Analysis of 2017 Gartner’s Three Megatrends to Thrive the Disruptive Business, Technology Trends 2008-2016, Dynamic Capabilities of VUCA and Foresight Leadership Tools

Authors

  • Kaivo-Oja Jari FFRC, TSE, Department of Future, University of Turku, Rehtorinpellonkatu 3, 20014 TURUN YLIOPISTO, Turku, Finland
  • Theresa Lauraeus Department of Information and Services, Aalto University, Runeberginkatu 22-24, 00076 AALTO, Helsinki, Finland

Keywords:

digitalization, three digitalization megatrends, vuca business environment, digital business management, dynamic capabilities, business leadership tools, gartner´s hype curve and digital technology trends, the foresight management tools

Abstract

Nowadays, digitalization is the key element of business competition. This paper analyzes the concept of dynamic capabilities in the context of technological and business digitalization. We investigate the dynamic competence needed to create and manage a new Digital business, which is emerging from the technological transformation. Firstly, in this paper, we analyze the data of Gartner Hype Cycles 2008-2017. Thus, we present a comparative analysis of the changes in the Gartner hype cycle. Secondly, our aim is to present Gartner´s three distinct megatrends. We will present a summary of these Gartner evaluations and discuss key tendencies and trends of technological changes. Thirdly, the special focus of this article is the challenges of orchestration of dynamic capabilities in the special conditions of VUCA business disruptive business competition. Further, we define the role of competence gap identification inside a firm. Finally, we are presenting some useful tools to manage dynamic capabilities.

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Published

2019-03-18

How to Cite

[1]
K.-O. Jari and T. Lauraeus, “Analysis of 2017 Gartner’s Three Megatrends to Thrive the Disruptive Business, Technology Trends 2008-2016, Dynamic Capabilities of VUCA and Foresight Leadership Tools”, Adv. technol. innov., vol. 4, no. 2, pp. 105–115, Mar. 2019.

Issue

Vol. 4 No. 2 (2019): April

Section

Articles

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