Digital innovation and transformation capabilities in a large company

In a dynamic and quickly changing world, digital innovation and transformation can help enhancing organizational efficiency and have competitive advantage. In addition, the digital innovation and transformation can facilitate the development of a growth‐oriented culture of workforce. Therefore, this study aims at developing the digital innovation and transformation capabilities at large organization. The study uses a four‐layered process for driving the digital innovation and transformation in the case organization. The study positions the digital innovation and transformation mechanism through the lens of the dynamic capability view and institutional theories. The findings indicate the emergence of digital champions as change agents, a digital council as a monitoring channel, a digital core team as technological enablers and reverse mentoring as an innovative cultural dimension of change facilitating dynamic capabilities of the organization. In terms of institutional pressures, coercive and mimetic pressures emerged as major contributors to the advancement of the digital skill set and digital mindset of the experienced workforce especially, supported by Hofstede's cultural dimensions. Study further delineates the insights for practice, theory and policy. To this end, the study showcases the future scope of work at the case company, since it is an ongoing project on digital innovation and transformation to make organization and related infrastructure resilient, digital and innovative.


| INTRODUCTION
To ensure survival in a highly competitive environment and to prosper in the long term, organizations need to be agile, adapt to frequent changes and transform their businesses in line with the rapidly changing technological landscape (Maiden et al., 2023;Saleh & Auso, 2023;Teece et al., 1997).Digital transformation can help organizations become flexible, develop a culture of learning and continuous improvement in an organization (Cadden et al., 2022;vom Brocke & Sinnl, 2011).Organizations need to develop innovative ways to engage their workforce in digital transformation (Corvello et al., 2022).Learning and unlearning are a critical cultural dimension that can act as dynamic capability of an organization (Gnizy et al., 2014;Gupta & Gupta, 2019) to benefit in the long run.Therefore, organizations need a stronger change management culture.
Driving a change management programme in an organization is challenging due to different reasons and institutional pressures, and digital transformation is no exception to this (Annarelli & Palombi, 2021;Zheng et al., 2013).Organizations of all categories whether small or large are employing digital means to transform their business activities ranging from manufacturing to distribution to other services (Annarelli et al., 2021;Drechsler et al., 2020).
A typical digital transformation programme focuses on enhancing the customer and user experience, changing the business model and changing processes, and it can help make business activities more agile and resilient (Drechsler et al., 2020;Hinings et al., 2018).However, the focus on enhancing the digital experience of customer is enabled by many cultural changes at an organization (Gupta & Gupta, 2019;Urbinati et al., 2022).
A digital transformation can help to capitalize on a constant feedback loop of data, analytical capabilities and insights to put pressure on stakeholders and enhance the overall system capabilities (Dale & Scheepers, 2020;Savastano et al., 2022).An organizational system is composed of people, processes and data and it needs to be advanced regularly.Continuous drive towards digital transformation means can help organization develop a culture of learning and innovation.Emerging technologies facilitate the organizational vision of becoming leaders in their domain (Fleron et al., 2022;Nyagadza, 2022;Truex et al., 1999).For instance, many pharmaceutical organizations are using quantum computing for quick drug discovery (Gupta et al., 2023) and artificial intelligence to improve the resilience of organizations (Belhadi et al., 2021;Modgil et al., 2021).
Digital innovation and transformation can be achieved through process transformation, business model transformation or cultural shift (Maiden et al., 2023).To achieve digital innovation and transformation, one needs to have the right culture to achieve their business goals (Lavazza, 2013).
In the digital world, one of the biggest concerns is not taking the risks.The key bottleneck in any digital initiative is lack of strong culture.Hence, this study focuses on the cultural dimension of digital innovation and transformation.
Digital innovation and transformation activities demand harnessing the technologies in the activities of organizations and governments (Wang, 2022).Digital transformation activities help develop information systems capabilities to support resilient infrastructure (Annarelli et al., 2021;Wang et al., 2013).Digital innovation and transformation are needed in every sphere of society from villages to smart cities for the efficient, quick and less carbonized governance (Corbett & Mellouli, 2017;Sun et al., 2020).Organizations are employing different technologies ranging from artificial intelligence to machine learning to blockchain and internet of things to sense, seize and transform their operations as well as enable their system to contribute in the issues such as engaging the older workforce and ensuring organization is digital complaint to address the dynamic changes (Cadden et al., 2022;Haffar & Searcy, 2018;Nishant et al., 2020;Pan et al., 2022).
For digital innovation and transformation to be effective, organizations need to begin the journey by changing the mindset of employees concerning the adoption of digital means as a first step (Fleron et al., 2022;Urbinati et al., 2022).Once the stakeholders are on board with the proposed framework and have their consent, digital transformation can become easier.The involvement of top management is critical for the development of people, processes and data of an organization (AlNuaimi et al., 2022;Nwankpa & Datta, 2017).Change managers need to present the business concerns to top management with their potential solutions to help the company achieve its business objectives more sustainably (Lavazza, 2013).
Organizations also need to identify change agents who can create awareness of and a sense of purpose for the prospective change (Saleh & Auso, 2023).The involvement of these agents in the early stage is therefore critical, and they play a role of catalyst developing institutional pressure among different spheres (Battleson et al., 2016;Hinings et al., 2018).The role of these agents/champions is further recognized by various other members when they face challenges or bypass roadblocks in the digital transformation journey.Therefore, an organization that aspires for sustainable digital transformation needs to have a clear digital vision and a well-articulated strategy to achieve it (Nwankpa & Datta, 2017;Pan et al., 2022).This includes a strong reward and recognition mechanism to encourage collaboration and drive digital transformation (Corvello et al., 2022;Mathiassen, 2002).Recommendations regarding technological capability can be related to aligning the goal of a business to digital talent pool, common platform-driven digital architecture and developing data analytics capability (Lavazza, 2013;Wang et al., 2013).Therefore, this study aims to explore the research questions on: 1. How to develop a cultural dimension for digital transformation?

How to align capability building with the digital innovation and transformation?
To answer two research questions, this case study follows a systematic approach, where interaction with respondents took place at three levels (top, middle and lower).After classifying and analysing the phenomena, study identified, how cultural dimension is being developed through digital transformation and how digital innovation and transformation are enhancing the capabilities of the organization.The contribution of the study lies in unearthing the four layers, such as digital champions (DCs), digital governance council, digital core team (DCT) and Reverse Mentoring, that lays a strong cultural foundation and supports digital innovation and transformation in a large organization.These four layers are the result of a structured process followed right from exploring to key and approval phase indicated in research design.
The rest of this article is presented in seven sections.The elements underpinning the transformation are presented in Section 2. Section 3 presents a summary of the organization.The research design is presented in Section 4. The role of change agents at TML is described in Section 5, and the discussion of this is presented in Section 6, along with insights for practitioners, policy and theory.The key lessons learned are presented in Section 7. The Section 8 concludes the study and showcases the future scope of work at TML in developing digital-savvy culture.

| Culture
Culture of an organization influences the values of its members and that further influences the behaviour and attitude (Gnizy et al., 2014;Gupta & Gupta, 2019).Cultural characteristics include individualism, indulgence, long-term orientation, power distance and uncertainty avoidance (Hofstede Insights, 2020;Vollero et al., 2020).The workforce needs to be engaged and trained with the objective of making 'Digital' a part of their DNA that will further develop resilient and digital infrastructure (Annarelli & Palombi, 2021;Corbett & Mellouli, 2017).
Generally, young workers are digital savvy as compared to the older employees; hence, younger workforce is vital for digital transformation and their knowledge should be encouraged to drive the transformation and train others who do not have digital knowledge, such as older workers (Colbert et al., 2016;Drechsler et al., 2020).The digital traits of an organization are assessed through enabling and technological capability (Prieto & Easterby-Smith, 2006).Organization enablement is defined as the degree to which the leadership focuses on and institutional mechanisms facilitate digital transformation (Baiyere et al., 2020;Berente et al., 2019).The technological capability is related to humans as well as machines, which need to be aligned with the requirements and availability of current digital solutions (Battleson et al., 2016).
The key criteria on which these organizational traits can be assessed are leadership focus, innovative mindset, talent management philosophy and information technology (IT) readiness (AlNuaimi et al., 2022;Dale & Scheepers, 2020).In terms of Industry 4.0, there are numerous digital platforms and technologies that can help build strategies and achieve specific company goals with respect to digitization (Patyal et al., 2022).
Firms are increasingly using digitalization as a means to change, improve and transform the challenges associated with classical systems (Baiyere et al., 2020).These concerns involve the humans, machines and processes connected with digitalization to enhance system capabilities (Baiyere et al., 2020;Dahlbom & Mathiassen, 1993;Drechsler et al., 2020).
At large case organization, it is believed that developing a culture of agility through the seamless flow of information in line with the organizational objectives (AlNuaimi et al., 2022;Cho et al., 2008) is critical.Digitalization enables the seamless and uninterrupted flow of information across the organization and accelerates performance to outpace the competitors (Kohtamäki et al., 2020;Nyagadza, 2022).For the culture of an organization to be developed, actors and agents must play a critical role in enabling day-to-day operations (Saleh & Auso, 2023;Schultze & Orlikowski, 2004).Digital culture is the result of a concise approach and disciplined effort (Westerman et al., 2019).At case organization, a structured approach is followed that guides and facilitates actions in terms of capabilities and institutional pressures towards digital transformation as indicated in the research design section.

| Digital transformation
Day by day, competition is increasing in every industry, and the case organization is no exception.This competition exerts pressure on every organization to reduce costs, while improving the (internal and external) customer experience and increasing the profitability of the business (Heskett et al., 1994;Nwankpa & Datta, 2017).Though it may be of limited scope in other areas, digitalization increases the potential of disruptive business models with unique value proposition (Baiyere et al., 2020;Maiden et al., 2023;Sommarberg & Mäkinen, 2019).Finding the adequate balance between continuity and change is critical for digital transformation that can help top management to better manage cultural changes (Gnizy et al., 2014;Hinings et al., 2018).Digital transformation is changing the organizations and business models and can alter some of cultural elements, while some continue to remain stable (AlNuaimi et al., 2022;Urbinati et al., 2022).Hence, in any digital transformation journey, there is an interplay between cultural change and effort towards business continuity (Shaughnessy, 2018).The culture supporting digital transformation is critical due to the focus of organizations on, 'customercentricity, 'data-driven decision making, open culture, agility and flexibility (AlNuaimi et al., 2022;Loonam et al., 2018).To serve the customers in best possible way, the customer-centricity translates to the development of employees and collaboration among them to quick and fast decision-making and knowledge sharing (Drechsler et al., 2020;Gnizy et al., 2014).
In today's ever-changing world, the management and executive board do not expect the IT department and digital team to simply fix basic IT infrastructure, but rather to align digital transformation priorities with the right strategies and to view the organization as a group of nodes, where digital initiatives can lead to long-term performance (AlNuaimi et al., 2022;Hess et al., 2016).Digital initiatives may present good results on a small scale, but sometimes pose a great challenge while scaling up (Huang et al., 2017;Maiden et al., 2023).Therefore, the teams who are on the frontline of digital transformation in an organization need to optimize, update and modernize information systems practices (Drechsler et al., 2020;Wimelius et al., 2021).In the case of current organization considered in this study, the DCT on the frontline is accountable for developing the culture and capability supporting digital transformation while technically delivering the digital projects together with the project team.

| Dynamic capabilities and institutional theories
To remain relevant in business, it is critical to operate organizational activities with effective managerial skills to sense, seize and transform the employee competencies that drive emergent, digital and other changes in the business (Battleson et al., 2016;Sun et al., 2020;Teece et al., 1997).
Therefore, sensing the right opportunities, designing, aligning and refining resources and transforming corporate culture is necessary to develop the capabilities of an organization (Annarelli & Palombi, 2021;Drechsler et al., 2020;Fainshmidt et al., 2016).Corporate culture is developed through the existing social structure and routines followed (Uzzi, 1997).
The potential of digital transformation and customer expectations exert coercive pressure to an organization (Corvello et al., 2022;Urbinati et al., 2022).This also applies to the case organization, where it is under pressure to meet customer requirements (both internal and external) quickly (DiMaggio & Powell, 1983).The workforce enabling the digital transformation includes senior executives as well as the younger workforce (AlNuaimi et al., 2022;Baiyere et al., 2020).Organizations need to have digital innovation mechanism and its executives need to be familiar with the technologies and digital architecture to drive the digital transformation effectively (Corvello et al., 2022;Ke, 2023;Tan & Pan, 2003).Therefore, senior executives with low exposure to digitalization are exposed to the mimetic pressure governed by expectations as well as the appreciation related to their contribution to organizational digital transformation journey.

| ABOUT THE CASE ORGANIZATION
Tata Metaliks Limited (TML) is a large industrial oragnization in the metals field in India.TML is in the business of manufacturing pig iron (PI) and ductile iron pipe (DIP), which are used in various engineering applications and the water infrastructure sector, respectively.The company was established in 1990 and the plant is located in Kharagpur, West Bengal, India.TML has a hot metal capacity of about 600,000 tons annually with an annual DIP capacity of over 200,000 tons.Its current revenue is approx.$270-280 million.TML operates in a highly competitive business environment and is among the top three players in terms of market share for both of its businesses.It commands a premium position in the marketplace due to its superior product quality, technical service offerings and deep customer engagement.
Digital and resilient infrastructure is one of the key enablers at TML to transition from a traditional industrial organization into an agile, learning organization with a focus on technology embedded in its DNA.To drive change management through digital transformation, TML adopted a theory-based approach using the dynamic capabilities view (DCV) and institutional pressures (Battleson et al., 2016;Hinings et al., 2018;Zheng et al., 2013).
Digital transformation is a key theme under the 'Innovate and Excel' pillar-one of TML's six strategic business objectives and also highlighted by researchers in the past (Dennehy et al., 2021;Hinings et al., 2018;Pan et al., 2022), and spread across all other five pillars.By leveraging 'Innovate and Excel' pillar, the KPIs of other strategic pillars are also impacted (Urbinati et al., 2022).Another strategic objective of the company is 'Robust People Practices' and workforce 'Learning and Development'.To ensure the sustainability of the digital transformation programme, the culture and capability of the organization need to be reinvented (Amirteimoori et al., 2020;Annarelli & Palombi, 2021;Tuunanen & Kuo, 2015).
To develop a clear roadmap for this process, it is important to understand the position of the organization in the digital maturity spectrum from 'Exploring Digital' to 'Being Digital' to 'Exploiting Digital' (Fleron et al., 2022;Maiden et al., 2023).For this transition to happen, some of the cultural attributes that need to be developed are agility, innovation-driven culture and robust change management practices (Svahn et al., 2017;Westerman et al., 2019).The basic characteristics of an organization's culture influence its future (Saleh & Auso, 2023;Wang et al., 2013).

| RESEARCH DESIGN
In this study, a four-stage approach is adopted to bring changes that facilitate the development of digital culture and the dynamic capabilities across the organization presented in Figure 1.A broad-level council (digital governance council) involving the top management sets forth its expectations based on the business plan and objective.We have interacted with the four types of respondents to understand the digital transformation process at TML and the respondent profile is indicated in Table 1.We have interacted with 30 respondents on the topic of digital transformation journey and the changes that they have witnessed in recent past in the organization.The list of employees includes top management to lower level and fresh talent who joined the organization and are mentors to the traditionally experienced employees in the digital space.
This approach is adopted due to the reason, that employees who are witnessing the changes in the organization are the best to indicate, how it has started and what is the outcome of this initiative (Gadomska-Lila, 2020; Khin & Ho, 2018).Additionally, the secondary data available from company sources is also referred to explore and identify the digital innovation and transformation capabilities in the company.
The DCT that reports to the digital governance council plays a key role in identifying, evaluating, training and guiding experts in the digital field with technical competencies.The digital team, which is accountable for digital initiatives, is selected not in the traditional seniority-based way, but instead composed of young executives who are digital savvy (Burdett, 2014;Marcinkus Murphy, 2012).These executives further discuss and disseminate the digital knowledge to their mentees, who are senior executives.These young executives play the role of catalyst in the reverse mentoring of senior executives as well as the role of DCs in the digital transformation journey of an organization (Burdett, 2014).These DCs understand the user requirements and the scope for value creation through digital transformation (Matarazzo et al., 2021).The DCs are directed by the DCT to enhance organizational digital capabilities with a detailed roadmap (Gadomska-Lila, 2020; Khin & Ho, 2018;Scheepers et al., 2006).The DCT and DCs meet every week once with functional leaders to understand the processes in detail and improve readiness through awareness workshops to collect the feedback of users to create customized digital initiatives.After this, algorithms and required technologies are mapped to different phases of the digital transformation journey.Based on this, TML launched the digital transformation led change management plan to further combine the experience and technology for the growth of the company.Over the past years, TML has observed changes in the organization's capabilities traditionally.Today, institutional pressures are playing a key role in developing dynamic capabilities through digital transformation.It can therefore be argued that DCV and institutional theories are instrumental in the culture change of a company (Battleson et al., 2016;DiMaggio & Powell, 1983;Teece et al., 1997;Zheng et al., 2013) and TML is not an exception.Figure 1 indicates the role of digital governance council to DCT, DCs to reverse mentoring with respect to exploration to approval phase.

| CHANGE AGENTS AT TML
By following a structured process, TML is witnessing a culture change through digital transformation by establishing and using the following change agents: (i) a digital governance council, (ii) a DCT, (iii) DCs and (iv) reverse mentors (RMs).These are explained in further detail below.

| Digital governance council
While the general mandate of the council is to own and operate all digital initiatives as part of TML's digital transformation journey, it is specifically responsible for certain key activities.First, the digital governance council is responsible for monitoring reverse mentoring initiatives.Under this programme, the council (i) undertakes monthly reviews of the reverse mentoring sessions, both with the mentors and mentees, (ii) introduces any changes that may be required to streamline the process as per TML's immediate and long-term objectives and (iii) ensures that all concerns and challenges faced by participants are duly addressed.
Second, with regard to the DC task force, the digital council (a) monitor, evaluate and guide the DCs, specifically as it concerns the conduct of digital mindset activation workshops and the promotion of digital culture across TML (Frangou et al., 1998;vom Brocke & Sinnl, 2011;Westerman et al., 2019), (b) define and institutionalize key focus and responsibility areas for DCs, which are then aligned with TML's digital roadmap, (c) conceptualize and execute (through the DCs) all initiatives related to propagation of digital culture and increasing digital awareness within TML (e.g., 'digital month', organizing 'go and see' visits, etc.), (d) ensures the continuous rotation of 'digital champions' role within TML, taking into account the influx of fresh talent recruited every year.TML also fosters digital capabilities within the organization, where the council (i) proactively identifies and aligns all skill development measures with the digital roadmap of the organization, and (ii) continuously works towards upgrading the digital capabilities of TML workforce.This may include organizing, managing different learning and development sessions and collaborating with external vendors to facilitate developing the digital capabilities (Khin & Ho, 2018;Konopik et al., 2022).
TML has also designed a system to develop and manage changes during the digital transformation where the council (a) owns, operates and monitors all initiatives related to change management (arising from the digital transformation).This includes employee workshops, sessions from external experts and speakers and so on, (b) is responsible for handling employee concerns involved in digital transformation of processes, especially those are blue-collar workers.These initiatives are maintained with periodic dedicated interactions, town halls, continuous communications and so on.For instance, town hall in TML is organized fortnightly to give an update on how digital transformation is integrated into vision, mission and goals of the organization, where feedback and questions are discussed to further refine the process of implementing the digital transformation.
To this end, TML has developed an in-house digital knowledge bank where the council works to ensure its development using the organization's existing knowledge management (KM) software.This knowledge bank includes articles, reference links, tutorials and so on, on key concepts of Industry 4.0 and digital transformation.It develops ways to encourage TML employees to share experience, knowledge and actively contribute to the growth of the internal knowledge database to facilitate digital transformation.

| Reverse mentoring
A digital reverse mentoring (DRM) programme is a set of processes that focus on knowledge exchanges between digitally savvy employees (usually under 30 years of age and under 5 years of experience) and senior executives who need to learn new digital ways of working.DRM allows organization to synergize the technology expertise of the younger workforce with the core business knowledge and experience of the senior leaders (Burdett, 2014;Kaše et al., 2019;Westerman et al., 2019).Figure 2 highlights the benefits achieved and change witnessed through digital transformation at TML.The programme benefits the participants as well as the organization in understanding different domains and departments process flow and developing leadership capabilities among DCs, which paves a way for succession planning as well.
It has also been observed that coercive pressure works in TML's digital transformation journey due to the power distance and mimetic pressure that stem from the organization's long-term aspiration of excellence in the sector.DCV theory facilitates workforce and organizational activities in an uncertain environment and helps develop the mechanism to deepen the digital capabilities being built in the organization.New enablers need to be dynamically identified and fit to the changes happening in the market and stay ahead of the competition.To this end, at TML, change agents act as enablers in developing digital capabilities and culture that support the organization's digital transformation objective presented in Figure 3.
Benefits of the digital innovation and transformation at TML. TML, Tata Metaliks Limited.

| DISCUSSION
The structured digital transformation programme at TML has triggered changes that have helped develop the analytical and decision-making capabilities of the organization and serve customers better (Battleson et al., 2016;Fainshmidt et al., 2016).The change agents are playing a critical role in the development of digital capabilities and culture at TML thus far.During the last 2 years of the transformation journey, the change agents have moved from 'catalysts of the transformation' to 'drivers of the transformation' and answer the first research question.The process of knowledge dissemination to the lower rings of the organizational ladder, that is, the ad hoc workers are also self-driven by these change agents and dedicated towards ongoing digital transformation.
As digital transformation is the amalgamation of domain knowledge with technological knowledge, these change agents understood the challenges of the operational processes and came up with innovative solutions, many of which are novel in the industry.Use of industrial robotics is one such example where customized solutions are developed after unsuccessful attempts.The mindset of the organization played a critical role that has evolved from risk-averse to risk-taking and experimenting with new technologies to develop the capabilities and enhance the productivity in the organization as a whole.The senior leadership team at TML encourages innovation and failure is not considered detrimental, thus institutionalizing the culture of experimentation.New ideas are encouraged and the digital team not only conceptualized the ideation and innovation portal, but also developed the platform in-house to encourage its usage.
Since the launch of the digital transformation programme, it is observed that coercive and mimetic pressures are playing a key role in developing employee skills, especially in the reverse mentoring programme, which is an innovative approach towards changing corporate culture (Berente et al., 2019;Marcinkus Murphy, 2012;Zheng et al., 2013).TML outlined a four-layer programme (DCs, digital governance council, DCT and reverse mentoring) to develop the mindset of embracing innovation, digital transformation and developing digital capabilities of the organization, hence answering the second research question.

| Implications for theory
This case study finding confirms the tenets of DCV theory, according to which TML strategically developed and launched the digital transformation to develop its resource base.TML has created change mechanisms through various means such as DCs, a digital governance council, and a DCT and reverse mentoring.The leadership team of a company is responsible for developing processes and mechanism to drive the favourable business results (AlNuaimi et al., 2022;Saleh & Auso, 2023).Core competencies, such as a structured mechanism to execute tasks, have been implemented that will continue to help TML indirectly to gain market share in a competitive environment.DCV helps prepare the organization to meet unforeseen challenges quickly (Bhatt & Grover, 2005;Fainshmidt et

Outcome
Change agents help: -enhancing the capabilities right from blue collar workforce -impact the culture and capabilities for digital transformation Senior executives are under: -Coercive pressure -Mimetic pressure for digital transformation that help developing culture and capabilities F I G U R E 3 Enablers of digital transformation at TML. TML, Tata Metaliks Limited.
transformation to integrate technology, stakeholder requirements and analytical capabilities to contribute towards developing the innovative and resilient infrastructure of industry.
The DCV lens of change management approach achieved through digital transformation and can therefore help organizations (i) logically identify and shape opportunities, (ii) capture possible business opportunities and (iii) reorganize the organization's tangible and intangible assets (Wu, 2006).This study also reveals interesting facts about the social structure, including schemes, norms, rules and routines employees follow (Crossler et al., 2013;Hinings et al., 2018;Uzzi, 1997).The study also observed the involvement of mimetic pressure in the reverse mentoring programme and coercive pressure on the change agents, where they are afraid of not meeting their KRAs (Berente et al., 2019;Jensen et al., 2009;Lavazza, 2013).This further develops the capabilities of the organization as a whole to drive digital transformation and innovation in complex operations environment that is capital-intensive and labour-intensive.

| Implications for practitioners
The findings and results of this study offer implications for business excellence teams and organizations that are driving change through digital means.First, the organization and leadership team need to follow a structured process and develop a plan to solve the pain points of the business hampering its mission, vision and goals.They need to be clear on how a change management programme like 'Digital Transformation' can help any organization in the long run and address dynamic changes in the business environment.
Second, the cross-functional team members need to identify and define the expectations for a digital transformation in a selected process or Furthermore, organizations and top executives can offer an innovative perspective such as reverse mentoring that enhances the dynamic capabilities as well as coercive environment in the digital transformation journey.Organizations and managers from different regions could also consider cultural aspects such as individualism, indulgence, long-term orientation, power distance and uncertainty avoidance (Hofstede Insights, 2020) before designing a digital transformation canvas for themselves.

| Implications for policy
This case study has unique insights for determining policy to drive a change management programme, where structural elements can be designed according to the cultural dimensions, that is, individualism, indulgence, long-term orientation, power distance and uncertainty avoidance (Hofstede Insights, 2020;Vollero et al., 2020).The approach of DCV and institutional theories can also help extend and identify the assets to be explored to develop levers of capabilities to address environmental uncertainty in the long run (Roberts et al., 2012), and how an organization can align itself towards vision, mission and its goals.Organizations from different countries can utilize institutional pressures to drive the success of a digital transformation programme by analysing the characteristics of its resource base, such as its workforce, equipment and information systems (Berente et al., 2019).Therefore, it is argued that the integrative application of DCV, institutional theory and Hofstede Insights can help map change management effectively for businesses.

| KEY LESSONS LEARNED
Most organizations are currently undergoing a fundamental shift from a traditional structure to one that embraces digital transformation and development of digital capabilities.However, many organizations are still wondering how to encourage, design and develop a digital culture and develop dynamic capabilities.Many organizations have therefore hired professionals who can challenge, refine and lead the new structure and excel in the competitive environment.In this digital transformation journey, TML learned about the establishment of change agents, their interactions and how they contribute to the development of the digital organizational culture to develop and build resilient and innovative infrastructure to deal with uncertain business environment.TML learned to drive the digital transformation not only from a single-layer but rather a multi-layer approach to ensure its reach and the effective participation of each and every person in the organization and stakeholders as well.
Other organizations considering digital transformation could set up a monitoring channel (such as a digital governance council) that can monitor periodic progress and its tangible and intangible benefits.Digital transformation requires a technological expert group that enables smooth execution (DCT).Organizations need to identify DCs who can play the role of active change agents in digital initiatives and contribute to functional requirements.Reverse mentoring enforces an innovative cultural dimension that extends to dynamic capabilities and exerts institutional pressures to fullfil vision, mission and goals of the business.At TML, a change in senior executives' natural acceptance of digital initiatives and increasing participation in the collective development of the organization's capabilities is observed over the period of the last 2 years.While developing the digital transformation landscape, other organizations should consider the cultural dimensions inherent to their geographical region.Other professionals can learn from our experience of developing a strong architecture to develop a simple yet coercive environment to ensure digital transformation and development of digital capabilities.Organizations that are working on rolling out digital initiatives to make an impact on digital capabilities and culture could develop a dashboard that presents a three-step mechanism (see Figure 4).
The first step is to determine the target group that the organization wants to reach, the way in which the digital capabilities and culture will be developed and then finally to develop detailed content for these groups.At TML, for example, one of the target groups is shop-floor workers, therefore managers are involved in talking about the digital ecosystem, designing posters and organizing toolbox talks and mindset activation workshops to link the digital initiatives to safety and better working conditions, which ultimately had a positive impact on adopting and developing the capabilities and corporate culture towards digital transformation.In this initiative, TML covered a wide range of digital capability building initiatives and their status as of December 2020 (see Table 2).
The different groups involved have to monitor progress and measure the effectiveness of the digital culture and capabilities transformation to ready the organization from the standpoint of technology, resilient business models, engaging customers and workforce efficacy to justify the mission, vision and goals of the business.For instance, the digital governance council suggested some recommendations for the entire business, and then the DCT conceptualized and executed the targeted intervention at TML (see Table 3).

| CONCLUSION, LIMITATIONS AND FUTURE SCOPE OF WORK AT TML
After careful conceptualization, design, verification and execution over the last 2 years, TML launched the digital transformation-driven change management programme.TML started seeing a significant impact on business as measured in terms of earnings before interest, taxes, T A B L E 3 Mapping of recommendation to intervention.
TML developed a dedicated core team for digitalization that undertakes change management initiatives together with DCs and RMs.The DCT is composed of the digital technology experts who work under the chief digital officer's (CDO) guidance and is continuously guided by the digital governance council to brainstorm, pursue and undertake digital initiatives in different departments.DCT identify and develop the right ecosystem partners to develop digital solutions which may be unique in nature and need to be specifically developed and/or customized for TML.Under the stewardship of the managing director (MD) and CDO, the DCT and RMs drive digital technology innovation and development of digital capabilities at TML.In addition, the DCT engage the selected workforce on rotation basis in workshops, seminars and training sessions to disseminate digital knowledge through DCs and RMs to ensure digitalization synergies across the organization.DCT members also assist the digital council in selecting new DCs.

5. 3
| Digital championsUsing a rigorous internal selection process, a pool of individuals is selected to be 'digital champions' for TML's digital transformation journey.The key responsibilities of the DCs include (a) conducting digital mindset activation workshops (including for shop-floor blue-collar workers) at regular intervals, (b) owning and operating the communication of all initiatives related to the digital transformation journey.This includes (but is not limited to) designing and determining the content of a digital newsletter and popularizing digital themes and initiatives at TML by conceptualizing and implementing a 'digital month'-through posters, danglers, quizzes, teasers and so on, (c) boosting the adoption of TML's internal digital platforms (such as knowledge management [KM], Yammer, Kudos, etc.) by conceptualizing, designing and implementing targeted initiatives, (d) assisting learning and development initiatives by recommending webinars, e-modules and training courses that can be taken by employees as well as conducting knowledge sharing sessions, and (e) being the Single Point of Contact for tackling onboarding of digital projects by attending vendor-run user training sessions for certain digital projects.The key deliverables are defined by top management to ensure structured change that include (i) mindset activation workshops, (ii) timely roll-out of the digital newsletter, (iii) timely conduct of the 'digital month' programme, (iv) number of awareness sessions conducted on digital skills/Industry 4.0 technology, (v) interventions to promote TML's internal digital tools, (vi) number of training courses/webinars recommended for learning and development interventions and (vii) any other initiative taken up voluntarily to promote digital culture (vom Brocke & Sinnl, 2011; Westerman et al., 2019).
project and identify the risks to mitigate them along with design and algorithmic development to launch the full digital transformation.Top management governing body such as digital governance council also needs to identify and empower change agents to facilitate awareness and influence coercive and mimetic pressures among the peer group.At TML DCs are identified, a digital governance council, a DCT and RMs pool are developed and defined their key result areas (KRAs).These KRAs further help monitoring the competitive environment, where coercive and mimetic pressures play an important role in change management at TML.Other organizations and functional executives can consider introducing the concepts such as digital week and awareness sessions explaining the role and impact of digital technologies to enhance the learning capabilities of individuals, functions and teams.This further sets in strategic alignment with the organizational dynamic capabilities expected through the change management programme(Augier & Teece, 2009).The progress and growth of dynamic capabilities can be monitored through the channellike digital governance to drive the change.Other organizations can map the elements of change that can help in monitoring, facilitating and executing the digital transformation.