Methodological Fields of Action for Digital Transformation

A key success factor for digital transformation as the overarching goal of the position as Chief Digital Officer is the acceptance and conviction of employees across the board of institutions to actively deal with changes in everyday work. Employees are often victims of stereotypes and trapped in their system, or certain images of people are conveyed and attracted by them in recruitment processes. For example, Rainey (Understanding and managing public organizations, 4th edn. Jossey-Bass, 2009 [1]) describes that, on average, people who work in the public sector are less innovative than those who work in the private sector. The reasons for this include the competitive orientation and the possibility of releasing employees due to the economic situation. On the other hand, public servants are risk-averse due to stable staff composition and a lack of incentives to exchange ideas. This perspective stems from the basic business theories based on Schumpeter’s idea of creative destruction (cf. Conway in Schöpferische Zerstörung. 50 Schlüsselideen Wirtschaftswissenschaft. Springer, 2011 [2]).