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April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 1
Future of Public Organizations
in the Digital Transformation Era
Mohamed Azzam
Nezar Sami
Tarek Khalil
© IAMOT 2019
Mumbai, India, April 2019
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 2
Future Starts Now!
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 3
The BUZZ Word
Digital Transformation
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 4
Era of Uncertainty
Technological Advancement
Disruptive Use Models
Reshaping Our Present & Future
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 5
Era of Uncertainty
Governments should regulate Robots
Robots will replace Humans 52%
25%
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 6
Era of Uncertainty
Divide between Technology
Evolution & Business Practices
Income Inequity & Stagnation
and Social Instability
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 7
Era of Transformation
Nature of Work
Workforce
Working Environment
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 8
Era of Transformation
Debate of Using Social Media @ Work
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 9
Era of Transformation
2.3B
Users
1.9B
Users
1.0B
Users
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 10
Era of Transformation
Gov Social Media Channels
Publicizing News and Activities
Dealing with Public Opinion
Headhunting Talents
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 11
Drivers of Change
Platforms
NOT Brick-
and-Motor
ORGS
Digital NOT
Mechanical
Mindset
Insights NOT
Data
Talent NOT
Employees
Nature of
Work
Nature of
Data
Nature of
Workforce
Key Drivers
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 12
1. Government as Platform
More Citizen Centric
Top Down Mgmt is Obsolete
Better Collaboration & Agility
Faster Decisions Making
Better Economic Value
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 13
2. Digital Mindset
Not ONLY Digital Processes
Implanted in Business Models
Economic Sectors
Disrupted by
Technology
Organizations
Aren’t Ready for
Transformation
Digital Vision/Culture in Place
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 14
3. Insights NOT Data
Not Processing & Using Data
Insights from Massive Data
Data Scientists & CTOs Role
Organize Fragmented Data
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 15
4. Talents NOT Filling Positions
Global Talent War
High Potential Leaders
New Roles NOT Job Description
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 16
Future Public Leaders
Retain Only Adaptable Leaders
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 17
Future Public Leaders
Forever Human Factor is the Key
Pave way to Advanced Leaders
OR
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 18
Path to Future
Technology dictates our Path
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 19
Organizational Innovation
Business
Routines
Workplace
Configuration
External
Relationships
new ways for
organizing routines
and procedures
new ways of
distributing
responsibilities
new ways of
organizing relations
with other firms
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 20
Wirearchy Organization
Hierarchies
Networks
Communities
of Practice
Working in Circles
Job Description is History
Diff. Roles within Diff. Circles
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 21
Wirearchy Organization
Learning UNIT by itself
THE Learning Organization
Facilitates Employees Learning
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 22
Pillars of the Framework
Digital Business Strategy
Digitized Core
Citizens &
Businesses
Offering
Operation
Support
Functions
Enablers
New
Working
Models
Power of
Technology
& Data
Integrated
Ecosystem
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 23
Sys Model of Future ORG
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 24
Characteristics of Future ORGMission
Create Value for
•People we serve
•People they work for us
Partners for
articulating
Policies
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 25
Characteristics of Future ORGCapableWorkforce
Adaptability
Problem Solving
Emotional Intelligence
Creativity & Innovation
Leadership Skills
Digital Skills
Risk Mgmt Skills
STEM Skills
Entrepreneurial Skills
Individualized
rather than
Standardized
Relationship
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 26
Characteristics of Future ORG
Public Leaders as Mentors
Collaboration & Integration
Agility
Collective Intelligence
Stimulation of Innovation
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 27
Characteristics of Future ORG
We can’t “Just Filling Positions”
Filling Gap .. Machines can’t Do
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 28
Characteristics of Future ORG
Learn Lessons from Uber &
Airbnb
Quickly Adopt to Provide
Services Needed and Deserved
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 29
Thank YOU!
Future is Brighter than We Think!
References
1. A. Church and S. Dutta. (2013). The promise of big data for OD: Old wine in new bottles or the next generation of data-driven methods for change? OD Practitioner Vol. 45 No. 4.
2. A. Church, C. Rotolo, N. Ginther and R. Levine. (2015). How are top companies designing and managing their high-potential programs? Consulting Psychology Journal: Practice and Research Vol. 67 No. 1.
3. A. Church and W. Burke. (2017). Four Trends Shaping the Future of Organizations and Organization Development. OD PRACTITIONER Vol. 49 No. 3.
4. A. Shull et. al. (2014). Something old, something new: Research findings on the practice and values of OD. OD Practitioner Vol. 46 No. 4.
5. Betz, F. (2008). Road to Competitive Strategy . National Science Foundation (NSF).
6. Brown, T. (2008). Design thinking. Harvard Business Review.
7. C. Granda Tandazo, F. Paladines Galarza and A. Velásquez Benavides. (2016). Digital strategic communication in Ecuador‟s public organisations. Current state and future. Revista Latina de Comunicación Social
Vol. 71.
8. C. Rawlings and R. Bencini. (2014). What Does Moore’s Law mean for the rest of society? Futurist Vol. 48 No. 4.
9. Cheung-Judge, M.-Y. (2017). Future of Organizations and Implications for OD Practitioners. OD Practitioner Vol. 49 No. 1.
10. DigitalBCG. (2018). The Digital Future Is Now. BCG.
11. Domnica, D. (2012). The role of leadership in identifying the premises of the future organization. REVISTA ACADEMIEI FORTELOR TERESTRE Vol. 2 No. 66.
12. Dreamgrow. (2018, August 17). Top 15 Most Popular Social Networking Sites and Apps . Retrieved from https://www.dreamgrow.com/top-15-most-popular-social-networking-sites/
13. E. Michaels, H. Handfield-Jones and B. Axelrod. (2001). The War for Talent. Harvard Business School.
14. G. Kane et. al. (2016). Digitally savvy executives are already aligning their people, processes, and culture to achieve their organizations’ long-term digital success. MIT Sloan Management Review and Deloitte.
15. Gould-Davies, N. (2017). Seeing the future: power, prediction and organization in an age of uncertainty. International Affairs Oxford University.
16. Gulati, R. (2009). Reorganize for Resilience: Putting Customers at the Center of Your Organization. Harvard.
17. H. Bakhshi, J. M. Downing, M. A. Osborne and P. Schneider. (2017). The Future of Skills: Employment in 2030. Pearson and Nesta.
18. Husband, J. (2018). Sketches for the Future of Work.
19. J. Bersin, B. Pelster, J. Schwartz and B. van der Vyver. (2017). Global Human Capital Trends : Rewriting the rules for the digital age. Deloitte University Press.
20. J. Boudreau, R. Jesuthasan and D. Creelman. (2015). Lead the Work: Navigating a World Beyond Employment. John Wiley & Sons.
21. J. Deal and A. Levenson. (2016). What Millennials Want from Work: How to Maximize Engagement in Today’s Workforce. McGraw Hill.
22. Kaufman, R. (2015). Individual Training, Performance Improvement, and the Future for Organizations. Educational Technology Vol. 55 No. 6.
23. KMPG. (2018). Rise of the humans 3: Shaping the workforce. KMPG.
24. L. Golay and A. Church. (2013). Mass customization: The bane of OD or the cure to what ails it? Leadership and Organization Development Journal Vol. 34 No. 7.
25. M. Alves, S. Galina and S. Dobeli. (2018). Literature on organizational innovation: past and future. Innovation & Management Review Vol. 15 No. 1.
26. M. Grebe, M. Rüßmann, M. Leyh and M. Franke. (2018). Digital Maturity Is Paying Off. BCG.
27. M. Guthridge and A. Komm. (2008). Why multinationals struggle to manage talent. McKinsey Quarterly.
28. M. Wilkesmann and U. Wilkesmann. (2018). Industry 4.0 – organizing routines or innovations? VINE Journal of Information and Knowledge Management Systems Vol. 48 No. 2.
29. Mohamed Azzam et. al. (2018). THE JOURNEY TO EGYPT’S DIGITAL TRANSFORMATION. International Association for Management of Technology (IAMOT). Birmingham UK.
30. OECD/Eurostat. (2018). Oslo Manual: Guidelines for Collecting, Reporting and Using Data on Innovation. OECD Publishing.
31. Örtenblad, A. (2018). What does “learning organization” mean? The Learning Organization, Vol. 25 No. 3.
32. PWC. (2014). Workforce of the future: The competing forces shaping 2030. PWC.
33. R. Silzer et al. (2010). Identifying and assessing high potential talent: Current organizational practices. In R. Silzer & B. E. Dowell (Eds.). Strategy-Driven talent management: A leadership imperative.
34. Reichert, T. (2018). How to Drive a Digital Transformation. DigitalBCG.
35. Richard Guzzo et. al. (2015). Big Data Recommendations for Industrial–Organizational Psychology. Industrial and Organizational Psychology Vol. 4 No. 4.
36. S. Beechler and I. C. Woodward. (2009). The global “war for talent”. Journal of International Management Vol. 15.
37. U. Plesner, L. Justesen and C. Glerup. (2018). The transformation of work in digitized public sector organizations. Journal of Organizational Change Management.
38. W. Burke and G. Litwin. (1992). A causal model of organizational performance and change. Journal of Management Vol. 18 No. 3.
39. Wes, D. (2018). PUBLIC OPINION SURVEYS ON AI AND EMERGING TECHNOLOGIES. The Brookings Institution.
April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 30

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Future of public organizations in the digital transformation era

  • 1. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 1 Future of Public Organizations in the Digital Transformation Era Mohamed Azzam Nezar Sami Tarek Khalil © IAMOT 2019 Mumbai, India, April 2019
  • 2. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 2 Future Starts Now!
  • 3. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 3 The BUZZ Word Digital Transformation
  • 4. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 4 Era of Uncertainty Technological Advancement Disruptive Use Models Reshaping Our Present & Future
  • 5. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 5 Era of Uncertainty Governments should regulate Robots Robots will replace Humans 52% 25%
  • 6. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 6 Era of Uncertainty Divide between Technology Evolution & Business Practices Income Inequity & Stagnation and Social Instability
  • 7. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 7 Era of Transformation Nature of Work Workforce Working Environment
  • 8. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 8 Era of Transformation Debate of Using Social Media @ Work
  • 9. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 9 Era of Transformation 2.3B Users 1.9B Users 1.0B Users
  • 10. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 10 Era of Transformation Gov Social Media Channels Publicizing News and Activities Dealing with Public Opinion Headhunting Talents
  • 11. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 11 Drivers of Change Platforms NOT Brick- and-Motor ORGS Digital NOT Mechanical Mindset Insights NOT Data Talent NOT Employees Nature of Work Nature of Data Nature of Workforce Key Drivers
  • 12. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 12 1. Government as Platform More Citizen Centric Top Down Mgmt is Obsolete Better Collaboration & Agility Faster Decisions Making Better Economic Value
  • 13. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 13 2. Digital Mindset Not ONLY Digital Processes Implanted in Business Models Economic Sectors Disrupted by Technology Organizations Aren’t Ready for Transformation Digital Vision/Culture in Place
  • 14. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 14 3. Insights NOT Data Not Processing & Using Data Insights from Massive Data Data Scientists & CTOs Role Organize Fragmented Data
  • 15. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 15 4. Talents NOT Filling Positions Global Talent War High Potential Leaders New Roles NOT Job Description
  • 16. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 16 Future Public Leaders Retain Only Adaptable Leaders
  • 17. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 17 Future Public Leaders Forever Human Factor is the Key Pave way to Advanced Leaders OR
  • 18. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 18 Path to Future Technology dictates our Path
  • 19. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 19 Organizational Innovation Business Routines Workplace Configuration External Relationships new ways for organizing routines and procedures new ways of distributing responsibilities new ways of organizing relations with other firms
  • 20. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 20 Wirearchy Organization Hierarchies Networks Communities of Practice Working in Circles Job Description is History Diff. Roles within Diff. Circles
  • 21. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 21 Wirearchy Organization Learning UNIT by itself THE Learning Organization Facilitates Employees Learning
  • 22. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 22 Pillars of the Framework Digital Business Strategy Digitized Core Citizens & Businesses Offering Operation Support Functions Enablers New Working Models Power of Technology & Data Integrated Ecosystem
  • 23. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 23 Sys Model of Future ORG
  • 24. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 24 Characteristics of Future ORGMission Create Value for •People we serve •People they work for us Partners for articulating Policies
  • 25. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 25 Characteristics of Future ORGCapableWorkforce Adaptability Problem Solving Emotional Intelligence Creativity & Innovation Leadership Skills Digital Skills Risk Mgmt Skills STEM Skills Entrepreneurial Skills Individualized rather than Standardized Relationship
  • 26. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 26 Characteristics of Future ORG Public Leaders as Mentors Collaboration & Integration Agility Collective Intelligence Stimulation of Innovation
  • 27. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 27 Characteristics of Future ORG We can’t “Just Filling Positions” Filling Gap .. Machines can’t Do
  • 28. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 28 Characteristics of Future ORG Learn Lessons from Uber & Airbnb Quickly Adopt to Provide Services Needed and Deserved
  • 29. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 29 Thank YOU! Future is Brighter than We Think!
  • 30. References 1. A. Church and S. Dutta. (2013). The promise of big data for OD: Old wine in new bottles or the next generation of data-driven methods for change? OD Practitioner Vol. 45 No. 4. 2. A. Church, C. Rotolo, N. Ginther and R. Levine. (2015). How are top companies designing and managing their high-potential programs? Consulting Psychology Journal: Practice and Research Vol. 67 No. 1. 3. A. Church and W. Burke. (2017). Four Trends Shaping the Future of Organizations and Organization Development. OD PRACTITIONER Vol. 49 No. 3. 4. A. Shull et. al. (2014). Something old, something new: Research findings on the practice and values of OD. OD Practitioner Vol. 46 No. 4. 5. Betz, F. (2008). Road to Competitive Strategy . National Science Foundation (NSF). 6. Brown, T. (2008). Design thinking. Harvard Business Review. 7. C. Granda Tandazo, F. Paladines Galarza and A. Velásquez Benavides. (2016). Digital strategic communication in Ecuador‟s public organisations. Current state and future. Revista Latina de Comunicación Social Vol. 71. 8. C. Rawlings and R. Bencini. (2014). What Does Moore’s Law mean for the rest of society? Futurist Vol. 48 No. 4. 9. Cheung-Judge, M.-Y. (2017). Future of Organizations and Implications for OD Practitioners. OD Practitioner Vol. 49 No. 1. 10. DigitalBCG. (2018). The Digital Future Is Now. BCG. 11. Domnica, D. (2012). The role of leadership in identifying the premises of the future organization. REVISTA ACADEMIEI FORTELOR TERESTRE Vol. 2 No. 66. 12. Dreamgrow. (2018, August 17). Top 15 Most Popular Social Networking Sites and Apps . Retrieved from https://www.dreamgrow.com/top-15-most-popular-social-networking-sites/ 13. E. Michaels, H. Handfield-Jones and B. Axelrod. (2001). The War for Talent. Harvard Business School. 14. G. Kane et. al. (2016). Digitally savvy executives are already aligning their people, processes, and culture to achieve their organizations’ long-term digital success. MIT Sloan Management Review and Deloitte. 15. Gould-Davies, N. (2017). Seeing the future: power, prediction and organization in an age of uncertainty. International Affairs Oxford University. 16. Gulati, R. (2009). Reorganize for Resilience: Putting Customers at the Center of Your Organization. Harvard. 17. H. Bakhshi, J. M. Downing, M. A. Osborne and P. Schneider. (2017). The Future of Skills: Employment in 2030. Pearson and Nesta. 18. Husband, J. (2018). Sketches for the Future of Work. 19. J. Bersin, B. Pelster, J. Schwartz and B. van der Vyver. (2017). Global Human Capital Trends : Rewriting the rules for the digital age. Deloitte University Press. 20. J. Boudreau, R. Jesuthasan and D. Creelman. (2015). Lead the Work: Navigating a World Beyond Employment. John Wiley & Sons. 21. J. Deal and A. Levenson. (2016). What Millennials Want from Work: How to Maximize Engagement in Today’s Workforce. McGraw Hill. 22. Kaufman, R. (2015). Individual Training, Performance Improvement, and the Future for Organizations. Educational Technology Vol. 55 No. 6. 23. KMPG. (2018). Rise of the humans 3: Shaping the workforce. KMPG. 24. L. Golay and A. Church. (2013). Mass customization: The bane of OD or the cure to what ails it? Leadership and Organization Development Journal Vol. 34 No. 7. 25. M. Alves, S. Galina and S. Dobeli. (2018). Literature on organizational innovation: past and future. Innovation & Management Review Vol. 15 No. 1. 26. M. Grebe, M. Rüßmann, M. Leyh and M. Franke. (2018). Digital Maturity Is Paying Off. BCG. 27. M. Guthridge and A. Komm. (2008). Why multinationals struggle to manage talent. McKinsey Quarterly. 28. M. Wilkesmann and U. Wilkesmann. (2018). Industry 4.0 – organizing routines or innovations? VINE Journal of Information and Knowledge Management Systems Vol. 48 No. 2. 29. Mohamed Azzam et. al. (2018). THE JOURNEY TO EGYPT’S DIGITAL TRANSFORMATION. International Association for Management of Technology (IAMOT). Birmingham UK. 30. OECD/Eurostat. (2018). Oslo Manual: Guidelines for Collecting, Reporting and Using Data on Innovation. OECD Publishing. 31. Örtenblad, A. (2018). What does “learning organization” mean? The Learning Organization, Vol. 25 No. 3. 32. PWC. (2014). Workforce of the future: The competing forces shaping 2030. PWC. 33. R. Silzer et al. (2010). Identifying and assessing high potential talent: Current organizational practices. In R. Silzer & B. E. Dowell (Eds.). Strategy-Driven talent management: A leadership imperative. 34. Reichert, T. (2018). How to Drive a Digital Transformation. DigitalBCG. 35. Richard Guzzo et. al. (2015). Big Data Recommendations for Industrial–Organizational Psychology. Industrial and Organizational Psychology Vol. 4 No. 4. 36. S. Beechler and I. C. Woodward. (2009). The global “war for talent”. Journal of International Management Vol. 15. 37. U. Plesner, L. Justesen and C. Glerup. (2018). The transformation of work in digitized public sector organizations. Journal of Organizational Change Management. 38. W. Burke and G. Litwin. (1992). A causal model of organizational performance and change. Journal of Management Vol. 18 No. 3. 39. Wes, D. (2018). PUBLIC OPINION SURVEYS ON AI AND EMERGING TECHNOLOGIES. The Brookings Institution. April 2019© Mohamed Azzam, Nezar Sami and Tarek Khalil --- Mumbai, India IAMOT 2019 30