’n raamwerk vir digitale transformasie vir kitsdiensrestaurante: ’n gevallestudie in Afrika Suid van die Sahara

Abstract

Doel: Sedert die eeuwending het meer as 50% van alle Fortune 500-organisasies bankrot gespeel, of is oorgeneem, of het ophou bestaan. Die val van hierdie multinasionale reuse word grootliks toegeskryf aan die ontwrigting van tradisionele sakemodelle deur digitale modelle. As gevolg van digitale ontwrigting deur maatskappye soos Uber (e-taxidienste), Grubhub en DoorDash (kos/ restaurant) en Airbnb (gasvryheid) het digitale transformasie ‘n strategiese prioriteit vir organisasies geword. Die koms van die COVID-19-virus in 2020 het organisasies se planne vir digitale transformasie versnel. Die uitdaging wat organisasies in die gesig staar, is dat die meerderheid in hul digitaletransformasiepogings misluk. Hierdie studie het gefokus op digitale transformasie in die kitsdiensrestaurant-bedryf (KDR-bedryf). Metodologie/benadering: Die studie het ten doel gehad om insigte by te dra in hoe KDR-organisasies digitale transformasie kan betrek, moontlik maak en bestuur. Gevallestudienavorsing kan gebruik word om by te dra tot kennis van individuele, groeps- of organisatoriese en verwante verskynsels en stel navorsers in staat om werklike gebeure soos organisatoriese en bestuursprosesse en die volwassewording van bedrywe te verstaan. KDR-organisasies gee die toon aan in die restaurantsektor vir sover dit digitale verbeterings, die versnelling van innovasie en digitale outomatisering in die toekoms betref. Daarom is ‘n longitudinale gevallestudie met ‘n multinasionale KDR-organisasie onderneem, waarin kwalitatiewe navorsingsmetodologieë aangewend is, met halfgestruktureerde diepteonderhoude, deelnemerwaarnemings en dokumentontleding. Bevindinge en aanbevelings: Daar is bevind dat KDR-organisasies hul digitale transformasie moet begin deur ‘n globale strategie te skep en dit by die plaaslike mark of die land se spesifieke nuanses aan te pas. Organisasies moet skaalbare platforms sentraal ontwikkel, deur middel van sentrums van uitnemendheid, en digitale oplossings en vermoëns oor die verskillende markte heen ontplooi. Organisasies moet genoeg tyd daaraan toewys om op die digitale argitektuurentegnologiestrategie te fokus, en kern- digitale tegnologieë, soos wolk-, mobiele en groot data, vir hul digitaletransformasieprogram te benut. Organisasies wat ‘n digitaletransformasiestrategie uitvoer, moet van die begin af toepaslik vaardige personeelkomplemente in diens neem en digitaletransformasiedoelwitte as deel van hul veranderingsbestuur in alle departementele en personeeldoelwitte integreer. Soepel sagteware-afleweringsmetodes, datagedrewe besluitnemingsbeginsels en toetsenleerbenaderings is aanbevole praktyke wat as deel van digitale transformasie geïmplementeer moet word. Oorspronklikheid/waarde: Verskeie organisasies worstel met digitale transformasie. Hoewel daar literatuur beskikbaar is oor die komponente wat nodig is vir digitale transformasie, ontbreek ‘n gedetailleerde raamwerk of gestruktureerde leiding oor hoe organisasies suksesvolle digitale transformasie kan aanpak. Die studie demonstreer oorspronklikheid deur ‘n raamwerk vir digitale transformasie vir die KDR-bedryf in Afrika te ontwikkel. Die ontwikkeling van die raamwerk vir digitale transformasie verskaf ‘n bloudruk wat organisasies kan aanneem om digitale transformasie aan te pak. Die studie het beide teoretiese en praktiese implikasies vir die bestuur van digitale transformasie. Die bevindinge en raamwerk vir digitale transformasie kan breër wêreldwye toepaslikheid buite Afrika suid van die Sahara hê. ABSTRACT: Purpose: Since the turn of the century, more than 50% of Fortune 500 organisations have gone bankrupt, been acquired, or ceased to exist. The falling of these multinational giants is largely attributed to disruption of traditional business models by digital models. Due to digital disruption by companies such as Uber (e-hailing), Grubhub and DoorDash (food/restaurant) and Airbnb (hospitality) digital transformation has become a strategic priority for organisations. The 2020 advent of the COVID-19 virus accelerated organisations’ plans for digital transformation. The challenge facing organisations is that the majority are failing in their digital transformation efforts. This study focused on digital transformation in the quick service restaurant (QSR) industry. Methodology/approach: The study aimed to contribute insights into how QSR organisations can engage in, enable and manage digital transformation. Case study research can be used to contribute to knowledge of individual, group or organisational and related phenomena and allows researchers to understand real-life events such as organisational and managerial processes and the maturation of industries. QSR organisations are leading the restaurant sector when it comes to digital enhancements, accelerating innovation and digital automation of the future. Therefore, through a longitudinal case study was undertaken with a multinational QSR organisation, in which qualitative research methodologies were employed, with in-depth semi-structured interviews, participant observations and document analysis. Findings and recommendations: It was found that QSR organisations should begin their digital transformation by creating a global strategy and tailoring this to the local market or in-country nuances. Organisations should develop scalable platforms centrally, through centres of excellence, and deploy digital solutions and capabilities across the different markets. Organisations should allocate sufficient time to focus on the digital architecture and technology strategy, and leverage core digital technologies, such as cloud, mobile and big data for their digital transformation programme. Organisations executing a digital transformation strategy should employ appropriately skilled staff complements from the onset and integrate digital transformation goals into all departmental and staff objectives as part of their change management. Agile software delivery methods, data-driven decisioning principles and test and learn approaches are recommended practices to be implemented as part of digital transformation. Originality/value: Several organisations are struggling with digital transformation. While there is literature available on the components needed for digital transformation, a detailed framework or structured guidance is missing on how organisations can embark on successful digital transformation. The study demonstrates originality by developing a framework for digital transformation for the QSR industry in Africa. The development of the framework for digital transformation provides a blueprint that organisations can adopt to engage digital transformation. The study has both theoretical and practical implications for the management of digital transformation. The findings and digital transformation framework may have broader global applicability beyond Sub-Saharan Africa.