
Strategy and Digital Leadership
Code: 107566Credits: 6
| Degree programme | Type | Course |
|---|---|---|
| Business and Information Technology | OP | 4 |
| Aeronautical Management | OP | 4 |
Contact lecturer
- Name :
- Robert Balleste Burguillos
- Email :
- robert.balleste@uab.cat
Teaching staff
- Robert Balleste Burguillos
Group languages
You can consult this information at the end of the document.
Prerequisites
None
Objectives
The course aims to provide students with the knowledge, tools, and strategic perspective required to understand and exercise the digital leadership expected of technology executives (CIOs and other CXOs) in today's organizations. Students will develop the capabilities needed to align technology with business objectives, drive digital transformation initiatives, and create organizational value through the efficient, responsible, and ethical use of digital technologies.
Upon successful completion of the course, students will be able to:
- Analyze the strategic role of the Chief Information Officer (CIO) and other technology executives (CXOs) within organizations.
- Design and evaluate digital strategies aligned with business objectives and focused on value creation.
- Lead innovation and digital transformation initiatives that enhance organizational competitiveness, operational efficiency, and service quality.
- Manage data as a strategic asset by promoting effective data governance, quality, security, and responsible use.
- Place customers and people at the center of digital transformation initiatives, fostering a service-oriented culture of continuous improvement.
- Lead organizational change through management approaches adapted to today's digital environments.
- Understand and apply the main governance frameworks, methodologies, and best practices for the governance, management, and delivery of IT services.
- Integrate ethical principles, sustainability, talent management, and emerging technologies into strategic decision-making.
- The course promotes a holistic view of digital leadership, based on balancing people, data, and technology to generate a positive, sustainable, and responsible impact on organizations and society.
Throughout the course, the following cross-cutting themes will be addressed:
- Develop an innovative and entrepreneurial mindset focused on value creation.
- Place customers, people, and service quality at the core of digital strategy.
- Foster leadership, talent development, and collaborative work within multidisciplinary teams.
- Lead technology initiatives aligned with the organization's strategic objectives.
- Develop adaptability, critical thinking, and decision-making skills in complex and rapidly changing environments.
- Foster innovation, creativity, and problem-solving through the effective use of digital technologies.
- Exercise responsible leadership based on ethical principles, sustainability, and sound governance.
Learning outcomes
Business and Information Technology
- CM25 (Define the figure of the CIO and its functions in any type of organisation.) Define the figure of the CIO and its functions in any type of organisation.
- KM22 (Identify data management and communication systems based on the needs of an organisation, as well as their governance.) Identify data management and communication systems based on the needs of an organisation, as well as their governance.
- KM23 (Identify the contributions of innovations in the market of integrated management systems.) Identify the contributions of innovations in the market of integrated management systems.
Contents
1. Strategic Leadership of the CIO and Digital Executives
- The CIO and the entrepreneurial mindset.
- The evolving role of the CIO.
- The importance of female leadership and the participation of women in executive positions. Diversity, inclusion, and responsible leadership.
2. The CIO and the Organization of the IT Department
- Traditional functional areas: Software Development and IT Operations.
- Agile versus traditional methodologies.
- Other key functional areas within an IT department:
- Product Management
- Platform Teams
- Data Office
- AI Office
- Cybersecurity
3. The CIO and IT Service Management and Governance
- Service management frameworks and best practices: ITIL, Site Reliability Engineering (SRE), and other service management methodologies.
- Processes, governance, and management of digital services (IT Governance).
- AI Governance.
- Data Governance.
- Digital Governance.
4. The CIO and Talent Management
- The growing need for talent: a scarce and strategic resource. Talent, diversity, and gender.
- High-performing teams and positive workplace culture.
- Talent attraction, engagement, retention, and motivation.
- Process-oriented work and participation in projects.
- New digital ways of working.
- Leadership of hybrid and distributed teams.
- Managing cultural change.
- Digital skills and competencies.
5. The CIO and Data
- Data Governance, Data Management, and Data Curation.
- Organizational information needs, data distribution, and information accessibility.
- Privacy, confidentiality, and regulatory compliance.
- Information transparency.
- Data-driven decision-making.
- Responsible Artificial Intelligence.
6. The CIO and Business Technology
- Technology scouting and technology intelligence.
- Emerging technologies and their business impact:
- Generative Artificial Intelligence
- Cloud Computing
- Edge Computing
- Internet of Things (IoT) and Automation
- Low-code / No-code Platforms
- Quantum Computing (overview)
7. The CIO and Change Management
- Environmental awareness and early identification of change.
- Resistance to change: digital-native versus traditional organizations.
- Agility in planning and implementing organizational change.
8. The CIO and Digital Transformation
- Legacy systems, enterprise systems, and emerging digital requirements. Bimodal IT.
- Digital disruption and changing customer behavior.
- Business needs, proactive innovation, and new business models.
- Risks, dependencies, and challenges of digital transformation.
- Digital strategy.
- Digital platforms.
- Customer Experience (CX).
- Digital ecosystems.
- Measuring the value and impact of digital transformation.
9. The CIO and Digital Ethics
- Emerging technologies and ethical dilemmas.
- Early detection and prevention of unethical behavior.
- Anti-corruption, anti-discrimination, and human rights protection mechanisms.
- Navigating regulatory and legislative gaps.
- Critical thinking and ethical decision-making.
Learning activities and methodology
| Title | Hours | ECTS | Learning outcomes |
|---|---|---|---|
| Seminars, Case studies, and exercices | 20 | 0.8 | CM25, KM22, KM23 |
| Case study preparation, writings and problem solving | 32 | 1.28 | CM25, KM22, KM23 |
| Theory | 25 | 1 | CM25, KM22, KM23 |
| Tutorship | 2 | 0.08 | CM25, KM22, KM23 |
| Study | 69 | 2.76 | CM25, KM22, KM23 |
General aspects
This subject has as its methodological basis the learning based on the knowledge taught in the theory sessions and the application of the same in the cases, problems or exercises and seminars developed in the course.
Lectures
In the theory sessions, the concepts that the students will apply in the exercises, cases and problems are explained.
Seminars, cases, problems, and exercises
In these sessions, the students will have the opportunity to incorporate the theoretical concepts in situations similar to reality.
Use of Artificial Intelligence (AI):
In this subject, the use of Artificial Intelligence (AI) technologies is allowed and encouraged as an integral part of the development of the work, provided that the final result reflects a significant contribution by the student in the analysis and personal reflection. In assignments, unless explicitly stated otherwise, the student must identify which parts have been generated with this technology, specify the tools used and include a critical reflection on how these have influenced the process and the final result of the activity. The lack of transparency in the use of AI will be considered a lack of academic honesty and may lead to a penalty in the grade of the activity, or greater sanctions in serious cases. The use of AI is not allowed in exams.
Note: 15 minutes of a class will be reserved, within the calendar established by the center/degree, for the students to complete the surveys to evaluate the performance of the teaching staff and to evaluate the subject/module.
Assessment
Continuous assessment activities
| Title | Weight | Hours | ECTS | Learning outcomes |
|---|---|---|---|---|
| Continuous Assessment | 60% | 0 | 0 | CM25, KM22, KM23 |
| Exams | 40% | 2 | 0.08 | CM25, KM22, KM23 |
This subject does not have a single assessment system.
The assessment of the subject takes into account the following elements:
- Continuous assessment (AC) 60%. Participation, Exercises and assignments: Problem-based learning exercises, case discussion, individual or team work, presentation of results in class and other tests that are determined. Class participation will also be assessed.
- Exams (EX) 40%. Partial exams may be scheduled throughout the course. Final exam will be scheduled in the Faculty's exam calendar
Calculation of the final grade:
- If AC>=5 AND EX>=3.5 --> The final grade for the subject (N) will be: N=40%(EX)+60%(AC).
- If EX<3.5 OR AC<5 --> N= MIN(40%(EX)+60%(AC); 4).
- The student passes the subject if N>=5, and fails if N<3.5. In the intermediate case, they can use the recovery process detailed below.
- Anyone who has participated in less than 20% of AC activities and has not taken part in the exams will be considered non-assessable.
Calendar of assessment activities
The dates of the different assessment activities (exams not scheduled by the faculty, classroom exercises, submission of work, ...) will be announced sufficiently in advance during the semester.
The dates of the partial and final tests of the subject are scheduled in the Faculty's exam calendar.
According to the UAB Academic Regulations, the scheduling of assessment tests cannot be modified unless there is an exceptional and duly justified reason for which an assessment act cannot be carried out. In this case, the people responsible for the degrees, after consulting the teaching staff and the affected students, will propose a new schedule within the corresponding academic period.
Students of the Faculty of Economics and Business who, by the previous paragraph, need to change an assessment date must submit the request by filling out the document Request for rescheduling an exam: https://eformularis.uab.cat/group/deganat_feie/reprogramacio-proves
Grade review procedure
The day when the final grades will be published will be announced, coinciding with the final exam. Similarly, information will be provided on the procedure, place, date, and time of the exam, review by University regulations.
Recovery Process
According to the UAB Academic Regulations: To participate in the recovery process, students must have previously been evaluated in a set of activities that represent a minimum of two-thirds of the total grade for the subject or module. They must have obtained an average grade for the subject between 3.5 and 4.9.
The date of this test will be scheduled in the Faculty's exam calendar. The recoverable part is the exam part.
The resulting grade will follow the same previous calculation. Whoever passes the retake, the resulting grade will be the maximum between 5 and 0.6*AC+0.4*3.5
Irregularities in the assessment acts
According to UAB academic regulations: Without prejudice to other disciplinary measures that may be deemed appropriate, and by current academic regulations, \"if the student carries out any irregularity that may lead to a significant variation in the grade of an assessment act, this assessment act will be graded 0, regardless of the disciplinary process that may be instructed. If several irregularities occur in the assessment acts of the same subject, the final grade for this subject will be 0\".
The completion of assessment activities is subject to the provisions set out in this course guide and in the "Policy of the School of Economics and Business on the Detection of Irregularities during Assessment Activities", which regulates the conditions under which assessment tasks are conducted and the procedures applicable in cases where indications of irregularities are detected. Students are encouraged to consult the policy.
Bibliography
Manage the role of the CIO and IT department:
- Turban, E., Pollard, C., & Wood, G. (2018). Information Technology for Management: Driving Digital Transformation to Increase Local and Global Performance, Growth and Sustainability (11th ed.). John Wiley & Sons.
- Pearlson, K. E., & Saunders, C. S. (2019). Managing and Using Information Systems: A Strategic Approach (7th ed.). John Wiley & Sons.
IT service management and agile methodologies:
- ITIL Foundation. (2019). ITIL 4 Foundation: ITIL 4 Edition. AXELOS.
- Schwaber, K., & Sutherland, J. (2020). The Scrum Guide. Scrum.org & ScrumInc.
- Kim, G., Humble, J., Debois, P., & Willis, J. (2016). The DevOps Handbook: How to Create World-Class Agility, Reliability, & Security in Technology Organizations. IT Revolution Press.
Talent management, data and digital transformation:
- Davenport, T. H. (2018). The AI Advantage: How to Think Smart about the New Technology. MIT Press.
- Westerman, G., Bonnet, D., & McAfee, A. (2014). Leading Digital: Turning Technology into Business Transformation. Harvard Business Review Press.
Digital ethics and the social impact of technology:
- Floridi, L. (2019). The Ethics of Information. Oxford University Press.
Change management and digital transformation:
- Rogers, D. L. (2023). The Digital Transformation Roadmap: Rebuild Your Organization for Continuous Change. Penguin Random House.
- Ramsøy, T. Z., Furr, N., & Nel, K. (2019). From Classical Management to Behavioral Transformation. Stanford Social Innovation Review. https://doi.org/10.48558/BWNJ-5P48
- Saldanha, T. (2019). Why Digital Transformations Fail: The Surprising Disciplines of How to Take Off and Stay Ahead. Berrett-Koehler Publishers
Software
None
Course groups and languages
The information provided is provisional until November 30. After this date, you will be able to consult the language of each group through this link. To access the information, you will need to enter the course CODE
| Type of teaching | Group | Language | Semester | Shift |
|---|---|---|---|---|
| (TE) Theory | 20 | Catalan | second semester | afternoon |
| (PLAB) Practical laboratories | 201 | Catalan | second semester | afternoon |