TY - THES ID - 146387632 TI - Definition of a digital transformation strategy for Socamut, Sowalfin group's subsidiary. AU - Cuisinet, Fanny AU - Niessen, Wilfried AU - Fredebeul-Krein, Markus PY - 2019 PB - Liège Université de Liège (ULiège) DB - UniCat KW - digital transformation KW - financial sector KW - strategy KW - SOCAMUT KW - Sciences économiques & de gestion > Stratégie & innovation UR - https://www.unicat.be/uniCat?func=search&query=sysid:146387632 AB - For few years, industry, economy and society have suffered deep transformations under the effect of technological developments and digital innovations. Firms in almost all industries have reacted to these changes and conducted a number of initiatives to explore new digital technologies, in order to preserve and enhance their competitive advantage. This frequently involves transformations that impact not only business operations and processing but that can also reshape entire business models, affecting products, services as well as organizational structure.
In this paper, we analyse the concept of digital transformation and describe the different steps to define a strategy related to this topic and initiate change. The aim is to apply the learnings on a company in particular, SOCAMUT subsidiary from SOWALFIN Group. We want to understand how the company can adapt to digital evolution and keep its processes and products attractive for its customers, namely banks and small Walloon-based enterprises. 

We examine SOCAMUT’s environment, as well as its internal structure and performance. We have found that the most significant threat comes from the changes in SOCAMUT customers’ expectations, due to technological advances, for which SOCAMUT’s offer is not sufficiently adapted. At the same time, technologies are sources of opportunities: they allow automation, possibilities of software integration, use of omni-channel distribution, or valuable data collection. 

Based on our observations, we formulate proposition for a new vision towards digital transformation and we recommend strategic and operational objectives, along with key performance indicators to monitor their achievement. We recommend starting the transformation with the development of a sharing structure dedicated to digital thinking, as well as the improvement of operational efficiency and communication with banks thanks to use of new technologies. ER -