Abstract
Our society as a whole is facing a rapid and profound transformation due to the progressive development of digital technologies. Keeping up with this “digital world” is not easy and there are many companies that risk losing competitive positions. Successful digital transformation therefore requires businesses to develop a broad range of capabilities—digital and non-digital—to support new business models. On the one hand, therefore, there is digital literacy, relating to the supervision of tools and technologies; on the other hand, digital culture, which has to do with some specific aspects: 1) critical thinking skills, 2) thoughtfulness, 3) transformative capacity, 4) enhancement of intellectual capital, 5) preparation of a corporate policy aimed at cybersecurity. The purpose of the work is to demonstrate how the company is able to reconcile the enhancement of intellectual capital and the problems associated with cybersecurity in the context of the digital economy, demonstrating that it knows how to manage complexity.
TopDigital transformation represents a driver for change at all levels and areas of a company (Berman, 2012). The systematic employment of more refined and complex technologies in the company’s production processes generates relevant innovation in the organizational structures of the work flow, in the production plants and in the energy sources used (Lardo, 2017).
The historical concept of the enterprise is going through many changes (Ridley, 2016) and a new type of company is affirming itself: the digital company. For enterprises, the main criticality is linked to the choice of enabling technologies on which to invest, and to be integrated in the process, to the purpose of better grasping the many opportunities offered by Industry 4.0.
The modality enterprises are implementing to prepare themselves to adapt to the digital changes in place, has created several levels of digital maturity. Digital maturity is the adaptation of the traditional organization in order to efficiently compete in an environment that is becoming more and more digital; it can be considered an ongoing adaptation process in an evolutional framework (Kane, 2017). The enterprises that do not manage to adapt to this financial change are disappearing, while those that are doing it are remodeling their structure (Shaughnessy, 2015).