Abstract The algorithms implemented through artificial intelligence (AI) and big data projects are used in life-and-death situations. Despite research that addresses varying aspects of moral decision-making based upon algorithms, the definition of project success is less clear. Nevertheless, researchers place the burden of responsibility for ethical decisions on the developers of AI systems. This study used a systematic literature review to identify five categories of AI project success factors in 17 groups related to moral decision-making with algorithms. It translates AI ethical principles into practical project deliverables and actions that underpin the success of AI projects. It considers success over time by investigating the development, usage, and consequences of moral decision-making by algorithmic systems. Moreover, the review reveals and defines AI success factors within the project management literature. Project managers and sponsors can use the results during project planning and execution. 

/pdf/artificial-intelligence-project-success-factors-beyond-the-3odnz2kf.pdf

Artificial Intelligence Project Success Factors—Beyond the Ethical Principles

Analysis of Critical Success Factors for Successfully Conducting Digitalization Projects

Conducting a digital transformation is one of the major challenges for today’s companies as it is usually associated with a high risk. The reasons for this are manifold. Technologies are still evolving and there is no coherent standard for digital platforms enabling digitalization. Furthermore, it is not only about introducing new technology but also requires a fundamental change in an organization and its culture. Consequently, planning a digital transformation project (or program) requires a careful analysis of the company’s current situation and the envisioned objectives. This article investigates critical success factors for preparing and executing such a transformation. The success factors are identified by conducting a structured literature analysis. 13 scientific papers are identified and then analyzed quantitatively and qualitatively. The quantitative analysis is conducted by using force-directed network graphs. Both methods are then compared and discussed. The result shows that most critical success factors are related to the business change rather than to introducing technology. Leadership, strategy, vision, corporate culture, and customer centricity play a stronger role than a digital platform.

Determining Critical Success Factors of the Digital Transformation Using a Force-Directed Network Graph

The increased digitalization of the economy and society has triggered drastic changes in companies and confronted them with enormous challenges. The consulting industry is also strongly affected by this digital transformation. In an exploratory study, we examined digitalization's impact on management consultancies in Germany and their use of digital technologies. In our article, we provide insights into which digital technologies are considered to be important for the different phases of consulting and how digitalization affects the work of management consultants. From the perspective of such consultants, we discuss the technologies currently in use and offer an outlook on their future importance based on an online survey. Our results reveal that many business consultancies already rely heavily on digitalization and use a variety of digital technologies in all phases of the consulting process. Although business consultancies currently use well-established technologies, they remain aware of the growing importance of modern technologies for the future of consulting services.

The Use of Digital Technologies in German Business Consultancies

This paper describes the critical success factors for digitalization in manufacturing within the framework of Industry 4.0 and Industry 5.0 while sustaining Lean and Lean-reinforcement links during this transformation within the actual transformation journey of an enterprise (Toyota Motor Europe). In this regard, 11 critical success factors for “digital transformation”, 9 critical success factors for “Lean sustainability”, and 12 reinforcement links (between Lean and digitalization) were identified from the published literature and 56 one-on-one discussions with Toyota Production System experts. Both Lean and digitalization frameworks were developed using the ontology method. Then, a survey with these experts was conducted, in which the Delphi method was used as a survey tool for an analysis, which was performed in three steps: an analysis of psychometric properties was conducted, a stability analysis of the Delphi method was performed, and the significance of non-consensus hypotheses of the results were examined. The results show that “top management commitment” is the most critical factor for digital transformations, whereas for Lean sustainability, it is “keep Genchi Genbutsu (go and see)”. It was found that digitalization impacts Lean very positively (high/strong or high) for a majority of the links and lean on the positive side for the remaining links. These findings can help manufacturing firms make informed decisions regarding minimal waste, lead times, and the right strategy for digitalization. 

Applying the Delphi Method to Assess Critical Success Factors of Digitalization While Sustaining Lean at a Lean Automaker

Our paper provides insights into which critical success factors (CSFs) for digitalization projects are seen as important from the companies’ perspective based on an online survey. The results presented in this paper show that CSFs of the dimensions of Corporate organization and Technology are considered to be of particular relevance, as stated by the companies, with Corporate culture, Top management support, and a Unified digital corporate strategy / vision as the three most important CSFs. Therefore, this paper contributes to the CSF research regarding digital transformation and enables the development of practice-oriented recommendations for action and assistance in shaping digital transformation.

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Critical Success Factors for Digitalization Projects

The increasing digitalization of business and society has prompted drastic changes within enterprises and confronted them with enormous challenges. In our exploratory interview study, we examined the impact of digital technologies on how employees work in companies as well as the specific opportunities and challenges that small and medium-sized enterprises (SMEs) face as a result. On the whole, interviews revealed that digitalization has already triggered an array of changes in how employees work. Even so, the extent of each change and the perception of technological trends overall have varied among both employees and companies depending on their context. In response to those changes, the SMEs interviewed have applied a wide range of tools and strategies that have allowed them to exploit the opportunities offered by digital technologies and overcome the associated challenges.

/pdf/the-impact-of-digital-technologies-on-how-companies-work-4lqmxuvi71.pdf

The Impact of Digital Technologies on How Companies Work: Results from an Interview Study

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Critical Success Factors for Digitalization Projects

The Impact of Digital Technologies on How Companies Work: Results from an Interview Study