Strategic Risk, Intelligence and Digital Transformation

In this book, the study of strategic risk is not only for its control and mitigation using analytics and digital transformation in organizations, but also it is about the strategic risks that digital transformation can bring to organizations. Strategic risk control is one of the goals in creating intelligent organizations and at the same time it is part of the appetite for creating smarter organizations to support organizations' development. Knowledge that is created by data analytics and the capacity to operationalize that knowledge through digital transformation can produce potential sustainable competitive advantages.
The core of the volume is connecting data analytics and artificial intelligence, risk management and digitalization to create strategic intelligence as the capacity of adaptation that organizations need to compete and to succeed. Strategic intelligence is a symbiotic work of artificial intelligence, business intelligence and competitive intelligence. Strategic risk is represented by the probability of having variations in the performance results of the organizations that can limit their capacity to maintain sustainable competitive advantages. There is an emphasis in the book about the conversion of models that support data analytics into actions to mitigate strategic risk based on digital transformation.
This book reviews the steps that organizations have taken in using technology that connects the data analytics modeling process and digital operations, such as the shift from the use of statistical learning and machine learning for data analytics to the improvement and use of new technologies. The digitalization process is a potential opportunity for organizations however the results are not necessarily good for everyone. Hence, organizations implement strategic risk control in cloud computing, blockchain, artificial intelligence and create digital networks that are connected internally and externally to deal with internal and external customers, with suppliers and buyers, and with competitors and substitutes. The new risks appear once new knowledge emerges and is in use, but at the same time the new knowledge supports the initiatives to deal with risks arising from novel ways of competing and collaborating.