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Thie aim of this theoretical reflection is to describe and categorize the process involved in the new technological revolution based on big data, Internet of Things, cloud computing, etc., focused on Industry 4.0 or Industry of the Future, in which technologies are necessary to renew current and future manufacturing production. In the first part of the article, the digital transformation and its current situation is presented and, in the second part, the focus is on Industry 4.0 and the enablers or essential technologies to carry out this transformation. Consequently, it is inferred that technological enablers are the basic pillars of the fourth industrial revolution, essential to achieve an adequate digital transformation. Thlis premise should be understood as a new cultural paradigm, projecting itself in all areas of the system. [ABSTRACT FROM AUTHOR]

This article analyzes the publications on digital transformation and crisis in the Scopus database, identifying the evolution of the terms per year and proposing a thematic classification according to the topics found. The methodology has two main stages: topic modeling by year of publication to abstracts from selected articles, and grounded theory to classify the topics generated. the results reveal five research topics: crisis of existing knowledge due to digital transformation; social, economic and business changes due to digital transformation; new tools for new times at organizational/social level; COVID-19 as an accelerator of digital transformation; and future of work, organizations and society post COVID-19. [ABSTRACT FROM AUTHOR]

Business processes are the backbone of any organization and their innovation is one of the critical factors to achieve the objectives of digital transformation. There are different methodological approaches for process improvement such as reengineering, lean, six sigma, which were not initially developed to support the digital transformation of processes. This article proposes a methodological approach for innovation and process digital transformation, which consists of four phases: strategic alignment, diagnosis and analysis of the state, process innovation and digital process transformation. In each of these phases, activities and tools are proposed that come mainly from the BPM (Business Process Management) and design thinking approach combined with others developed by the author. This methodology was applied in a case study for the innovation of a process of a company in the electricity sector in Colombia. [ABSTRACT FROM AUTHOR]

The theoretical debate on the strategy-structure relationship has at least three explanatory currents. However, this relationship has neither been studied in a context of crisis such as that of COVID-19, nor in higher education institutions (HEIs). Looking at the strategy from the perspective of the business model, and its relationship with organizational innovation, institutional development plans were analyzed, and semi-structured interviews were conducted with the Connectivity Humanness and Empathy (CHE) model at 11 HEIs in Colombia. The results show that HEIs did not change their business model but managed to implement a strategy projected for several years in few weeks, by presenting organizational innovations that guide them towards digital transformation. [ABSTRACT FROM AUTHOR]