosophers such as Shelling, Hegel, Schopenhauer, and Schiller, mathematicians such as Leibniz and Frege, and physicists such as Abbe studied and worked in Jena.

Today Jena is a lively city with a strong presence of students and researchers. Besides the University, Jena hosts 3 Max Planck Institutes, a Fraunhofer Institute for Applied Optics and Precision Engineering, a Leibniz Institute for Age Research, and a University of Applied Sciences. The historical presence of companies such as Carl Zeiß and SCHOTT make Jena a world center of optics research. Check what Jena can offer for you today External link .

Digital Transformation : Leading People, Data & Technology

Get your brochure.

May 30, 2024

2 months, online 4-6 hours per week

PROGRAM FEE

US$2,700 US$2,484 and get US$270 off with a referral

For Your Team

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Learn together with your colleagues

Participants report that enrolling in a program with colleagues fosters collaborative learning and amplifies their impact.

Please provide your details to get more information about the group-enrollment pricing.

The benefit of learning together with your friend is that you keep each other accountable and have meaningful discussions about what you're learning.

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Based on the information you provided, your team is eligible for a special discount, for Digital Transformation: Leading People, Data & Technology starting on May 30, 2024 .

We’ve sent you an email with enrollment next steps. If you’re ready to enroll now, click the button below.

Application Details

Program fee, us$2,700 us$2,484, why take this program.

Enrolling in this program is the first step in your journey to alumni benefits. Learn More

Who is This Program For?

This online program is designed for:

• Mid- to senior-level managers who need a strategy to lead their business unit or firm through a sea of massive disruption.
• Leaders who strive to be more proactive in implementing new ideas, staying ahead of the competition, and aligning their people, data, and technology.
• Participants who may be leaders of a functional department, head of a business unit or region, or who have general management responsibilities.

Representative functions and industries of past participants include:

• Director of Technology
• VP of Technology
• IT Director
• Director of Engineering
• IT Project Manager
• Engineering Manager
• Tech Manager
• Systems Manager
• Product Head
• Analytics Head
• Consultants (Management Consultant, Technology Consultant, Software Consultant, IT Consultant, Principal Consultant, Digital Transformation Consultant)
• Solution Architect (Might have other titles such as President, CEO, Partner, Head of a consultancy firm)

Key Takeaways

This program will position you to:

• Identify opportunities to address specific problems within the firm and frame them in a way where a digital solution can be optimal.
• Manage the organizational transformations, in the form of people and processes, required to enable measurable and significant change.
• Navigate the legal and ethical considerations that surround digital business practices, such as privacy and data protection.

Your Learning Journey

Live Webinars

Peer Discussions

Case Studies

Assignments

Live Office Hours

Program Topics

There’s no question that data and technology are key levers for digital transformation, but it’s also about people and organizational alignment. While much of this online program focuses on opportunities for advancing your strategic digital plan, there is also an emphasis on people and the organization.

Learn about a framework for digital transformation and successful examples within companies.

Explore different experimental approaches that business leaders should consider for determining whether digital transformations have resulted in desired outcomes.

Analyze the use of descriptive, predictive, or prescriptive modeling and how to assess the different sources of data and problems related to the quantity and format.

Master looking at processes through a customer-centric lens to identify the scope of improvement and create process flows for your organization.

Understand how subscription models are driving massive growth and the difference between dynamic and personalized pricing.

Identify the importance of specifying strategic imperatives for a digital transformation and the key performance indicators that can be used to measure an organization's performance relative to these imperatives.

Understand the regulations around data collection and usage and the ethical questions that emerge. Explore algorithmic bias and uncover when and why algorithmic decisions can be biased. Capitalize on the process differences with data analytics practices for swift development cycles.

For your capstone project, summarize the takeaways from the previous modules and place them into the context of an entire strategy for your firm.

Industry Examples

Across all industries, digital technologies have changed how information is transmitted and processed. Every organization is effectively an information company, and every industry is vulnerable to some degree of disruption. Learn from these examples:

Optimize hospital patient flow in an emergency department.

Conduct network analysis to find the high-value customers and leverage those relationships.

Advertising

Use A/B testing to determine the effectiveness of advertising—how much exposure is enough to convert?

Optimize an in-store shopping order using “shopper engineering” from Instacart and predict what item the shopper will add to cart next.

Transportation

Using indoor location tracking of airline passengers, learn how predictive and prescriptive analytics help understand where passengers go and what services to offer them.

Company Examples

UC Berkeley Executive Education's faculty have strong relationships with industry. Content from the program is either inspired by or directly derived from research and applications from companies that include:

Cambridge Analytica

One of the most notorious data breaches of all time occurred when Cambridge Analytica sold Facebook user data and violated the terms and conditions of the API. Learn the ways that legal and ethical considerations factor into digital business transactions.

Panera Bread

The customer experience was suffering at Panera Bread due to long order and wait times. Being a data-driven company, they studied the problem using customer data and launched an ‘order-ahead’ mobile app, greatly decreasing order and wait times. They also updated the staffing algorithm, achieving operational gains.

How does a payment platform become ubiquitous? It requires both buyers and sellers to get on board, presenting the old chicken and the egg conundrum: which comes first? Learn how a onesided market evolves into a two-sided market where both buyers and sellers derive value.

United Parcel Service (UPS)

Imagine you are tasked with creating the best driving routes to provide the ‘last mile’ of residential delivery service to customers. How can data help you find the optimal routes for your drivers? We’ll pull from descriptive, predictive, and prescriptive analytics techniques to solve this challenge

Note: All product and company names are trademarks or registered trademarks of their respective holders. The study of these products and/or companies does not imply any affiliation with or endorsement by them.

Participant Testimonials

"I have to say the overall balance between short videos, case studies, assignments, discussions and webinars was good. Great overview on Digital Transformation and good use of examples." — Clelia Lancelot, Portfolio Lead Director

"All topics were good and there was plenty of learning. Discussions on organizational alignment, importance of data quality and alignment of all the 3 organization, data and technology was enlightening. It was interesting to learn how an organization can move forward through digital transformation." — Lolita Tan, IMS head

"The program is filled with lots of examples from different industries and covers every layer involved in Digital Transformation: Data, People and Technology." — Miguel Ortega, Director Management Consulting

The use case scenarios presented in the program were most valuable as there is immense opportunity to learn from real-world examples. — Randal Castro, VP, Professional Services

Program Faculty

Learn from our distinguished faculty at the forefront of information and communication technology, online marketing strategy and management philosophy.

SAMEER B. SRIVASTAVA Professor & Harold Furst Chair in Management Philosophy and Values Sameer B. Srivastava is an Associate Professor and Harold Furst Chair in Management Philosophy and Values at UC Berkeley's Haas School of Business and is also affiliated with UC Berkeley Sociology. His research unpacks the complex interrelationships among the culture of social groups, the cognition of individuals within these groups, and the connections that people forge within and across groups... More info

THOMAS LEE Associate Adjunct Professor, Research Scientist Thomas Lee is an Associate Adjunct Professor and Research Scientist in the Haas Operations and Information Technology Management Group at the Haas School of Business. He teaches and conducts research on information and communication technologies to support innovation and new product development. Specifically, he develops and applies text and data mining methods for processing user-generated content... More info

ZSOLT KATONA Professor of Marketing Zsolt Katona holds a Ph.D. in computer science from the Eotvos University in his native Hungary and a Ph.D. in marketing from INSEAD France. He is a Professor of Marketing and the Cheryl and Christian Valentine Associate Professor at the Haas School of Business, University of California, Berkeley. He is an expert in online marketing strategy and social media. Zsolt’s research focuses on online marketing strategy... More info

SAMEER B. SRIVASTAVA Professor & Harold Furst Chair in Management Philosophy and Values Sameer B. Srivastava is Associate Professor and Harold Furst Chair in Management Philosophy and Values at UC Berkeley's Haas School of Business and is also affiliated with UC Berkeley Sociology. His research unpacks the complex interrelationships among the culture of social groups, the cognition of individuals within these groups, and the connections that people forge within and across groups. Much of his work is set in organizational contexts, where he uses computational methods to examine how culture, cognition, and networks independently and jointly relate to career outcomes. His work has been published in scholarly journals such as American Journal of Sociology, American Sociological Review, Management Science, and Organization Science. It has been covered in media outlets such as Fortune, The Wall Street Journal, Financial Times, - Sameer teaches a popular MBA elective course, Power and Politics in Organizations, and co-directs the Berkeley-Stanford Computational Culture Lab. In a prior career, Sameer was a partner at a global management consultancy (Monitor Group; now Monitor Deloitte). He holds AB, AM, MBA, and PhD degrees from Harvard University.

THOMAS LEE Associate Adjunct Professor, Research Scientist Thomas Lee is an Associate Adjunct Professor and Research Scientist in the Haas Operations and Information Technology Management Group at the Haas School of Business. He teaches and conducts research on information and communication technologies to support innovation and new product development. Specifically, he develops and applies text and data mining methods for processing user-generated content. His goal is to discover and select opportunities for product and service innovation. Recent research has mined the text of online customer reviews to induce market structure and mined electronic medical records to redesign emergency department healthcare service processes. He holds Ph.D. and M.S. degrees from MIT's Engineering Systems Division and B.A. and B.S. degrees in Political Science and Symbolic Systems (Artificial Intelligence) from Stanford University. He has served as a visiting scientist at the Computer Security Division of the National Institute of Standards and Technology, a research engineer at the MITRE Corporation, and as a contractor for DynCorp-Meridian supporting the Defense Advanced Research Projects Agency doing research on Internet privacy and security.

ZSOLT KATONA Professor of Marketing Zsolt Katona holds a Ph.D. in computer science from the Eotvos University in his native Hungary and a Ph.D. in marketing from INSEAD France. He is a Professor of Marketing and the Cheryl and Christian Valentine Associate Professor at the Haas School of Business, University of California, Berkeley. He is an expert in online marketing strategy and social media. Zsolt’s research focuses on online marketing strategy, networks, and social media. He studies how firms can better take advantage of new Internet technologies and how they can integrate them into their marketing mix. His research has appeared in leading scientific journals such as Management Science, Marketing Science, Journal of Consumer Research, Journal of Marketing Research, and Journal of Applied Probability. His research has been featured in Bloomberg Business News and the U.S. National Public Radio. He has consulting experience with companies such as Autodesk, IBM, Kelora Systems, Singtel, Telkomsel, and Vodafone.

Path to Alumni Benefits

Enrolling in the Digital Transformation : Leading People, Data & Technology program can become your first step toward pursuing the UC Berkeley Executive Education Certificate of Business Excellence (COBE) . The Certificate of Business Excellence gives individuals the opportunity to acquire and hone new skills and do it on a timeline that works with your busy schedule. Participants will earn a mark of distinction with certification from a world-class university, and enjoy the flexibility of completing the program in up to three years. Learn more about the program and associated alumni benefits here .

Networking and events

• Join local alumni chapters or clubs in your region
• Participate in the annual Berkeley Haas Alumni Conference
• Attend select Berkeley Haas and Berkeley Executive Education Networking events open to the COBE community

Exclusive Berkeley Resources

• Activate an @haas.executivealumni.berkeley.edu email forwarding address
• 15% discount on the list price of future eligible Berkeley Executive Education programs.
• 30% discount on the list price of future eligible programs after completion of your Certificate of Business Excellence.
• Public visitor access to select campus libraries and university database services.

News and communication

• A one year complimentary digital subscription to California Management Review
• Berkeley Haas Alumni newsletter
• Berkeley Haas Alumni Jobs e-Newsletter featuring job postings from distinguished employers
• Haas Insights offering the latest research and thought leadership from industry speakers and faculty

Note: All benefits subject to change.

Certificate

Get recognized! Upon successful completion of the program, UC Berkeley Executive Education grants a verified digital certificate of completion to participants. Participants must complete 80% of the required activities including a capstone project (if any) to obtain the certificate of completion. This program also counts toward a Certificate of Business Excellence. Successful completion of this program fulfills two curriculum days (minimum requirement of 17 curriculum days) towards the UC Berkeley Certificate of Business Excellence (COBE) . Learn more on how it works here.

Note: This program results in a digital certificate of completion and is not eligible for degree credit/CEUs. After successful completion of the program, your verified digital certificate will be emailed to you in the name you used when registering for the program. All certificate images are for illustrative purposes only and may be subject to change at the discretion of UC Berkeley Executive Education.

How do I know if this program is right for me?

After reviewing the information on the program landing page, we recommend you submit the short form above to gain access to the program brochure, which includes more in-depth information. If you still have questions on whether this program is a good fit for you, please email [email protected], and a dedicated program advisor will follow-up with you very shortly.

Are there any prerequisites for this program?

Some programs do have prerequisites, particularly the more technical ones. This information will be noted on the program landing page, as well as in the program brochure. If you are uncertain about program prerequisites and your capabilities, please email us at the ID mentioned above.

Note that, unless otherwise stated on the program web page, all programs are taught in English and proficiency in English is required.

What is the typical class profile?

More than 50 percent of our participants are from outside the United States. Class profiles vary from one cohort to the next, but, generally, our online certificates draw a highly diverse audience in terms of professional experience, industry, and geography — leading to a very rich peer learning and networking experience.

What other dates will this program be offered in the future?

Check back to this program web page or email us to inquire if future program dates or the timeline for future offerings have been confirmed yet.

How much time is required each week?

Each program includes an estimated learner effort per week. This is referenced at the top of the program landing page under the Duration section, as well as in the program brochure, which you can obtain by submitting the short form at the top of this web page.

How will my time be spent?

We have designed this program to fit into your current working life as efficiently as possible. Time will be spent among a variety of activities including:

• Engaging with recorded video lectures from faculty
• Attending webinars and office hours, as per the specific program schedule
• Reading or engaging with examples of core topics
• Completing knowledge checks/quizzes and required activities
• Engaging in moderated discussion groups with your peers
• Completing your final project, if required

The program is designed to be highly interactive while also allowing time for self-reflection and to demonstrate an understanding of the core topics through various active learning exercises. Please email us if you need further clarification on program activities.

What is it like to learn online with the learning collaborator, Emeritus?

More than 300,000 learners across 200 countries have chosen to advance their skills with Emeritus and its educational learning partners. In fact, 90 percent of the respondents of a recent survey across all our programs said that their learning outcomes were met or exceeded. All the contents of the course would be made available to students at the commencement of the course. However, to ensure the program delivers the desired learning outcomes the students may appoint Emeritus to manage the delivery of the program in a cohort-based manner the cost of which is already included in the overall course fee of the course. A dedicated program support team is available 24/5 (Monday to Friday) to answer questions about the learning platform, technical issues, or anything else that may affect your learning experience.

How do I interact with other program participants?

Peer learning adds substantially to the overall learning experience and is an important part of the program. You can connect and communicate with other participants through our learning platform.

What are the requirements to earn the certificate?

Each program includes an estimated learner effort per week, so you can gauge what will be required before you enroll. This is referenced at the top of the program landing page under the Duration section, as well as in the program brochure, which you can obtain by submitting the short form at the top of this web page. All programs are designed to fit into your working life. This program is scored as a pass or no-pass; participants must complete the required activities to pass and obtain the certificate of completion. Some programs include a final project submission or other assignments to obtain passing status. This information will be noted in the program brochure. Please email us if you need further clarification on any specific program requirements.

What type of certificate will I receive?

Upon successful completion of the program, you will receive a smart digital certificate. The smart digital certificate can be shared with friends, family, schools, or potential employers. You can use it on your cover letter, resume, and/or display it on your LinkedIn profile. The digital certificate will be sent approximately two weeks after the program, once grading is complete.

Can I get the hard copy of the certificate?

No, only verified digital certificates will be issued upon successful completion. This allows you to share your credentials on social platforms such as LinkedIn, Facebook, and Twitter.

What is the organizational structure of Berkeley Executive Education?

UC Berkeley Center for Executive Education, dba Berkeley Executive Education, is a California nonprofit organization formed for the purpose of operating executive education programs in support of UC Berkeley and the Haas School of Business.

Do I receive alumni status after completing this program?

No, there is no alumni status granted for this program. In some cases, there are credits that count toward a higher level of certification. This information will be clearly noted in the program brochure.

How long will I have access to the learning materials?

You will have access to the online learning platform and all the videos and program materials for 12 months following the program start date . Access to the learning platform is restricted to registered participants per the terms of agreement.

What equipment or technical requirements are there for this program?

Participants will need the latest version of their preferred browser to access the learning platform. In addition, Microsoft Office and a PDF viewer are required to access documents, spreadsheets, presentations, PDF files, and transcripts.

Do I need to be online to access the program content?

Yes, the learning platform is accessed via the internet, and video content is not available for download. However, you can download files of video transcripts, assignment templates, readings, etc. For maximum flexibility, you can access program content from a desktop, laptop, tablet, or mobile device. Video lectures must be streamed via the internet, and any livestream webinars and office hours will require an internet connection. However, these sessions are always recorded, so you may view them later.

Can I still register if the registration deadline has passed?

Yes, you can register up until seven days past the published start date of the program without missing any of the core program material or learnings.

What is the program fee, and what forms of payment do you accept?

The program fee is noted at the top of this program web page and usually referenced in the program brochure as well.

• Flexible payment options are available (see details below as well as at the top of this program web page next to FEE ).
• Tuition assistance is available for participants who qualify. Please email [email protected].

What if I don’t have a credit card? Is there another method of payment accepted?

Yes, you can do the bank remittance in the program currency via wire transfer or debit card. Please contact your program advisor, or email us for details.

I was not able to use the discount code provided. Can you help?

Yes! Please email us with the details of the program you are interested in, and we will assist you.

How can I obtain an invoice for payment?

Please email us your invoicing requirements and the specific program you’re interested in enrolling in.

Is there an option to make flexible payments for this program?

Yes, the flexible payment option allows a participant to pay the program fee in installments. This option is made available on the payment page and should be selected before submitting the payment.

How can I obtain a W9 form?

Please connect with us via email for assistance.

Who will be collecting the payment for the program?

Emeritus collects all program payments, provides learner enrollment and program support, and manages learning platform services.

What is the program refund and deferral policy?

For the program refund and deferral policy, please click the link here .

Didn't find what you were looking for? Write to us at [email protected] or Schedule a call with one of our Academic Advisors or call us at +1 864 668 8832  (US) / +44 121 387 3504 (UK) / +65 3129 7057 (SG)

Early registrations are encouraged. Seats fill up quickly!

Flexible payment options available. Learn more.

84 Digital Transformation Essay Topic Ideas & Examples

🏆 best digital transformation topic ideas & essay examples, 📃 good research topics about digital transformation, 🎓 interesting topics to write about digital transformation, ❓ digital transformation research questions.

• Bossard Company’s Digital Transformation As the size of the clients grew to industrial companies and factories, the demands for parts increased. The SmartBin technology was innovative and has become the centerpiece of Bossard’s business model and approach to customers.
• Digital Transformation in the Oil and Gas Industry The functions of modern digital devices that support the work of the oil and gas industry serve as the tolls reducing people’s participation in the monitoring process, thereby automating the monitoring of activities and allowing […] We will write a custom essay specifically for you by our professional experts 808 writers online Learn More
• General Electric Company’s Digital Transformation Strategy The introduction of digital products is something that should be supported by the current business model. Such an initiative required a superior business model to make the company competitive and successful.
• American Entertainment Industry: Digital Transformation The purpose of this paper is to examine the aspects of the current competition between streaming companies and television networks with the focus on observed digital transformations in sharing information and to discuss what further […]
• The Automobile Company’s Digital Transformation As a result, the primary objective of the project is to discuss how the company can move from the first level of the maturity model to the second level.
• Digital Transformation Strategies for Organizations The first success factor in digital transformation is the company’s preparedness to make bold moves in the digital realm to explore and anticipate customers’ expectations.
• The Digital Transformation and Innovation Nexus The practical orientation of the study ensures its applicability in the current economic environment characterized by the increasing complexity of the organizational landscape.
• Information Governance and Digital Transformation By involving information technology, innovations in technology, and data, organizations must oversee the right implementation of digital transformation to address security and privacy concerns.
• Digital Transformation: Job Satisfaction among Academic Family Physicians Some stakeholders may resist the application of Industry 4 in the manufacturing sector based on the concerns raised above. This study aims to investigate the relevance of digital transformation, specifically focusing on Industry 4, in […]
• Extending Supply Chain Digital Transformation with Analytics, Simulation, and Optimization There is a need for digital transformation in the supply chain to streamline operations, reduce costs, and improve the employees’ working environment.
• Supply Chain Digital Transformation To improve the present system, it is essential to utilize analytics, simulation, and optimization approach as a digitalization extension means.
• Sadara Company’s Digital Transformation The digital transformation and the transition to the online environment used to be seen as the prerogative of the organizations that provided solely the services that could be easily translated into the online context due […]
• Electric Utility Companies’ Digital Transformation Electric utility companies have faced the problem of decentralization in the past due to the underdevelopment of the service market in this area and the centralization of the system.
• Business and Its Digital Transformation However, if a company wants to be ahead of competitors, it needs to invest in advanced digital technologies regularly. Nonetheless, individuals should analyze the possible reasons for the deployment of NIT to their unique business […]
• Digital Transformation: E-Services in the UAE In the United Arabs Emirates, there has been a major transformation in the adoption of electronic services aimed to improve the quality of service delivery.
• Digital Transformation in the UAE’s National Policy As a result, the changes taking place in various sectors correspond to the state plan for the reorganization of different sectors and the promotion of modern digital opportunities to improve life in the country.
• How Digital Transformation Is Affecting the Oil and Gas Industry The research will assess the contributions of digital transformation in the oil and gas industry. What is the impact of digital transformation in the oil and gas industry?
• Organizational Capabilities and Digital Transformation A digital strategy entails using big data and business intelligence to acquire a competitive advantage in the industry. Data indexing, quality evaluation, and aggregation are some of the procedures that may be complex and costly […]
• Digital Transformation: Hyper-Connectedness and Collaboration The guiding principles for E2E economy formulated by the authors include the ability of organizations to provide optimal customer experiences through the right partnerships, capacity to use contextual and predictive analytics to generate customer value, […]
• Digitalization and the Future of Work: Macroeconomic Consequences
• Does Enterprise Architecture Support the Digital Transformation Endeavors?
• Digital Transformation and Lean Management: Challenges in the Energy Industry
• The Process of Digital Transformation of Airline Companies
• Digital Transformation Beyond the Digital Age
• Paving the Way Towards Digital Transformation and Sustainable Societies
• Digital Transformation, Digital Dividends, and Entrepreneurship
• The Impact of Digital Transformation on Finance Sector Competition
• Digital Transformation And Its Effect On A Business
• Linking Digital Transformation and Localizing the Sustainable Development Goals
• Digitalization Changing the Economy and the Labor Market
• The Relations Between Digital Transformation and Technological Advancements
• Digital Transformation and the Performance of Micro and Small Enterprises
• Correlation Between Digital Transformation and the Provision of Legal Services
• The Relationship Between Digital Transformation and the Renewal of Social Theory
• Digital Transformation and Value Creation: Sea Change Ahead
• Linking Digital Transformation, International Competition, and Specialization
• Does Digital Transformation Mean the End of Marketing?
• Engineering the Digital Transformation of Marketing
• How Information Systems Enable Digital Transformation: Focus on Business Models
• Predicting the Future Work Change Due to Digital Transformation
• Government Digital Transformation Strategy: High-Level Themes
• How Does the Digital Transformation Affect Organizations?
• Composing the Plan and Budget for a Digital Transformation Project
• Products’ Digital Transformation Effect on Perceived Luxury Level and Brand Authenticity
• How the Internet Drove the Digital Transformation of Products and Services
• The Digital Transformation of Healthcare: Current Status and the Road Ahead
• Retail Digital Transformation Market: Global Industry Analysis, Share, Growth, and Forecast
• The Productivity and Unemployment Effects of the Digital Transformation
• Analysis of the Key Elements of Digital Transformation
• How the Digital World May Influence Teaching
• Data, Measurement and Initiatives for Inclusive Digitalization, and Future of Work
• Digitalization and Smartening Public Governance of the European High North Regions
• Fiscal Pressures From Digital Transformation and Immigration
• How Decarbonization, Digitalization, and Decentralization Are Changing Key Power Infrastructures
• Digitalization, Multinationals, and Employment: An Empirical Analysis of Their Causal Relationships
• How Digital Transformation Has Reshaped the Mass Media
• Managing Digitalization: Challenges and Opportunities for Business
• Organizing for Digitalization Through Mutual Constitution: The Design Firm Case
• Innovative and Sustainable eMaintenance: Capabilities for Digital Transformation of Maintenance
• How Does Digital Transformation Impact Marketing?
• Why Is Digital Transformation a Never-Ending Process?
• What Is the Biggest Barrier to Digital Transformation?
• Is Digital Marketing Part of Digital Transformation?
• Which Industry Is Leading in Digital Transformation?
• What Is the Future of Digital Transformation?
• How Is Digital Transformation Affecting the Industry or Work?
• What Is the End Goal of Digital Transformation?
• How Does Digital Transformation Improve Organizational Resilience?
• What Is the Outcome of Digital Transformation?
• Does Digital Transformation Require Coding?
• Why Do People Fear Digital Transformation?
• Does Information Management Play a Critical Role in Digital Transformation?
• What Are the Biggest Digital Transformation Challenges Organizations Face?
• Why Is Digital Transformation Important for Organizations?
• How Has Technology Impacted Digital Transformation?
• Why Is Digital Transformation Critical to Business Growth?
• How Effective Is Digital Transformation?
• What Is the Negative Impact of Digital Transformation?
• Is Technology Important in Digital Transformation?
• What Are the Key Effective Strategies for Digital Transformation?
• How Do Companies Implement Digital Transformation?
• Why Is Digital Transformation Important in Retail?
• Does Digital Transformation Ever End?
• Is Digital Transformation a Business Model?
• Chicago (A-D)
• Chicago (N-B)

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Capturing our digital future

Our world is becoming more digital as technology becomes smarter and more intuitive.

That’s creating positive momentum for small businesses, government services, supply chains, transit and so many others. There’s the potential for us all to do more and do it faster, bringing millions more people into the digital economy for the first time.

We’re steering and supporting this momentum in our industry.

Working closely with our many partners, Mastercard created many of the payments technologies – contactless cards, tokenization, cybersecurity defenses – that make this digitization possible. People use our global network hundreds of millions of times a day to safely and easily transfer money, make payments and get paid.

We are pursuing a future that accelerates these changes to deliver more value, stronger relationships and greater efficiency. Banking and retail experiences that can be more personalized. Commercial services that simplify processes for businesses of all sizes. AI-powered cybersecurity that allows us all to stay one step ahead of scammers.

This is how we’re powering economies and empowering people. It’s how we are helping to build resilience. And we are just getting started.

Our 2023 at a glance

In 2023, we delivered another strong year as we remained focused on the strategic priorities that fuel our growth algorithm across payments, services and new networks.

The numbers speak for themselves, with net revenue, gross domestic volume and switched transactions all growing by double digits last year.

Our joint venture in China received government approval, setting the stage for us to start processing domestic transactions in the second most-populous nation in the world for the first time.

The impact of our work was widely recognized. We ranked No. 1 on Fair360’s list of top companies for diversity . We again topped the International Institute for Management Development’s Future Readiness list . Our brand – ranked as one of the top 10 in the world by Kantar BrandZ – stands for trust, reliability and priceless experiences.

Momentum continues into 2024. We see tremendous runway to keep growing the choices people and businesses have in payments and beyond.

How we power economies

Our growth algorithm is about capturing the natural growth of economies, accelerating the secular shift to electronic payments, further penetrating the addressable market in new flows and growing our share of the market.  It’s also about growing in services and new networks by scaling our solutions to existing and new customer types, while continuing to build and deploy new solutions. 

Let me show you the algorithm at work:

01 Expanding in payments

People have a choice in how they pay – card, account-to-account, buy now, pay later and more. Our focus is on giving them a reason to choose Mastercard across all these areas. And they are.

We’re winning new business in consumer payments – proof that our efforts to expand digitization are working. Two quick examples – last year, we significantly expanded our partnership with UniCredit , with the group deciding to use Mastercard across 12 markets and 13 of its banks. In the U.S., we became the exclusive payments network for Citizens Bank , one of three regulated debit financial institutions to make that decision in 2023.

This is balanced with more merchants choosing to accept Mastercard. When new merchants – no matter how small or how remote – tap into our network, they can immediately reach a thriving global digital market.

And we’re creating these ripple effects in other payment flows.

Our work in commercial payments has expanded into education, travel and many other new kinds of business. We’re doing more in disbursements and remittances, commercial point of sale and business-to-business accounts payable. For example, some healthcare providers are using our virtual cards to replace the cumbersome process of manually submitting claims – unlocking faster, more reliable, more efficient commerce. Taken together, these commercial markets offer a huge opportunity to expand our business and drive long-term growth.

02 Extending our services

Payments and services are deeply interconnected. As we help digitize more payments, that opens more opportunities for us to deliver value-added services – including data insights, consulting and cybersecurity. The growth of those services drives more digital payments – and that flywheel keeps turning. Our value-added services and solutions now account for more than 35% of revenue and grew faster than core payments last year.

Our focus in services is all about creating efficiency and value. For example, Mastercard has been using predictive AI for years, especially in our cybersecurity solutions and fraud detection work to protect the billions of transactions that run through our network. To keep up this work, earlier this year we unveiled Decision Intelligence Pro , which uses generative AI to predict the authenticity of transactions, boosting banks' fraud detection work.

There is still more predictive AI can deliver even as we explore the potential in generative AI. We are working to integrate AI into even more of what we do in a principled manner to make every digital experience even smarter, even safer and even more personalized.

Our approach to AI is the same as with any other technology – we’re focused on trust, security and consumer protections first. That’s why this year we continued to evolve our data and tech responsibility principles – security and privacy, transparency, accountability, fairness, inclusion, innovation, social impact – to ensure they remain relevant and valuable guardrails. And we are using them to collaborate with partners and help shape trustworthy standards across industries, including through the U.S. AI Safety Institute Consortium.

Payments and services are deeply interconnected.

03 Embracing new networks

We’re always looking to grow in adjacent spaces, using our expertise running a global payments network to create value for new and current customers. Our work to develop new ways to integrate digital identification and open banking to integrate both technologies into our core payments and services is an example of this effort.

For instance, digital ID has quickly become a vital way for people in many countries to access government services, vote and shop online. Our open banking assets provide connectivity to more than 95% of deposit accounts in the U.S. and approximately 3,000 banks across Europe. Those connections allow consumers to seamlessly share data between trusted parties and improve the bill pay experience for customers of Verizon and Worldpay. There’s even greater opportunity ahead as we bring digital ID and open banking together.

Why we need consumer-grade experiences in the corporate world

Digitizing commercial payments via virtual cards can lessen unnecessary risk in cash flow, loosen up working capital, and keep the supply chain flowing, says Mastercard's Chad Wallace.

How fraudsters hook their victims — and how AI can stop them

This AI-powered fraud detection tool stops online transaction fraud before the money leaves the sender’s account in the case of authorized payment scams.

new networks

Thin credit, lots of savings: How paying rent helped one couple get their dream home

The pool of home buyers could grow and diversify with the use of data such as rent history and positive cash flow, shared with permission from consumers through open banking platforms.

How we empower people

This only happens because our people make it possible – all 33,000+ Mastercard colleagues – coders, consultants, economists, cybersecurity experts, everyone.

Our culture and the way we work together combine both high performance and high empathy. That’s how we achieve the things we do. The Mastercard Way is our guiding star for how we do it, focused on three tenets:

• Create value – for our partners, teams and investors by thinking big and bold, and innovating
• Grow together – by helping each other be great
• Move fast – prioritizing what matters and pivoting when needed

Underlying the Mastercard Way is our commitment to ensure the social and environmental impact we have equally drives our business – do well by doing good.

For example, we continue to make progress on our ambitious goal of bringing 1 billion more people into the digital economy. That’s expanding opportunities for people while also seeding our future markets.

Designing financial tools with women in mind can empower them — and boost economies

From Pakistan to Peru and beyond, deploying gender-sensitive training and creating gender-specific financial tools are making a difference in women’s lives.

Mapping hope: How data is helping Ukrainian refugees find new homes in welcoming communities in Poland

Anonymized spending trends and other data help refugees pinpoint smaller communities where they have a chance to thrive after the upheaval of war.

Our look to the future

As I close this letter, I thank my Mastercard colleagues all over the world for their dedication, caring and passion. And thank you to our customers and partners for trusting us and innovating with us.

We’ll keep doing our part to build up a smarter, safer, more inclusive digital future.

We’ll keep doing our part to build a smarter, safer, more inclusive digital future and deliver the payments and services people and businesses need every day. That is the expectation you – our customers, partners, account holders and shareholders – have for us. It is a responsibility we are focused on every day. Thank you for your continued support.

Michael Miebach CEO, Mastercard

• Perspectives
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• Mastercard Brand Center
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