A Framework for Technology-Based Organizational Transformation Leadership: Integrating Foresight, Innovation, and Execution

Organizational transformation initiatives frequently fail due to a persistent disconnect between strategic vision and operational execution. This conceptual paper addresses this gap by proposing an integrated, process-oriented framework designed to guide organizations through the full arc of technology-based transformation-from foresight to disciplined implementation. The framework synthesizes five established management theories and models-strategic foresight, the Ten Types of Innovation, technology management, the Balanced Scorecard, and Hoshin Kanri-into a coherent five-stage sequential process. Stage ۱ (Foresight and Driver Identification) establishes the strategic imperative for change; Stage ۲ (Innovation Portfolio Design) defines the nature and scope of transformation through a strategic innovation agenda; Stage ۳ (Technological Enablement) aligns technological capabilities with the innovation strategy; Stage ۴ (Strategy Formulation and Mapping) translates the transformation vision into measurable objectives using the Balanced Scorecard; and Stage ۵ (Strategy Deployment and Execution) leverages Hoshin Kanri to ensure vertical and horizontal alignment and disciplined execution. The principal contribution of this paper is the creation of an end-to-end, holistic framework that systematically links the "why" of transformation (foresight), the "what" (innovation), and the "how" (BSC and Hoshin Kanri), offering leaders a coherent roadmap that increases the likelihood of sustainable transformation success.

کلیدواژه ها:

Organizational transformation ، Strategic foresight ، Ten Types of Innovation ، Balanced Scorecard ، Hoshin Kanri ، Strategy execution