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In the digital age, innovative technologies such as social media, mobile computing, data analytics, cloud computing, internet of things (SMACIT), and more recently blockchain, artificial intelligence, and virtual reality significantly influence work processes, products, services, and business models. Digitalization has therefore increased the importance of information technology (IT), and it has transformed the demands placed on organizations’ IT functions. The business activity does not only become more efficient, but it is also no longer imaginable without IT. Since information technologies are now applied to realize innovations for businesses—something that will increase in the future—IT functions are required to cooperate proactively and early on with business departments to be able to develop and implement such innovations jointly. Besides ensuring regular IT operations, IT functions are increasingly required to identify technological innovations proactively and rapidly transfer them into marketable solutions, thereby directly contributing to the company’s central value proposition (Urbach et al. 2017).

[...]data flows digitally in a highly automated manner, costs are lowered, efficiency and quality improve, and flexibility increases. Internal roadblocks include general organizational rigidity, risk-averse decision making, and employees’ fear of job losses. [...]designing and building new IT solutions, then integrating them into existing organizational technology, is inherently complex and usually requires changes in both behavior and processes, as well as significant company investment. Many consumers may be reluctant to switch to digital self-service because health insurance is often a low-involvement product—touch points are infrequent, which gives consumers little incentive to memorize login credentials and keep their contact information up to date. [...]regulations may hinder the move away from paper in many countries. [...]paper-based processes endure because they are well-established in payer organizations, avoid high switching costs for outside parties, and do not require members to interact with digital platforms they may use infrequently. Because this situation is unlikely to change rapidly, payers that want to gain a competitive advantage must find better ways to handle paper while moving toward the longer-term vision of fully digital processes Getting from here to there Payers can generate significant value during the transition to a fully digital future by optimizing the way in which they process paper documents and other data.

The CEOs agreed that digital transformation can help their companies in a number of areas; about half of them chose customer service as the area where digital would have the biggest near-term impact (Exhibit 2). [...]involving the entire organization early in the development of digital innovations is pivotal. [...]their organizations operate at two speeds—fast projects in the incubator hub and slower, more typical projects in the rest of organization. Successful digital transformation involves far more than merely digitizing existing processes or automating current activities; it is about building digital businesses (Exhibit 4). [...]CEOs should envision their businesses as fundamentally new digital organizations that play a crucial role in a digital world.