This multi-faceted nature of DT is recognised in Vial’s (2019) general definition of DT as described below. DT is thus simultaneously an organisational specific internal process and an external shared endeavour of DT of the broader business system. From an external business perspective, it is the DT of stakeholders such as suppliers, competitors and customers. Therefore, from an internal business perspective, the central actors in the DT of business activities are the managers and employees making decisions about the adoption of new technologies and changes in the way work is carried out and organised. At the same time, the DT of businesses is being realised by the decision of managers to strategically adopt and integrate specific digital technologies with the concomitant changes in business processes and working practices.
However, DT is too often addressed in a general manner for businesses, the economy and society and can thus remain too abstract for business managers and employees. While the digital transformation (DT) of businesses affects both large and small businesses, small- and medium-sized enterprises (SMEs) are of particular interest in this respect due to their important role in the economy ( Bharadwaj et al., 2013), representing over 99 per cent of enterprises in Switzerland ( BFS, 2017) and the European Union ( European Commission, 2018). It is the responsibility of the management of commercial and government organisations to not only understand and embrace the potential of digital technology, but also to transform their organisations in the process of integrating digital technologies ( Andersson et al., 2018 Andriole, 2017 Berman and Marshall, 2014 Day-Yang et al., 2011 Gimpel et al., 2018 Heavin and Power, 2018 Horlacher and Hess, 2016 Loonam et al., 2018 Matt et al., 2015 McKeown and Philip, 2003 Moreno et al., 2015 Reddy and Reinartz, 2017). Organisations across industries are responding to the emerging opportunities and challenges presented by the digital age ( Berman, 2012 Cascio and Montealegre, 2016 Rogers, 2016).
Swiss manager full full#
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Peter, Corin Kraft and Johan Lindeque License "It's all about proving that you belong in a team and fitting in a system and adapting to the adversity that you face with a new coach.Copyright © 2020, Marc K. "I don't know what the club's plans are," Slonina said. But I take a bit from every keeper."Ĭhicago will most certainly undergo a rebuild under new head coach Ezra Hendrickson this winter and might bring in another goalkeeper to compete with Slonina. But I want to be far out of the line and use my feet, play like an extra defender for my team. "That comparison is crazy to me," Slonina said when asked about Neuer. Attributes that were also evident in a young Manuel Neuer. One thing that stood out was the calmness on the ball and aggression when coming off the line combined with cat-like reflexes. The 193cm tall goalkeeper showed the full spectrum of his talent in the final ten games of the season. Behind a poorly put-together defense, Slonina had several opportunities to shine. It was the mentality I came in with I used every game as an opportunity." I wanted to help the team as much as possible and win every game that was the goal. "I didn't care that the playoffs were no longer in the picture.
"For me, it was the best opportunity," Slonina said. Slonina: Chicago "was the best opportunity" - Neuer comparison "crazy."īut Slonina kept his job until the end of the season. Chicago lost that game 2-1, and Wicky was gone by the end of the month. It was the dying days of the Raphael Wicky era at the club, and with results going against him, the Swiss head coach banished Bobby Shuttleworth to the bench and handed the reigns to Slonina. But he would not feature again until Sep.