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Established organisations in all industries face significant competition from digital disruptors. This is particularly prevalent in financial services, where nimble IT-based start-ups that focus on implementing financial service innovations (FinTechs) pose significant challenges for established organisations. Executives have identified the ability to respond through digital transformation (DT) as a top priority. However, there is a lack of understanding of the specific sub-capabilities required to continuously adapt and how these capabilities can be embedded. This paper presents research in progress on DT as a continuous process in the Australian financial services sector. Specifically, it aims to identify the landscape of key factors that affect the ability of organisations in the Australian Financial Services sector to continually adapt . A preliminary analysis of 19 semi-structured interviews with DT leaders reveals 15 sub-capabilities that support sustained DT.



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