Business software as Digital transformation driver: obstacles for sustainable growth in Russia



Introductory notes

Expert name:_____________________________________________

Age:______

Experience in IT (years):______

Current organization:______________________________________

Current professional role:___________________________________

Contact information (optional):_______________________________

Question blocks

1. Organizational block

· There is a lack of strategic management awareness of potential software and related technologies benefits and outcomes

· There is a lack of strategy to get advantage from new software and related technologies among Russian enterprises

· What is the strategic management readiness level to adopt and implement new software and related technologies?

· What is the probability of taking full advantage of new and emerging software and related technologies in the following time-perspective (choose appropriate)?

· Does collaborative and sharing organizational culture matter for successful adoption and implementation of new software and related technologies?

· (If Yes) What is the current collaborative and sharing culture development stage among Russian enterprises?

· Organizational agility is necessary for taking advantage of new software and related technologies

· What is the extent of organizational agility among Russian enterprises?

· Technical skills and knowledge are developed enough to land software and related technologies within Russian enterprises

2. Infrastructural block

· Local (Russian) software vendors` and suppliers' abilities to provide business software and related technologies are scarce and limited

· What are the current capabilities of Russian vendors to produce and deliver competitive business software and related technologies?

· What is the probability of developing highly comprehensive capabilities to produce and deliver software and related technologies locally within the following time-perspective (choose appropriate)?

· Mass market customers` readiness to adopt new digitally-based products and services is high

· How intense is the customers` readiness to adopt digitally-based products and services (like Uber or Airbnb) after official launch?

In federal centers

In the regions

· What are the government capabilities to provide digital services (e-government development)?

· Infrastructure abilities to provide security and safety of data and information flows are sufficient

· 

· Technical IT expertise and consultancy services are developed and available for Russian enterprises

3. Externalities

· Sectoral sanctions and other foreign restrictions influence software availability on Russian market

· What is software and related technologies availability extent on Russian market due to Sectoral sanctions and other foreign restrictions?

· Sustainability in currency exchange rate (Dollar/Ruble) is important for software and related technologies adoption and implementation

· What is the probability of software and IT projects` involvement intensity depending on exchange rate among Russian enterprises?



· Lack of understanding in regulation policies (GDPR, Пакет Яровой) limits software and related technologies deployment

· Uncertainty risks negatively influence long-term software and IT projects

· To what extent current uncertainty risks are feasible among Russian enterprises?

· Would you highlight any other specific externalities?

· Would you like to highlight any other Industry-specific issues?



Appendix 6b. Expert interview cumulative results

Table 6.1b. Organizational and Strategic dimensions

1.1	There is a lack of strategic management awareness of potential software and related technologies benefits and outcomes
CRM/ERP	Agree
FSI	Strongly agree
O&G	Agree
Retail	Disagree
1.2	There is a lack of strategy to get advantage from new software and related technologies among Russian enterprises
CRM/ERP	Agree
FSI	Disagree
O&G	Agree
Retail	Disagree
1.3	What is the strategic management readiness level to adopt and implement new software and related technologies?
CRM/ERP	Maturing
FSI	Maturing
O&G	Early - Maturing
Retail	Maturing
1.5	Collaborative and sharing organizational culture matter for successful adoption and implementation of new software and related technologies
CRM/ERP	Strongly agree
FSI	Agree
O&G	Disagree
Retail	Agree

Table 6.1b. Organizational and Strategic dimensions (continue)

1.6	What is the current collaborative and sharing culture development stage among Russian enterprises?
CRM/ERP	Beginning stage
FSI	Under consideration
O&G	Developing
Retail	Developing
1.7	Organizational agility is necessary for taking advantage of new software and related technologies
CRM/ERP	Strongly agree
FSI	Agree
O&G	Agree
Retail	Agree
1.8	What is the extent of organizational agility among Russian enterprises?
CRM/ERP	Beginning stage
FSI	Under consideration - Beginning stage
O&G	Under consideration
Retail	Under consideration
1.9	Technical skills and knowledge are developed enough to land software and related technologies within Russian enterprises
CRM/ERP	Disagree
FSI	Agree
O&G	Disagree
Retail	Disagree

Table 6.2b. Infrastructural dimension

2.1	Local (Russian) software vendors` and suppliers' abilities to provide business software and related technologies are scarce and limited
CRM/ERP	Agree
FSI	Agree
O&G	Disagree
Retail	Disagree
2.2	What are the current capabilities of Russian vendors to produce and deliver competitive business software and related technologies?
CRM/ERP	Limited to specific application fields
FSI	Limited to specific application fields
O&G	Limited to specific application fields
Retail	Limited to specific application fields
2.4	Mass market customers` readiness to adopt new digitally-based products and services is high
CRM/ERP	No clear answer
FSI	Strongly agree
O&G	Don`t know
Retail	Disagree
2.5	How intense is the customers` readiness to adopt digitally-based products and services (like Uber or Airbnb) after official launch?
	In federal centers
CRM/ERP	Within 3-6 months
FSI	Within 3-6 months
O&G	Within 3-6 months
Retail	Within 3-6 months
	In the regions
CRM/ERP	Within 6-8 months
FSI	Within half of the year
O&G	Over a year
Retail	Over a year

Table 6.2b. Infrastructural dimension (continue)

2.6	What are the government capabilities to provide digital services (e-government development)?
CRM/ERP	Developed enough to provide locally
FSI	Developed enough to provide locally
O&G	Developed enough to provide locally
Retail	Developed enough to provide locally
2.7	Infrastructure abilities to provide security and safety of data and information flows are sufficient
CRM/ERP	Agree
FSI	Agree
O&G	Agree
Retail	Disagree
2.8	Technical IT expertise and consultancy services are developed and available for Russian enterprises
CRM/ERP	Agree
FSI	Strongly agree
O&G	Agree
Retail	Agree



Table 6.3b. Externalities dimension

3.1	Sectoral sanctions and other foreign restrictions influence software availability on Russian market
CRM/ERP	Strongly agree
FSI	Disagree
O&G	Depends
Retail	Strongly agree
3.2	What is software and related technologies availability extent on Russian market due to Sectoral sanctions and other foreign restrictions?
CRM/ERP	Limited in certain fields
FSI	Limited in certain fields
O&G	Limited in certain fields
Retail	Available in full range
3.3	Sustainability in currency exchange rate (Dollar/Ruble) is important for software and related technologies adoption and implementation
CRM/ERP	Agree
FSI	Agree
O&G	Strongly Disagree
Retail	Strongly agree

Table 6.3b. Externalities dimension (continue)

3.5	Lack of understanding in regulation policies (GDPR, Пакет Яровой) limits software and related technologies deployment
CRM/ERP	Agree
FSI	Strongly agree
O&G	Agree
Retail	Strongly agree
3.6	Uncertainty risks negatively influence long-term software and IT projects
CRM/ERP	Strongly agree
FSI	Strongly agree
O&G	Strongly agree
Retail	Strongly agree
3.7	To what extent current uncertainty risks are feasible among Russian enterprises?
CRM/ERP	Feasible
FSI	Feasible
O&G	Feasible
Retail	Strongly Feasible

Appendix 7. Expert interviewees personal data

Table 7.1. Experts` research properties

Expert name	Age	Experience in IT (years)	Current organization	Sector	Product focus	Current professional role
Andrey Golubev	28	8	Microsoft	Enterprise segment	CRM/ERP	Business solutoins expert CRM
Yury Sychev	33	15	Microsoft	Enterprise segment	CRM/ERP	Sales manager BizApps ERP
-	35	11	Navicon	Enterprise segment	CRM/ERP	Business applacations Director
Mikhail Belov	60	25	IBS	FSI	Business software (non-specific)	Vice-president IBS
Viktor Gorelov	33	10	Microsoft	FSI	Business software (non-specific)	Senior LSS
-	50	25	VTB	FSI	Business software (non-specific)	Vice-president VTB
Dima Miroshnik	48	17	Microsoft	FSI	Business software (non-specific)	Senior LSS manager
Alexey Pozdniakov	38	12	Microsoft	O&G	Business software (non-specific)	Senior LSS O&G
Pavel Novikov	39	17	Microsoft	O&G	Business software (non-specific)	Account Lead O&G
-	40	14	Sibur	O&G	Business software (non-specific)	IT Director
Anton Pereyaslavskiy	35	10	Microsoft	O&G	Business software (non-specific)	Account executive
Natalia Shestakova	33	10	Microsoft	Retail	Business software (non-specific)	Senior LSS Retail
Valeria Aristova	37	12	Microsoft	Retail	Business software (non-specific)	Account Executive
Artem Kislov	30	11	X5 Retail Group	Retail	Business software (non-specific)	IT solutions manager
Andrey Nosatskiy	31	14	Microsoft	Retail	Business software (non-specific)	Operational sales director

List of abbreviations

CAPEX - Capital Expenditures

CDO - Chief Digital Officer

CEO - Chief Executive Officer

CIO - Chief Information Officer

CRM - Customer Relationship Management

DBS - Digital Business Strategy

DEI - Digital Evolution index

DMC - Dynamic managerial capabilities

DT - Digital transformation

EBOPS - Extended Balance of Payments Services

EGDI - E-government Development Index

ERP - Enterprise Resource Management

FSI - Financial Services Industry

GDP - Gross Domestic Product

GCI - Global Cybersecurity Index

ICT - Information and communication technologies

IS - Information system

IT - Information technologies

ITU - International Telecommunication Union

KPI - Key Performance Indicators

NRI - Networked Readiness Index

OC - Organizational capabilities

OECD - Organisation for Economic Co-operation and Development

OPEX - Operational Expenditures

O&G - Oil and Gas Industry

R&D - Research and Development

WDCR - World Digital Compatitiveness Ranking



List of tables

Table 1r. Master thesis research dimensions

Table 2.4.1. Evolution of the IS function in large French enterprises (1992 - 2004)

Table 3.1. Leading Information system research journals, 2000 - 2017

Table 4.1. Indexes for Digital transformation blueprint

Table 5.1. Business software import-substitution plan

Table 5.2. ICT expenditures by category among Russian business organizations (mln. rubles.)

Table 6.1. Expert`s prerequisites for interview

Table 6.2. Expert interview major features and priorities

Table 6.2.1. Research findings within Organizational block

Table 6.3.1. Research findings within infrastructural block

Table 6.4.1. Research findings within externalities

Table 2dt. Digital transformation research dimensions

Table 2dbs. Digital business strategy research dimensions

Table 2oc. Organizational capabilities research dimensions

Table 3.1a. Digital Evolution index, 2017

Table 3.2.a. Global Cybersecurity Index, 2017

Table 3.1b. Networked Readiness Index, 2016

Table 3.2b. World Digital Competitiveness Index, 2017

Table 3.1c. E-Government Development Index, 2016

Table 6.1b. Organizational and Strategic dimensions

Table 6.1b. Organizational and Strategic dimensions (continue)

Table 6.2b. Infrastructural dimension

Table 6.2b. Infrastructural dimension (continue)

Table 6.3b. Externalities dimension

Table 6.3b. Externalities dimension (continue)

Table 7.1. Experts` research properties

List of figures

Figure 1.2.1. Industry 4.0 technological framework

Figure 1r. Master thesis hypothesis approach

Figure 2r. Master Thesis research framework

Figure 3.1. Conceptual recent literature review framework

Figure 3.2.1. Drivers of digital business strategy

Figure 4.1.1. Plotting the Digital Evolution index, 2017

Figure 4.1.2. Stall Out and Break Out comparison

Figure 4.1.3. Stall Out and Break Out countries break down

Figure 4.2.1. Software decomposition

Figure 4.2.2. EBOPS 2002 Russia and Stall Out countries, 1995 - 2012 (avr. 3 years)

Figure 4.2.3. EBOPS 2002 Russia and Break Out countries, 1995 - 2012 (avr. 3 years)

Figure 4.2.4. EBOPS 2010 Russia and Break Out countries, 2009 - 2016

Figure 4.2.5. EBOPS 2010 Russia and Break Out countries, 2009 - 2016

Figure 4.2.6. EBOPS 2010 Russia software import, 2009 - 2016

Figure 4.2.7. EBOPS 2010 Russia software export structure, 2009 - 2016

Figure 5.1. Share of business software in expenditure structure

Figure 5.2. Organizations using software programs in Russia, 2016 (% of total org.)

Figure 5.3. Personal computers in Russian business organizations (thousands of units)

Figure 6.1. Interview structure and major research blocks

Figure A1. EBOPS 2002 classification groups

Figure A2. EBOPS 2010 classification groups comparison

Figure A3. EBOPS 2010 classification groups comparison

Figure 4.1a. Software developers revenue indicators. 2011

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