Digital Innovation Management AJ 2526
Digital Innovation Management
1 MODULE 1: FOUNDATIONS 6
1.1 SECTION 1: INTRODUCTION 6
1.1.1 WHAT IS INNOVATION? 6
1.1.1.1 Comparison traditional vs. digital innovation 7
1.1.1.2 Identifying disruption: 2 types of innovation 7
1.1.1.3 Process of disruption 8
1.1.1.4 Characteristics of disruptive innovation 8
1.1.2 SUSTAINABLE DIGITAL INNOVATION 10
1.1.3 DIGITAL TRANSFORMATION 11
1.1.3.1 Technological advancements: datafication 13
1.1.3.2 More on changing competition 14
1.1.4 DEFININING DIGITAL INNOVATION MANAGEMENT 14
1.1.4.1 Managing a transformation of the operational model 15
1.2 SECTION 2: PROCESS OF DIGITAL INNOVATION 16
1.2.1 INNOVATION BY RAPID EXPERIMENTATION 17
1.2.2 OPEN INNOVATION 18
1.2.3 BUSINESS MODEL INNOVATION 19
1.2.4 CO-CREATION 20
1.2.5 THE STRATEGIC IMPERATIVE 20
1.3 SECTION 3: STRATEGIC IMPERATIVES FOR DIGITAL INNOVATION MANAGEMENT 21
1.3.1 RESPONDING TO THE MARKET 21
1.3.2 EVOLVING CUSTOMER NEEDS 21
1.3.3 TECHNOLOGICAL ADVANCEMENTS 23
1.3.3.1 Datafication 24
1.4 SECTION 4: ORGANIZATIONAL INNOVATION 25
1.4.1 TRADITIONAL ORGANISATIONAL DESIGN 25
1.4.2 MIRRORING HYPOTHESIS 26
1.4.3 NEW ORGANISATIONAL DESIGNS 27
1.4.3.1 Flattening organisational structures 27
1.4.3.2 Business units 28
1.4.3.3 Project forms 28
1.4.3.4 Networking 29
1.4.4 AMBIDEXTERITY IN MODERN ORGANISATIONS 29
1.4.5 MAINTAINING COMPETITIVE ADVANTAGE 29
1.4.5.1 Novel principe 29
1.4.5.2 Systematic nature 30
1.4.5.3 Program of invention 30
1.4.6 INTEGRATING CORPORATE DIGITAL RESPONSIBILITY (CDR) 30
1.4.7 CONCLUSIONS 31
1.5 OVERVIEW OF KEY CONCEPTS, THEORIES AND FRAMEWORKS 32
2 MODULE 2: DIGITAL ECOSYSTEMS AND PLATFORM DYNAMICS 37
2.1 UNDERSTANDING DIGITAL ECOSYSTEMS 37
2.1.1 THE RISE OF DIGITAL ECOSYSTEMS 37
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2.1.2 CHARACTERISTICS THAT DISTINGUISH ECOSYSTEMS FROM TRADITIONAL SUPPLY CHAINS 37
2.1.3 ECONOMIC SIGNIFICANCE AND SCALE 38
2.1.4 CASE STUDIES 38
2.1.4.1 Apple’s ecosystem 38
2.1.4.2 Amazon Web Services (AWS) 39
2.2 PLATFORMS AS THE CORE OF ECOSYSTEMS 40
2.2.1 WHAT IS A PLATFORM? 40
2.2.2 WHAT IS A DIGITAL PLATFORM? 40
2.2.3 DRIVERS OF MIGRATION TO A DIGITAL PLATFORM 41
2.2.4 TYPES OF DIGITAL PLATFORMS 42
2.2.4.1 Mult-sided platforms (MSP) 43
2.2.5 PLATFORM ARCHITECTURE 44
2.3 DESIGN PRINCIPLES: MODULARITY, OPENNESS, INTEROPERABILITY 45
2.3.1 DESIGN PRINCIPLES 45
2.3.1.1 Modularity 45
2.3.1.2 Openness 46
2.3.1.3 Interoperability and standards 47
2.4 PLATFORM DYNAMICS, NETWORK EFFECTS AND TIPPING 48
2.4.1 NETWORK ANALYSIS IN DIGITAL ECOSYSTEM STRATEGY 48
2.4.2 NETWORK EFFECTS 49
2.4.2.1 Network effects and positive feedback 50
2.4.3 PLATFORM DYNAMICS GOVERNANCE AND STRATEGY 50
2.4.3.1 Coring and tipping 50
2.4.3.2 Factors for platform strategy 51
2.5 DATA, AI AND VALUE CREATION IN ECOSYSTEMS 53
2.5.1 DATA AND AI 53
2.5.2 DATA AS STRATEGIC RESOURCE 53
2.5.3 AI-POWERED PLATFORMS 54
2.5.4 AI AS A VALUE CREATING MECHANISM 54
2.5.5 ORCHESTRATING OF INTERACTIONS 54
2.5.6 VALUE CREATING MECHANISMS 55
2.6 GOVERNANCE AND STRATEGIC CHOICES 55
2.6.1 GOVERNANCE 55
2.6.2 GOVERNANCE-STRATEGIC CHOICES 56
2.7 BENEFITS AND RISKS IN DIGITAL ECOSYSTEMS 57
2.7.1 BENEFITS 57
2.7.1.1 Economic value 57
2.7.1.2 Benefits for firms 57
2.7.1.3 Benefits for markets 57
2.7.2 RISKS 58
2.7.2.1 Risks for participants 58
2.7.2.2 Systematic risks 58
2.7.2.3 Managing risks 59
2.8 KEY TAKEAWAYS 59
2.9 OVERVIEW KEY CONCEPTS, THEORIES AND FRAMEWORKS 60
3 MODULE 3: OPPORTUNITY DISCOVERY – LANDSCAPE ANALYSIS AND EVALUATION
CRITERIA 65
3.1 MARKET RESEARCH 66
3.1.1 DEFINE, IMPROVE & PLAN 66
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,Digital Innovation Management AJ 2526
3.1.1.1 STEP 1: Define your project 66
3.1.1.2 STEP 2: Improve your idea 67
3.1.1.3 STEP 3: Plan your research 67
3.1.2 STEP 4: OBSERVE THE MARKET 68
3.1.2.1 Macro-environmental level 68
3.1.2.2 Industry level 69
3.1.2.3 Competitor level 70
3.1.2.4 Organisational level 70
3.1.3 QUALIFY AND QUANTIFY THE DEMAND 72
3.1.3.1 STEP 5: Qualify the demand 72
3.1.3.2 STEP 6: Quantify the demand 72
3.1.4 STEP 7: FINALISE YOUR MARKET RESEARCH 72
3.2 INITIAL EVALUATION CRITERIA 73
3.2.1 COMPETITIVE ADVANTAGE 73
3.2.2 MARKET SIZE 74
3.2.3 CUSTOMER NEEDS 75
3.2.3.1 Understanding customer needs 75
3.2.3.2 The process of understanding customer needs 76
3.2.3.3 Customer journey mapping 79
3.2.4 VERIFYING TECHNOLOGICAL FEASIBILITY 80
3.3 ADVANCED EVALUATION FRAMEWORKS 82
3.3.1 JOBS-TO-BE-DONE (JTBD) THEORY 82
3.3.1.1 The milkshake case study 82
3.3.1.2 Functional, emotional and social dimensions 82
3.3.1.3 Push and pull 83
3.3.1.4 The JTBD-lens: looking at the market differently 83
3.3.2 BLUE OCEAN STRATEGY (BOS) AND THE ERRC FRAMEWORK 83
3.3.2.1 Blue ocean strategy 83
3.3.2.2 Four Action Framework and ERCC Grid 85
3.3.3 LINKING JTBD AND BOS – A TWO-STAGE VALIDATION 85
3.4 LIMITATIONS AND CRITICAL PERSPECTIVES 86
3.4.1 LIMITATIONS OF JOBS-TO-BE-DONE THEORY 86
3.4.2 LIMITATIONS OF JOBS BLUE OCEAN STRATEGY 86
3.5 KEY TAKEAWAYS 87
3.6 OVERVIEW OF KEY CONCEPTS, THEORIES AND FRAMEWORKS 88
4 MODULE 4: HOW DO WE DESIGN THE RIGHT SOLUTION? 92
4.1 HUMAN-CENTRED DESIGN & WICKED PROBLEMS 92
4.1.1 WICKED PROBLEMS 92
4.1.2 HCD FOUNDATIONS 93
4.1.3 DESIGN THINKING PROCESS 94
4.1.4 JTBD MEETS HCD 95
4.1.5 CASE STUDIES 96
4.1.5.1 IDEO & the Willow Breast Pump 96
4.1.5.2 IBM Enterprise Design Thinking 96
4.1.5.3 HCD in Healthcare: Addressing Wicked Problems 96
4.1.6 IMPLEMENTATION 97
4.1.7 KEY TAKEAWAYS 99
4.2 AGILE DEVELOPMENT: SCRUM, KANBAN, AND LEAN 100
4.2.1 WHY AGILE? THE LIMITS OF WATERFALL FOR DIGITAL INNOVATION 100
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4.2.2 AGILE FUNDAMENTALS: VALUES, PRINCIPLES, AND THE AGILE MANIFESTO 101
4.2.3 SCRUM: ROLES, ARTEFACTS, CEREMONIES AND WHEN TO USE IT 104
4.2.4 KANBAN: FLOW, WIP LIMITS, CYCLE TIME AND WHEN TO USE IT 109
4.2.5 LEAN SOFTWARE DEVELOPMENT: MVP, WASTE ELIMINATION AND WHEN TO USE IT 113
4.2.6 STRATEGIC (AGILE) METHODOLOGY SELECTION: MATCHING T3 OUTPUTS TO T4B EXECUTION 115
4.2.7 CRITICAL PERSPECTIVES: WHEN AGILE FAILS AND WHY 118
4.2.8 KEY TAKEAWAYS 118
4.3 OVERVIEW KEY CONCEPTS, THEORIES AND FRAMEWORKS 119
5 MODULE 5: DIGITAL INNOVATION IMPLEMENTATION AND CHANGE 124
5.1 SECTION 1: FROM STRATEGY TO IMPLEMENTATION 124
5.2 SECTION 2: ORGANISATIONAL RESILIENCE: SUSTAINING INNOVATION 125
5.2.1 DEFINING ORGANISATIONAL RESILIENCE 125
5.2.2 THE ROLE OF MANAGEMENT IN DIGITAL ORGANISATIONS 125
5.3 SECTION 3: THE HUMAN SIDE OF DIGITAL TRANSFORMATION 126
5.3.1 WHY CHANGE MANAGEMENT MATTERS 126
5.3.2 KOTTER'S 8-STEP MODEL FOR LEADING CHANGE 126
5.3.3 THE ADKAR FRAMEWORK: INDIVIDUAL-LEVEL CHANGE READINESS 127
5.3.4 STAKEHOLDER DYNAMICS AND RESISTANCE 127
5.4 SECTION 4: CASE STUDY: MICROSOFT'S DIGITAL TRANSFORMATION 128
5.4.1 MICROSOFT UNDER NADELLA: A CHANGE MANAGEMENT MASTERCLASS 128
5.4.2 MICROSOFT: MAPPING TO CHANGE MANAGEMENT THEORY 128
5.5 SECTION 5: METRICS — SHORT-TERM: MEASURING PROJECT AND FINANCIAL PERFORMANCE 129
5.5.1 SHORT-TERM PROJECT AND FINANCIAL METRICS 129
5.5.2 EARNED VALUE MANAGEMENT (EVM): INTEGRATED PERFORMANCE 129
5.6 SECTION 6: METRICS — LONG-TERM: DIGITAL MATURITY MODELS (DMMS) 130
5.6.1 WHAT ARE DIGITAL MATURITY MODELS (DMMS)? 130
5.6.2 DMM MATURITY STAGES (GILL & VANBOSKIRK, 2016) 130
5.6.3 DMM FOR CORPORATE DIGITAL RESPONSIBILITY (CDR 131
5.7 SECTION 7: THE METRICS PROGRESSION ARGUMENT 131
5.7.1 FROM PROJECT KPIS TO ORGANISATIONAL CAPABILITY 131
5.7.2 METRICS PROGRESSION: SHORT-TERM → LONG-TERM 131
5.8 SECTION 8: KEY TAKEAWAYS 132
5.9 OVERVIEW OF KEY CONCEPTS, THEORIES AND FRAMEWORKS 133
6 MODULE 6: DIGITAL INNOVATION POLICY AND FUTURE TRAJECTORIES 137
6.1 EMERGING TECHNOLOGIES IN DIGITAL INNOVATION 137
6.1.1 KEY TECHNOLOGIES FOR DIGITAL INNOVATION 137
6.2 EU DIGITAL STRATEGY: VISION, POLICY, REGULATION, AND PROGRAMMES 138
6.2.1 EU POLICIES, REGULATION AND PROGRAMMES 138
6.2.2 EU DIGITAL STRATEGY: VISION FOR A TRUSTED & COMPETITIVE DIGITAL EUROPE 138
6.2.3 EU DIGITAL POLICIES: TRANSLATING STRATEGY INTO ACTION 138
6.2.4 EU REGULATIONS: ENFORCING DIGITAL INNOVATION POLICIES 139
6.2.5 EU PROGRAMMES: BRINGING DIGITAL POLICIES AND REGULATIONS INTO ACTION 139
6.3 THE EU AI-ACT: RISK-BASED REGULATION OPERATIONALISED FOR DIM 140
6.3.1 AI ACT 140
6.4 THE REGULATORY LANDSCAPE: GDPR, DSA, DMA, AND THEIR IMPLICATION 141
6.4.1 GDPR (GENERAL DATA PROTECTION REGULATION) 141
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Digital Innovation Management
1 MODULE 1: FOUNDATIONS 6
1.1 SECTION 1: INTRODUCTION 6
1.1.1 WHAT IS INNOVATION? 6
1.1.1.1 Comparison traditional vs. digital innovation 7
1.1.1.2 Identifying disruption: 2 types of innovation 7
1.1.1.3 Process of disruption 8
1.1.1.4 Characteristics of disruptive innovation 8
1.1.2 SUSTAINABLE DIGITAL INNOVATION 10
1.1.3 DIGITAL TRANSFORMATION 11
1.1.3.1 Technological advancements: datafication 13
1.1.3.2 More on changing competition 14
1.1.4 DEFININING DIGITAL INNOVATION MANAGEMENT 14
1.1.4.1 Managing a transformation of the operational model 15
1.2 SECTION 2: PROCESS OF DIGITAL INNOVATION 16
1.2.1 INNOVATION BY RAPID EXPERIMENTATION 17
1.2.2 OPEN INNOVATION 18
1.2.3 BUSINESS MODEL INNOVATION 19
1.2.4 CO-CREATION 20
1.2.5 THE STRATEGIC IMPERATIVE 20
1.3 SECTION 3: STRATEGIC IMPERATIVES FOR DIGITAL INNOVATION MANAGEMENT 21
1.3.1 RESPONDING TO THE MARKET 21
1.3.2 EVOLVING CUSTOMER NEEDS 21
1.3.3 TECHNOLOGICAL ADVANCEMENTS 23
1.3.3.1 Datafication 24
1.4 SECTION 4: ORGANIZATIONAL INNOVATION 25
1.4.1 TRADITIONAL ORGANISATIONAL DESIGN 25
1.4.2 MIRRORING HYPOTHESIS 26
1.4.3 NEW ORGANISATIONAL DESIGNS 27
1.4.3.1 Flattening organisational structures 27
1.4.3.2 Business units 28
1.4.3.3 Project forms 28
1.4.3.4 Networking 29
1.4.4 AMBIDEXTERITY IN MODERN ORGANISATIONS 29
1.4.5 MAINTAINING COMPETITIVE ADVANTAGE 29
1.4.5.1 Novel principe 29
1.4.5.2 Systematic nature 30
1.4.5.3 Program of invention 30
1.4.6 INTEGRATING CORPORATE DIGITAL RESPONSIBILITY (CDR) 30
1.4.7 CONCLUSIONS 31
1.5 OVERVIEW OF KEY CONCEPTS, THEORIES AND FRAMEWORKS 32
2 MODULE 2: DIGITAL ECOSYSTEMS AND PLATFORM DYNAMICS 37
2.1 UNDERSTANDING DIGITAL ECOSYSTEMS 37
2.1.1 THE RISE OF DIGITAL ECOSYSTEMS 37
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,Digital Innovation Management AJ 2526
2.1.2 CHARACTERISTICS THAT DISTINGUISH ECOSYSTEMS FROM TRADITIONAL SUPPLY CHAINS 37
2.1.3 ECONOMIC SIGNIFICANCE AND SCALE 38
2.1.4 CASE STUDIES 38
2.1.4.1 Apple’s ecosystem 38
2.1.4.2 Amazon Web Services (AWS) 39
2.2 PLATFORMS AS THE CORE OF ECOSYSTEMS 40
2.2.1 WHAT IS A PLATFORM? 40
2.2.2 WHAT IS A DIGITAL PLATFORM? 40
2.2.3 DRIVERS OF MIGRATION TO A DIGITAL PLATFORM 41
2.2.4 TYPES OF DIGITAL PLATFORMS 42
2.2.4.1 Mult-sided platforms (MSP) 43
2.2.5 PLATFORM ARCHITECTURE 44
2.3 DESIGN PRINCIPLES: MODULARITY, OPENNESS, INTEROPERABILITY 45
2.3.1 DESIGN PRINCIPLES 45
2.3.1.1 Modularity 45
2.3.1.2 Openness 46
2.3.1.3 Interoperability and standards 47
2.4 PLATFORM DYNAMICS, NETWORK EFFECTS AND TIPPING 48
2.4.1 NETWORK ANALYSIS IN DIGITAL ECOSYSTEM STRATEGY 48
2.4.2 NETWORK EFFECTS 49
2.4.2.1 Network effects and positive feedback 50
2.4.3 PLATFORM DYNAMICS GOVERNANCE AND STRATEGY 50
2.4.3.1 Coring and tipping 50
2.4.3.2 Factors for platform strategy 51
2.5 DATA, AI AND VALUE CREATION IN ECOSYSTEMS 53
2.5.1 DATA AND AI 53
2.5.2 DATA AS STRATEGIC RESOURCE 53
2.5.3 AI-POWERED PLATFORMS 54
2.5.4 AI AS A VALUE CREATING MECHANISM 54
2.5.5 ORCHESTRATING OF INTERACTIONS 54
2.5.6 VALUE CREATING MECHANISMS 55
2.6 GOVERNANCE AND STRATEGIC CHOICES 55
2.6.1 GOVERNANCE 55
2.6.2 GOVERNANCE-STRATEGIC CHOICES 56
2.7 BENEFITS AND RISKS IN DIGITAL ECOSYSTEMS 57
2.7.1 BENEFITS 57
2.7.1.1 Economic value 57
2.7.1.2 Benefits for firms 57
2.7.1.3 Benefits for markets 57
2.7.2 RISKS 58
2.7.2.1 Risks for participants 58
2.7.2.2 Systematic risks 58
2.7.2.3 Managing risks 59
2.8 KEY TAKEAWAYS 59
2.9 OVERVIEW KEY CONCEPTS, THEORIES AND FRAMEWORKS 60
3 MODULE 3: OPPORTUNITY DISCOVERY – LANDSCAPE ANALYSIS AND EVALUATION
CRITERIA 65
3.1 MARKET RESEARCH 66
3.1.1 DEFINE, IMPROVE & PLAN 66
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,Digital Innovation Management AJ 2526
3.1.1.1 STEP 1: Define your project 66
3.1.1.2 STEP 2: Improve your idea 67
3.1.1.3 STEP 3: Plan your research 67
3.1.2 STEP 4: OBSERVE THE MARKET 68
3.1.2.1 Macro-environmental level 68
3.1.2.2 Industry level 69
3.1.2.3 Competitor level 70
3.1.2.4 Organisational level 70
3.1.3 QUALIFY AND QUANTIFY THE DEMAND 72
3.1.3.1 STEP 5: Qualify the demand 72
3.1.3.2 STEP 6: Quantify the demand 72
3.1.4 STEP 7: FINALISE YOUR MARKET RESEARCH 72
3.2 INITIAL EVALUATION CRITERIA 73
3.2.1 COMPETITIVE ADVANTAGE 73
3.2.2 MARKET SIZE 74
3.2.3 CUSTOMER NEEDS 75
3.2.3.1 Understanding customer needs 75
3.2.3.2 The process of understanding customer needs 76
3.2.3.3 Customer journey mapping 79
3.2.4 VERIFYING TECHNOLOGICAL FEASIBILITY 80
3.3 ADVANCED EVALUATION FRAMEWORKS 82
3.3.1 JOBS-TO-BE-DONE (JTBD) THEORY 82
3.3.1.1 The milkshake case study 82
3.3.1.2 Functional, emotional and social dimensions 82
3.3.1.3 Push and pull 83
3.3.1.4 The JTBD-lens: looking at the market differently 83
3.3.2 BLUE OCEAN STRATEGY (BOS) AND THE ERRC FRAMEWORK 83
3.3.2.1 Blue ocean strategy 83
3.3.2.2 Four Action Framework and ERCC Grid 85
3.3.3 LINKING JTBD AND BOS – A TWO-STAGE VALIDATION 85
3.4 LIMITATIONS AND CRITICAL PERSPECTIVES 86
3.4.1 LIMITATIONS OF JOBS-TO-BE-DONE THEORY 86
3.4.2 LIMITATIONS OF JOBS BLUE OCEAN STRATEGY 86
3.5 KEY TAKEAWAYS 87
3.6 OVERVIEW OF KEY CONCEPTS, THEORIES AND FRAMEWORKS 88
4 MODULE 4: HOW DO WE DESIGN THE RIGHT SOLUTION? 92
4.1 HUMAN-CENTRED DESIGN & WICKED PROBLEMS 92
4.1.1 WICKED PROBLEMS 92
4.1.2 HCD FOUNDATIONS 93
4.1.3 DESIGN THINKING PROCESS 94
4.1.4 JTBD MEETS HCD 95
4.1.5 CASE STUDIES 96
4.1.5.1 IDEO & the Willow Breast Pump 96
4.1.5.2 IBM Enterprise Design Thinking 96
4.1.5.3 HCD in Healthcare: Addressing Wicked Problems 96
4.1.6 IMPLEMENTATION 97
4.1.7 KEY TAKEAWAYS 99
4.2 AGILE DEVELOPMENT: SCRUM, KANBAN, AND LEAN 100
4.2.1 WHY AGILE? THE LIMITS OF WATERFALL FOR DIGITAL INNOVATION 100
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, Digital Innovation Management AJ 2526
4.2.2 AGILE FUNDAMENTALS: VALUES, PRINCIPLES, AND THE AGILE MANIFESTO 101
4.2.3 SCRUM: ROLES, ARTEFACTS, CEREMONIES AND WHEN TO USE IT 104
4.2.4 KANBAN: FLOW, WIP LIMITS, CYCLE TIME AND WHEN TO USE IT 109
4.2.5 LEAN SOFTWARE DEVELOPMENT: MVP, WASTE ELIMINATION AND WHEN TO USE IT 113
4.2.6 STRATEGIC (AGILE) METHODOLOGY SELECTION: MATCHING T3 OUTPUTS TO T4B EXECUTION 115
4.2.7 CRITICAL PERSPECTIVES: WHEN AGILE FAILS AND WHY 118
4.2.8 KEY TAKEAWAYS 118
4.3 OVERVIEW KEY CONCEPTS, THEORIES AND FRAMEWORKS 119
5 MODULE 5: DIGITAL INNOVATION IMPLEMENTATION AND CHANGE 124
5.1 SECTION 1: FROM STRATEGY TO IMPLEMENTATION 124
5.2 SECTION 2: ORGANISATIONAL RESILIENCE: SUSTAINING INNOVATION 125
5.2.1 DEFINING ORGANISATIONAL RESILIENCE 125
5.2.2 THE ROLE OF MANAGEMENT IN DIGITAL ORGANISATIONS 125
5.3 SECTION 3: THE HUMAN SIDE OF DIGITAL TRANSFORMATION 126
5.3.1 WHY CHANGE MANAGEMENT MATTERS 126
5.3.2 KOTTER'S 8-STEP MODEL FOR LEADING CHANGE 126
5.3.3 THE ADKAR FRAMEWORK: INDIVIDUAL-LEVEL CHANGE READINESS 127
5.3.4 STAKEHOLDER DYNAMICS AND RESISTANCE 127
5.4 SECTION 4: CASE STUDY: MICROSOFT'S DIGITAL TRANSFORMATION 128
5.4.1 MICROSOFT UNDER NADELLA: A CHANGE MANAGEMENT MASTERCLASS 128
5.4.2 MICROSOFT: MAPPING TO CHANGE MANAGEMENT THEORY 128
5.5 SECTION 5: METRICS — SHORT-TERM: MEASURING PROJECT AND FINANCIAL PERFORMANCE 129
5.5.1 SHORT-TERM PROJECT AND FINANCIAL METRICS 129
5.5.2 EARNED VALUE MANAGEMENT (EVM): INTEGRATED PERFORMANCE 129
5.6 SECTION 6: METRICS — LONG-TERM: DIGITAL MATURITY MODELS (DMMS) 130
5.6.1 WHAT ARE DIGITAL MATURITY MODELS (DMMS)? 130
5.6.2 DMM MATURITY STAGES (GILL & VANBOSKIRK, 2016) 130
5.6.3 DMM FOR CORPORATE DIGITAL RESPONSIBILITY (CDR 131
5.7 SECTION 7: THE METRICS PROGRESSION ARGUMENT 131
5.7.1 FROM PROJECT KPIS TO ORGANISATIONAL CAPABILITY 131
5.7.2 METRICS PROGRESSION: SHORT-TERM → LONG-TERM 131
5.8 SECTION 8: KEY TAKEAWAYS 132
5.9 OVERVIEW OF KEY CONCEPTS, THEORIES AND FRAMEWORKS 133
6 MODULE 6: DIGITAL INNOVATION POLICY AND FUTURE TRAJECTORIES 137
6.1 EMERGING TECHNOLOGIES IN DIGITAL INNOVATION 137
6.1.1 KEY TECHNOLOGIES FOR DIGITAL INNOVATION 137
6.2 EU DIGITAL STRATEGY: VISION, POLICY, REGULATION, AND PROGRAMMES 138
6.2.1 EU POLICIES, REGULATION AND PROGRAMMES 138
6.2.2 EU DIGITAL STRATEGY: VISION FOR A TRUSTED & COMPETITIVE DIGITAL EUROPE 138
6.2.3 EU DIGITAL POLICIES: TRANSLATING STRATEGY INTO ACTION 138
6.2.4 EU REGULATIONS: ENFORCING DIGITAL INNOVATION POLICIES 139
6.2.5 EU PROGRAMMES: BRINGING DIGITAL POLICIES AND REGULATIONS INTO ACTION 139
6.3 THE EU AI-ACT: RISK-BASED REGULATION OPERATIONALISED FOR DIM 140
6.3.1 AI ACT 140
6.4 THE REGULATORY LANDSCAPE: GDPR, DSA, DMA, AND THEIR IMPLICATION 141
6.4.1 GDPR (GENERAL DATA PROTECTION REGULATION) 141
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