Digital Transformation and Economic Growth in Post-Pandemic India: A Comprehensive Study

 

Digital Transformation and Economic Growth in Post-Pandemic India: A Comprehensive Study

Kavita Roy¹, Khritish Swargiary²

Guest Faculty, Department of Education, Bongaigaon College, India¹.

Research Assistant, EdTech Research Association, India².

Abstract: This study aimed to investigate the impact of digital transformation (DT) on economic growth in India during the post-pandemic era. The research objectives involved examining the relationship between DT and economic growth, assessing the current level of digital transformation across sectors, identifying key drivers and barriers, exploring the impact on productivity and innovation, and examining the role of DT in enhancing the competitiveness of Indian businesses. Hypotheses were formulated to test positive relationships between DT and economic growth, increased productivity, fostering innovation, and enhancing competitiveness. The research adopted a mixed-methods approach, combining quantitative analysis and qualitative insights through surveys and interviews with business leaders, industry experts, and policymakers. The sample consisted of 21 businesses in India, selected using stratified random sampling across different sectors, ensuring a representative and diverse sample for meaningful analysis and generalizability of findings. Quantitative data were analysed using statistical techniques, including regression analysis and descriptive statistics, while qualitative data were analysed using thematic analysis. The findings revealed significant relationships between DT readiness, employee engagement, budget allocation, awareness, integration of digital tools, and anticipated impacts on competitiveness. The study concluded that factors such as employee engagement, budget allocation, awareness, and effective integration of digital tools play a pivotal role in achieving heightened readiness for digital transformation, enabling companies to enhance competitiveness and realize the anticipated benefits of successful digital initiatives. The research sample consists of 21 businesses in India, selected using stratified random sampling. The businesses are distributed across different sectors, including Manufacturing, with a population size of 500. This technique ensures a representative and diverse sample, allowing for meaningful analysis and generalizability of findings. The analysis of the data revealed several significant conclusions regarding digital transformation readiness and its impact on organizational factors. Firstly, a positive relationship was observed between digital transformation readiness and the anticipated impact on competitiveness, indicating that companies with higher readiness were more likely to expect positive competitive outcomes. Secondly, there was a noteworthy negative correlation between employee resistance and digital transformation readiness, suggesting that companies with lower levels of employee resistance tended to exhibit higher readiness for digital transformation. Additionally, a positive association was found between budget allocation and digital transformation readiness, indicating that companies dedicating a larger budget to digital transformation initiatives were more likely to demonstrate higher readiness in adopting digital technologies. Moreover, a positive correlation was identified between awareness and understanding of digital transformation and readiness, showcasing that companies with a deeper comprehension of digital technologies tended to have higher readiness. Furthermore, a positive relationship existed between digital transformation readiness and the actual adoption of digital technologies, emphasizing that companies with elevated readiness were more inclined to integrate digital technologies into their operations effectively. Lastly, the integration of digital tools was positively associated with digital transformation readiness, with companies proficiently incorporating digital tools demonstrating higher readiness. These findings underscored the pivotal role of factors such as employee engagement, budget allocation, awareness, and the effective integration of digital tools in achieving heightened readiness for digital transformation, enabling companies to enhance competitiveness and realize the anticipated benefits of successful digital initiatives.

Keywords: Digital transformation, Economic growth, India, Post pandemic.

 

I. INTRODUCTION

Manufacturing, as a concept, traditionally invokes a perception of routine, systems, and predictability that has persisted for over a century and endures in the rising generation [1,2]. Yet, beyond the mechanized efficiency associated with production lines, a more abstract perspective views manufacturing as an organic and integral part of the creative process, contributing to the realization of products [3]. This nuanced viewpoint portrays the manufacturing industry as a living, adaptive organism, functioning as a complex adaptive system (CAS) with characteristics such as self-organization, chaotic behaviour, and adaptive interaction [4,5]. In the face of rapid digital advancements and the disruptive force of the COVID-19 pandemic, manufacturing firms find themselves compelled to adapt or face consequences [7–9]. Our focus lies in exploring digital transformation within manufacturing, considering it as an organic, dynamically complex process [4,10]. Digital transformation, traditionally a challenging endeavour, has gained additional significance amid the pandemic, prompting a re-evaluation of organizational change dynamics [11]. In recognizing manufacturing as a complex adaptive system, we assert that addressing pervasive mindsets, a formidable barrier to digital transformation, necessitates strategic tools that account for the intricacies of adaptive systems and organizational culture.

The impact of the COVID-19 pandemic on manufacturing has been unprecedented, affecting economies globally and compelling companies to reconfigure operations, adapt production lines, and invest significantly in response to pandemic-induced challenges [13–15]. In the realm of resilience, manufacturing's ability to adapt and perform amid disruptions emerges as a critical factor, emphasizing the need for a resilient approach to digital transformation [17]. The ongoing digital shift, driven by the complexity of modern products, distributed engineering, and rising customer expectations, underscores the imperative for organizations to embrace digital innovation for competitiveness and sustainability [12]. Our literature review contends that digital transformation extends beyond technological integration into the very fabric of business processes, culture, and pervasive mindsets, requiring new strategic initiatives for comprehensive change [24–31].

Digital transformation, often accompanied by urgent declarations like "Innovate or die!" and "Digitize or drown!" reflects the advent of the fourth industrial revolution, marked by the convergence of digital technology with biological and physical systems [34,35]. This transformative shift necessitates holistic changes in business elements, strategy, and organizational culture [30]. The definition of digital transformation, a process triggering significant changes through information, computing, communication, and connectivity technologies, emphasizes its broad impact on entities [28]. Advanced digital technologies, integral to the transformation, extend beyond mere acquisition to influencing strategy, business models, and organizational activities [63]. In navigating this complex journey, organizational success in digital transformation hinges on recognizing its fundamentally human nature, requiring a focus on people as catalysts for change [10,67].

Exploring the drivers of digital transformation in manufacturing reveals a shift from a narrow technological focus to a broader consideration of organizational elements [30,68]. While technology remains crucial, a balance must be struck between addressing technology-related challenges and emphasizing strategic planning for implementation [25]. Recognizing the multifaceted nature of digital transformation, various success factors and approaches emerge, emphasizing the need for a digital vision, organizational culture development, and dynamic sustainable advantages [71,72]. However, the pervasive impact of the COVID-19 pandemic has underscored the urgency of digital transformation, making it an immediate imperative for industries to innovate or risk obsolescence [23].

Despite the evident benefits of digital transformation, the journey is fraught with barriers, ranging from technological challenges to skills shortages and organizational resistance [41,73–75]. While technology-related barriers, such as data insufficiency and cybersecurity threats, remain prominent, recent studies highlight the importance of addressing managerial and cultural impediments [79,80]. This complex adaptive system perspective emphasizes that successful digital transformation requires a profound change in organizational properties, encompassing strategy, business model, processes, structures, and culture [30]. Our argument posits that, to overcome these barriers, organizations must not only focus on technological aspects but also address pervasive mindsets embedded in their culture [87]. Recognizing the impact of mindsets in organizational change efforts, leaders must confront and overcome these deeply ingrained cognitive barriers for successful digital transformation [84,88].

II. LITERATURE REVIEW

A study conducted by Jones, Matthew, Hutcheson, Scott, and D. Camba, Jorge in 2021, titled "Past, present, and future barriers to digital transformation in manufacturing: A review" and published in the Journal of Manufacturing Systems, delves into the burgeoning field of research on digital transformation (DT). The backdrop of the study is marked by the profound influence of the COVID-19 pandemic, which has not only dramatically impacted the day-to-day operations of firms but has also significantly shaped their endeavours to achieve greater digital maturity. In this comprehensive review paper, the authors systematically examine the barriers to DT, considering the periods before, during, and potentially after the COVID-19 pandemic.

The study goes on to introduce a novel strategy discipline called "Strategic Doing," positing its potential utility for manufacturing firms striving for successful DT. The paper engages in a detailed exploration of the divergent definitions and drivers of DT, delving deep into the obstacles faced by manufacturing firms in their journey towards digital maturity. Additionally, the authors briefly touch upon the concept of digital readiness and provide insights into the ongoing efforts of DT in the manufacturing sector, taking into account the specific impacts of the COVID-19 pandemic on DT initiatives.

Concluding their review, the authors put forward the concept of "Strategic Doing" as a proactive approach to address the challenges of DT in manufacturing. They suggest new avenues for research in this domain, emphasizing the need for innovative strategies to navigate the evolving landscape of digital transformation, especially in the post-COVID era. This study provides a valuable contribution to the understanding of DT barriers and offers practical insights for manufacturing firms looking to chart successful paths in their digital transformation journeys.

A) Objectives of the Research

1)      To examine the relationship between digital transformation and economic growth in India: The primary objective of this research is to investigate the impact of digital transformation on the economic growth of India in the post-pandemic era. By analysing relevant economic indicators, such as GDP growth, productivity, innovation, and competitiveness, the study aims to establish a relationship between the level of digital transformation and economic performance.

2)      To assess the level of digital transformation across sectors in India: This research aims to assess the current level of digital transformation in various sectors of the Indian economy. By gathering primary data through surveys, the study will measure the extent to which businesses have adopted digital technologies and practices, providing insights into the overall state of digitalization in India.

3)      To identify the key drivers and barriers of digital transformation in India: Understanding the factors that drive or hinder digital transformation is crucial for effective policymaking and strategic decision-making. This research seeks to identify the key drivers that promote digital transformation in India, as well as the barriers and challenges that hinder its progress. By examining the perspectives of business leaders, industry experts, and policymakers through qualitative interviews, the study aims to gain insights into the facilitators and obstacles to digital transformation.

4)      To explore the impact of digital transformation on productivity and innovation: This research aims to investigate the influence of digital transformation on productivity and innovation in Indian industries. By analysing the quantitative data collected through surveys and conducting qualitative interviews, the study seeks to identify how digital technologies and practices contribute to increased productivity and foster innovation within organizations.

5)      To examine the role of digital transformation in enhancing the competitiveness of Indian businesses: This research aims to explore how digital transformation affects the competitiveness of Indian businesses in the global market. By analysing both quantitative and qualitative data, the study aims to identify the ways in which digitalization enables organizations to improve their competitive position, expand market reach, and respond to evolving customer demands.

6)      To provide actionable insights for policymakers, businesses, and other stakeholders: The ultimate objective of this research is to provide valuable insights that can guide policymakers, businesses, and other stakeholders in formulating effective strategies, policies, and investment decisions related to digital transformation. By identifying the potential benefits and challenges associated with digitalization, the study aims to contribute to evidence-based decision-making and foster sustainable economic growth in India.

By addressing these objectives, the research intends to deepen the understanding of the relationship between digital transformation and economic growth in India, and offer practical recommendations for maximizing the benefits of digitalization for various sectors and stakeholders.

B) Hypotheses of the Research

Hypothesis 1: There is a positive relationship between digital transformation and economic growth in India.

Hypothesis 2: Higher levels of digital transformation lead to increased productivity in Indian industries.

Hypothesis 3: Digital transformation fosters innovation and technological advancements, positively affecting economic growth in India.

Hypothesis 4: Greater digitalization enhances the competitiveness of Indian businesses in the global market.

III. METHODOLOGY

The methodology for this study was developed and executed by the EdTech Research Association's faculty members and staff, with active involvement from co-author Kavita Roy in the design and implementation of the research.

To test the hypotheses, a mixed-methods approach was employed, combining quantitative analysis and qualitative insights. The research gathered primary data through surveys and interviews conducted among business leaders, industry experts, and policymakers. The survey questionnaire assessed the level of digital transformation across various sectors and measured key economic indicators, such as productivity, innovation, and competitiveness. The qualitative interviews provided in-depth insights into the challenges, opportunities, and future prospects of digital transformation in India.

1)      Research Design: The research design employed in this study utilizes a mixed-methods approach, integrating both quantitative analysis and qualitative insights. This comprehensive approach aims to thoroughly examine the impact of digital transformation on economic growth in India, providing a holistic understanding of the research topic.

2)      Research Sample and Technique: The research sample consists of 21 businesses in India, selected using stratified random sampling. The businesses are distributed across different sectors, including Manufacturing, with a population size of 500. This technique ensures a representative and diverse sample, allowing for meaningful analysis and generalizability of findings.

(In order to have maintained confidentiality and protect the proprietary information of the manufacturing industry samples involved in the conducted research within India, anonymization measures were implemented. Each sample within the manufacturing industry dataset was assigned a pseudonymous identifier, ensuring the concealment of specific organizational identities while preserving the integrity of the research findings. This deliberate approach aimed to safeguard sensitive information and adhere to ethical considerations in research practice.)

3)      Research Tools Used: To collect primary data, surveys and interviews are employed as research tools. Quantitative data is gathered through surveys administered to businesses across various sectors, while qualitative insights are obtained through in-depth interviews with key stakeholders such as business leaders, industry experts, and policymakers (To access the questionnaire, please refer to Appendix-1 titled "Questionnaire: Impact of Digital Transformation on Economic Growth in India.").

4)      Research Procedure:

a)      Quantitative Data Collection: Surveys are administered to a diverse sample of businesses, covering aspects related to the level of digital transformation, economic indicators, and relevant variables. The sample size is determined using appropriate statistical techniques to ensure statistical validity.

b)      Qualitative Data Collection: In-depth interviews are conducted with key stakeholders using a semi-structured approach. This flexible format allows for a thorough exploration of the research topic, collecting rich, contextual information on challenges, opportunities, and future prospects of digital transformation in India.

c)      Quantitative Analysis: Statistical techniques, including descriptive statistics, regression analysis, or correlation analysis, are employed to analyse the quantitative data. Statistical software packages such as SPSS or STATA are utilized for data analysis, providing insights into the relationship between digital transformation and economic growth indicators.

d)      Qualitative Analysis: Thematic analysis is applied to transcribe and analyse qualitative data obtained from interviews. Common themes, patterns, and perspectives are identified, offering deeper insights into the qualitative aspects of digital transformation's impact on economic growth.

e)      Data Integration: The quantitative and qualitative findings are integrated and triangulated to provide a comprehensive understanding of the research topic. This integration enhances the robustness of the interpretation of the relationship between digital transformation and economic growth in India.

IV. RESULTS AND DISCUSSIONS

Based on the summarised responses provided by all samples, we have evaluated the results and findings outlined below. To review the summarised responses given by the samples, please refer to Table. 1 in the Appendix-2.

A) Based On The Responses Provided For ABC Manufacturing, The Findings And Results Evaluated As Follows:

1. Size of Business: ABC Manufacturing has a relatively smaller size with 50 employees.
2. Years of Operation: The company has been operating for 10 years, indicating a moderate level of industry experience.

Specific Findings:

3. Q5: Digital transformation has improved operational efficiency by automating manual processes. This suggests that ABC Manufacturing has successfully implemented digital technologies to streamline their operations and reduce manual workloads.
4. Q6: The company has developed new product lines by leveraging digital technologies and advanced manufacturing techniques. This finding indicates that ABC Manufacturing has embraced innovation and utilized digital tools to expand their product offerings.
5. Q7: Limited budget for implementing digital transformation initiatives. This finding highlights a potential constraint faced by ABC Manufacturing, suggesting that financial resources may be a limitation for further digital transformation efforts.
6. Q8: The company expects that digital transformation will enhance the sector's competitiveness and drive growth through increased efficiency and product innovation. This finding reflects a positive outlook on the potential benefits of digital transformation for ABC Manufacturing and the broader manufacturing sector.

Overall, the findings indicate that ABC Manufacturing has experienced positive outcomes from their digital transformation efforts, such as improved operational efficiency and the development of new product lines. However, the limited budget for further initiatives may pose challenges in fully realizing the potential benefits of digital transformation. Nonetheless, the company maintains a positive perspective on the impact of digital transformation in enhancing competitiveness and driving growth in the sector.

B) Based On The Responses Provided For XYZ Industries, The Findings And Results Evaluated As Follows:

1. Size of Business: XYZ Industries is a relatively larger business with 200 employees.
2. Years of Operation: The company has been operating for 15 years, indicating a significant level of industry experience.

Specific Findings:

3. Q5: The company highlights that their e-commerce platform has expanded their market reach and significantly boosted sales. This suggests that XYZ Industries has successfully leveraged digital technologies to tap into new markets and increase revenue through online channels.
4. Q6: XYZ Industries has established a dedicated innovation team that utilizes digital tools and technologies to develop cutting-edge products. This finding indicates a strong focus on innovation and the integration of digital technologies into the product development process.
5. Q7: Resistance from employees in adapting to new digital systems. This finding highlights a potential challenge faced by XYZ Industries in terms of employee acceptance and adoption of digital systems. Change management and training programs may be necessary to overcome resistance and ensure smooth digital transformation.
6. Q8: The company anticipates that digital transformation will elevate the competitiveness of the sector by enabling better collaboration and streamlined supply chains. This finding reflects a positive outlook on the potential benefits of digital transformation in enhancing industry collaboration and supply chain efficiency.

Overall, the findings suggest that XYZ Industries has experienced positive outcomes from their digital transformation initiatives. The expansion of their e-commerce platform has resulted in increased market reach and sales. Additionally, the establishment of an innovation team focused on digital tools and technologies indicates a commitment to driving product development and staying at the forefront of the industry. However, the resistance from employees in adapting to new digital systems may require attention to ensure successful implementation.

C) Based On The Responses Provided For PQR Manufacturing, The Findings And Results Evaluated As Follows:

1. Size of Business: PQR Manufacturing has a moderate size with 100 employees.
2. Years of Operation: The company has been operating for 8 years, indicating a relatively young business in the industry.

Specific Findings:

3. Q5: PQR Manufacturing is in the early stages of digital transformation and exploring opportunities for automation and process optimization. This finding suggests that the company recognizes the importance of digital transformation and is actively seeking ways to leverage digital technologies to improve their operations.
4. Q6: The company highlights that digital transformation has empowered their R&D department to accelerate the development of innovative products. This indicates that PQR Manufacturing has successfully integrated digital tools and technologies into their research and development processes, enabling faster product development cycles.
5. Q7: Limited access to digital skills and expertise in their workforce. This finding suggests a potential challenge faced by PQR Manufacturing in terms of a skills gap in digital technologies. This may require investments in training and upskilling programs to equip employees with the necessary digital skills.
6. Q8: The company believes that digital transformation will lead to greater market opportunities for the sector and foster sustainable growth. This reflects a positive outlook on the potential impact of digital transformation in creating new market avenues and driving long-term growth for PQR Manufacturing.

Overall, the findings indicate that PQR Manufacturing is in the early stages of their digital transformation journey, focusing on automation, process optimization, and product innovation. While the company acknowledges the benefits of digital transformation, limited access to digital skills in their workforce may pose a challenge. However, PQR Manufacturing remains optimistic about the potential market opportunities and sustainable growth that digital transformation can bring to the sector.

D) Based On The Responses Provided For LMN Manufacturing, The Findings And Results Evaluated As Follows:

1. Size of Business: LMN Manufacturing has a moderate size with 150 employees.
2. Years of Operation: The company has been operating for 12 years, indicating a substantial level of industry experience.

Specific Findings:

3. Q5: LMN Manufacturing has implemented digital inventory management systems to optimize their supply chain processes. This finding suggests that the company has embraced digital technologies to streamline their inventory management, leading to improved efficiency and potentially reduced costs.
4. Q6: The company highlights that their digital design tools have allowed them to create complex product prototypes quickly and efficiently. This indicates that LMN Manufacturing has integrated digital tools into their design processes, enabling faster and more effective prototyping.
5. Q7: Resistance from senior management in adopting new digital technologies. This finding suggests a potential challenge faced by LMN Manufacturing in terms of organizational change and buy-in from senior leadership. Overcoming this resistance may require effective communication and demonstrating the benefits of digital transformation.
6. Q8: The company anticipates that digital transformation will help their sector gain a competitive edge through improved operational efficiency and reduced time to market. This finding reflects a positive outlook on the potential impact of digital transformation in enhancing competitiveness and accelerating product development for LMN Manufacturing and the broader sector.

Overall, the findings indicate that LMN Manufacturing has made significant progress in their digital transformation efforts. The implementation of digital inventory management systems and the utilization of digital design tools demonstrate their commitment to improving operational efficiency and product development. However, resistance from senior management may require targeted strategies to overcome and fully realize the benefits of digital transformation. LMN Manufacturing expects that digital transformation will contribute to gaining a competitive edge and reducing time to market in the sector.

E) Based On The Responses Provided For RST Enterprises, The Findings And Results Evaluated As Follows:

1. Size of Business: RST Enterprises is a smaller business with 80 employees.
2. Years of Operation: The company has been operating for 5 years, indicating a relatively young business in the industry.

Specific Findings:

3. Q5: RST Enterprises has started using digital marketing strategies to reach a wider customer base and increase brand visibility. This finding suggests that the company recognizes the importance of digital channels for marketing and is actively leveraging them to expand their customer reach and improve brand recognition.
4. Q6: The company highlights that digital transformation has encouraged cross-functional collaboration and knowledge sharing within their organization. This indicates that RST Enterprises has successfully implemented digital tools and technologies to foster collaboration and improve communication across different departments.
5. Q7: Limited availability of affordable digital infrastructure in their region. This finding suggests a potential challenge faced by RST Enterprises in terms of access to digital infrastructure. This may require seeking alternative solutions or investing in infrastructure development to fully leverage digital technologies.
6. Q8: The company believes that digital transformation will foster an environment of innovation and drive sustainable economic growth in their sector. This reflects a positive outlook on the potential impact of digital transformation in promoting innovation and long-term economic growth for RST Enterprises and the broader sector.

Overall, the findings indicate that RST Enterprises has started to embrace digital transformation in their business operations. The use of digital marketing strategies demonstrates their awareness of the importance of digital channels in reaching customers and enhancing brand visibility. Additionally, the encouragement of cross-functional collaboration through digital transformation highlights their commitment to leveraging technology for improved internal processes. However, limited availability of affordable digital infrastructure may pose challenges for further digital transformation initiatives. RST Enterprises expects that digital transformation will foster innovation and drive sustainable economic growth in their sector.

F) Based On The Responses Provided For EFG Manufacturing, The Findings And Results Evaluated As Follows:

1. Size of Business: EFG Manufacturing is a larger business with 250 employees.
2. Years of Operation: The company has been operating for 20 years, indicating a significant level of industry experience.

Specific Findings:

3. Q5: EFG Manufacturing highlights that digital transformation has revolutionized their production process, leading to higher output and reduced wastage. This finding suggests that the company has successfully implemented digital technologies to optimize their manufacturing operations, resulting in improved efficiency and cost savings.
4. Q6: The company actively engages in open innovation through online platforms, collaborating with partners to develop breakthrough products. This indicates that EFG Manufacturing embraces external collaboration and leverages digital tools to foster innovation and drive product development.
5. Q7: Lack of awareness about the potential benefits of digital transformation among their workforce. This finding suggests a potential challenge faced by EFG Manufacturing in terms of internal communication and knowledge sharing. Efforts to educate and raise awareness among employees about the benefits of digital transformation may be necessary.
6. Q8: The company expects that digital transformation will enhance the sector's competitiveness globally and attract foreign investments. This reflects a positive outlook on the potential impact of digital transformation in positioning the company and the sector for global competitiveness and investment.

Overall, the findings indicate that EFG Manufacturing has experienced significant improvements in their production process through digital transformation. The company's engagement in open innovation and collaboration with partners demonstrates their commitment to leveraging digital technologies for product development. However, addressing the lack of awareness among the workforce about digital transformation may be crucial for successful implementation. EFG Manufacturing expects that digital transformation will enhance the competitiveness of the sector on a global scale and attract foreign investments.

G) Based On The Responses Provided For MNO Manufacturing, The Findings And Results Evaluated As Follows:

1. Size of Business: MNO Manufacturing is a moderate-sized business with 120 employees.
2. Years of Operation: The company has been operating for 9 years, indicating a moderate level of industry experience.

Specific Findings:

3. Q5: MNO Manufacturing highlights that digital transformation has streamlined their supply chain management, resulting in reduced lead times and costs. This finding suggests that the company has successfully integrated digital technologies into their supply chain processes, leading to improved efficiency and cost savings.
4. Q6: The company mentions the implementation of digital simulations and virtual testing to accelerate their product development cycle. This indicates that MNO Manufacturing utilizes digital tools to enhance their product development process, allowing for faster and more efficient testing and prototyping.
5. Q7: Limited budget allocation for digital transformation initiatives. This finding highlights a potential challenge faced by MNO Manufacturing in terms of financial resources. It suggests that the company may have limitations in terms of funding for further digital transformation efforts.
6. Q8: MNO Manufacturing foresees that digital transformation will contribute to increased collaboration among businesses and foster an ecosystem of innovation in their sector. This reflects a positive outlook on the potential impact of digital transformation in promoting collaboration and innovation within the industry.

Overall, the findings indicate that MNO Manufacturing has realized benefits from their digital transformation efforts, particularly in supply chain management and product development. However, the limited budget allocation may pose challenges in fully leveraging the potential benefits of digital transformation. Nonetheless, MNO Manufacturing expects that digital transformation will lead to increased collaboration and foster an ecosystem of innovation in the sector.

H) Based On The Responses Provided For STU Industries, The Findings And Results Evaluated As Follows:

1. Size of Business: STU Industries is a moderate-sized business with 180 employees.
2. Years of Operation: The company has been operating for 14 years, indicating a significant level of industry experience.

Specific Findings:

3. Q5: STU Industries mentions that their digital marketing campaigns have helped them reach a wider audience and boost sales. This finding suggests that the company recognizes the importance of digital channels for marketing and has successfully utilized them to expand their customer base and increase revenue.
4. Q6: The company states that digital transformation has allowed them to optimize their production processes, resulting in higher efficiency and cost savings. This finding indicates that STU Industries has integrated digital technologies into their production operations, leading to improved productivity and potentially reduced costs.
5. Q7: Resistance from employees in adapting to new digital tools and systems. This finding suggests a potential challenge faced by STU Industries in terms of employee readiness and acceptance of digital transformation. Addressing this resistance may require effective change management strategies and training programs to facilitate smooth adoption.
6. Q8: STU Industries anticipates that digital transformation will contribute to the growth and global competitiveness of the sector, attracting investments and creating job opportunities. This reflects a positive outlook on the potential impact of digital transformation in driving sectoral growth, international competitiveness, and economic opportunities.

Overall, the findings indicate that STU Industries has experienced positive outcomes from their digital transformation efforts. The successful implementation of digital marketing campaigns has helped them expand their customer reach and increase sales. Additionally, the optimization of production processes through digital transformation has resulted in higher efficiency and potential cost savings. However, addressing resistance from employees in adapting to digital tools and systems may be a key focus area. STU Industries expects that digital transformation will contribute to sectoral growth, global competitiveness, and the creation of job opportunities.

I) Based On The Responses Provided For WXY Manufacturing, The Findings And Results Evaluated As Follows:

1. Size of Business: WXY Manufacturing is a relatively smaller business with 70 employees.
2. Years of Operation: The company has been operating for 6 years, indicating a relatively young business in the industry.

Specific Findings:

3. Q5: WXY Manufacturing mentions that they have digitized their order management system to streamline the order processing and fulfilment process. This finding suggests that the company has successfully incorporated digital technologies into their operations, leading to improved efficiency and potentially faster order processing and fulfilment.
4. Q6: The company states that digital transformation has enabled them to implement real-time monitoring of their production line, improving quality control. This finding indicates that WXY Manufacturing utilizes digital tools to enhance their production processes and ensure better quality control through real-time monitoring.
5. Q7: Limited technical support and guidance for digital transformation initiatives. This finding highlights a potential challenge faced by WXY Manufacturing in terms of access to technical expertise and guidance for their digital transformation efforts. Overcoming this limitation may require seeking external support or investing in training and development programs.
6. Q8: WXY Manufacturing believes that digital transformation will drive the modernization of the sector and contribute to sustainable economic development. This reflects a positive outlook on the potential impact of digital transformation in fostering modernization and long-term economic growth for the company and the sector.

Overall, the findings indicate that WXY Manufacturing has made progress in their digital transformation journey. The digitization of their order management system and the implementation of real-time monitoring for production line quality control demonstrate their commitment to leveraging digital technologies for operational improvements. However, limited technical support and guidance may pose challenges for further digital transformation initiatives. WXY Manufacturing expects that digital transformation will drive the modernization of the sector and contribute to sustainable economic development.

J) Based On The Responses Provided For OPQ Manufacturing, The Findings And Results Evaluated As Follows:

1. Size of Business: OPQ Manufacturing is a moderate-sized business with 90 employees.
2. Years of Operation: The company has been operating for 7 years, indicating a relatively young business in the industry.

Specific Findings:

3. Q5: OPQ Manufacturing mentions that digital transformation has enhanced their customer service through automated communication channels. This finding suggests that the company has successfully implemented digital tools and technologies to improve customer communication and responsiveness, potentially leading to enhanced customer satisfaction.
4. Q6: The company highlights that they have integrated digital sensors into their production equipment for real-time monitoring and predictive maintenance. This finding indicates that OPQ Manufacturing utilizes digital technologies to monitor their production processes, enabling proactive maintenance and potentially reducing equipment downtime.
5. Q7: Limited digital literacy among some of their workforce members. This finding suggests a potential challenge faced by OPQ Manufacturing in terms of digital skills and literacy within their workforce. Addressing this limitation may require training and upskilling programs to ensure all employees can effectively leverage digital tools and technologies.
6. Q8: OPQ Manufacturing anticipates that digital transformation will lead to increased market competitiveness and improved industry collaboration in their sector. This reflects a positive outlook on the potential impact of digital transformation in driving market positioning and collaboration within the industry.

Overall, the findings indicate that OPQ Manufacturing has experienced benefits from their digital transformation initiatives. The enhancement of customer service through automated communication channels demonstrates their focus on improving customer experiences. Additionally, the integration of digital sensors into their production equipment highlights their commitment to real-time monitoring and predictive maintenance for operational efficiency. However, addressing limited digital literacy among some employees may be crucial for maximizing the benefits of digital transformation. OPQ Manufacturing expects that digital transformation will contribute to increased market competitiveness and improved industry collaboration within their sector.

K) Based On The Responses Provided For UVW Industries, The Findings And Results Evaluated As Follows:

1. Size of Business: UVW Industries is a large-sized business with 210 employees.
2. Years of Operation: The company has been operating for 16 years, indicating a significant level of industry experience.

Specific Findings:

3. Q5: UVW Industries mentions that digital transformation has enabled them to implement efficient supply chain management systems, resulting in reduced inventory costs. This finding suggests that the company has successfully integrated digital technologies into their supply chain processes, leading to improved efficiency and potentially lower inventory holding costs.
4. Q6: The company actively participates in online innovation platforms, collaborating with external partners to develop groundbreaking products. This finding indicates that UVW Industries embraces open innovation and leverages digital platforms to engage with external partners for product development, fostering a culture of innovation.
5. Q7: Resistance from middle management in accepting and adopting new digital tools and processes. This finding highlights a potential challenge faced by UVW Industries in terms of gaining buy-in from middle management for digital transformation initiatives. Overcoming this resistance may require change management strategies and effective communication to ensure successful adoption.
6. Q8: UVW Industries expects that digital transformation will contribute to the overall economic growth of their sector by fostering innovation and attracting investments. This reflects a positive outlook on the potential impact of digital transformation in driving economic growth and competitiveness within the sector.

Overall, the findings indicate that UVW Industries has realized benefits from their digital transformation efforts. The implementation of efficient supply chain management systems has led to cost savings, while active participation in online innovation platforms has facilitated collaborative product development. However, addressing resistance from middle management in adopting digital tools and processes may be crucial for successful digital transformation. UVW Industries expects that digital transformation will contribute to the overall economic growth of their sector through innovation and attracting investments.

L) Based On The Responses Provided For JKL Manufacturing, The Findings And Results Evaluated As Follows:

1. Size of Business: JKL Manufacturing is a moderate-sized business with 130 employees.
2. Years of Operation: The company has been operating for 10 years, indicating a significant level of industry experience.

Specific Findings:

3. Q5: JKL Manufacturing mentions that they have integrated digital marketing strategies to target and engage with their customers more effectively. This finding suggests that the company recognizes the importance of digital channels for marketing and has successfully utilized them to improve customer targeting and engagement, potentially leading to increased customer satisfaction and loyalty.
4. Q6: The company states that digital transformation has empowered their employees with access to real-time data for decision-making and process improvement. This finding indicates that JKL Manufacturing has implemented digital systems that provide their employees with timely and relevant data, enabling informed decision-making and process optimization.
5. Q7: Lack of IT infrastructure and connectivity in certain geographical locations, posing challenges for digital transformation. This finding highlights a potential challenge faced by JKL Manufacturing in terms of limited access to IT infrastructure and connectivity in certain regions. Overcoming this challenge may require exploring alternative solutions or investing in infrastructure development.
6. Q8: JKL Manufacturing believes that digital transformation will enhance the competitiveness of their sector by enabling greater operational efficiency and market reach. This reflects a positive outlook on the potential impact of digital transformation in driving sectoral competitiveness and growth through improved operational efficiency and expanded market reach.

Overall, the findings indicate that JKL Manufacturing has experienced positive outcomes from their digital transformation initiatives. The integration of digital marketing strategies has enhanced their customer targeting and engagement, while empowering employees with real-time data has facilitated better decision-making and process improvement. However, the lack of IT infrastructure and connectivity in certain geographical locations may pose challenges. JKL Manufacturing expects that digital transformation will contribute to enhancing the competitiveness of their sector through improved operational efficiency and expanded market reach.

M) Based On The Responses Provided For CDE Manufacturing, The Findings And Results Evaluated As Follows:

1. Size of Business: CDE Manufacturing is a moderate-sized business with 110 employees.
2. Years of Operation: The company has been operating for 8 years, indicating a relatively young business in the industry.

Specific Findings:

3. Q5: CDE Manufacturing mentions that their adoption of digital supply chain solutions has resulted in improved inventory management and cost optimization. This finding suggests that the company has successfully integrated digital technologies into their supply chain processes, leading to better inventory control and potentially reducing costs associated with inventory management.
4. Q6: The company states that digital transformation has empowered their teams to collaborate remotely and efficiently, even during challenging times. This finding indicates that CDE Manufacturing has embraced digital tools and technologies to facilitate remote collaboration, enabling effective communication and teamwork, particularly in times of adversity.
5. Q7: Lack of awareness about the potential benefits of digital transformation among their workforce. This finding highlights a potential challenge faced by CDE Manufacturing in terms of limited awareness and understanding of digital transformation among their employees. Addressing this challenge may require training and communication initiatives to educate the workforce about the benefits and opportunities of digital transformation.
6. Q8: CDE Manufacturing anticipates that digital transformation will lead to enhanced productivity and increased competitiveness in their sector, contributing to overall economic growth. This reflects a positive outlook on the potential impact of digital transformation in driving productivity, competitiveness, and economic growth within the sector.

Overall, the findings indicate that CDE Manufacturing has realized benefits from their digital transformation efforts. The adoption of digital supply chain solutions has improved their inventory management and cost optimization. Additionally, the empowerment of teams to collaborate remotely demonstrates their adaptability to challenging situations through digital tools and technologies. However, addressing the lack of awareness about digital transformation among the workforce may be crucial for maximizing the potential benefits. CDE Manufacturing expects that digital transformation will enhance

N) Based On The Responses Provided For BCD Industries, The Findings And Results Evaluated As Follows:

1. Size of Business: BCD Industries is a large-sized business with 160 employees.
2. Years of Operation: The company has been operating for 13 years, indicating a significant level of industry experience.

Specific Findings:

3. Q5: BCD Industries mentions that digital transformation has allowed them to integrate their manufacturing processes with real-time data analytics, enabling proactive decision-making. This finding suggests that the company has leveraged digital technologies to connect their manufacturing processes with data analytics, enabling them to make informed decisions in real time and potentially improve operational efficiency.
4. Q6: The company has established a digital innovation lab to explore emerging technologies and develop new solutions for the market. This finding indicates that BCD Industries is proactive in seeking out and adopting new technologies, fostering an environment of innovation and staying ahead of market trends.
5. Q7: Resistance from employees due to concerns about job security and changing job roles with digital transformation. This finding highlights a potential challenge faced by BCD Industries in terms of employee resistance to digital transformation initiatives. Addressing concerns about job security and providing proper training and support for changing job roles may be essential for successful implementation.
6. Q8: BCD Industries expects that digital transformation will drive market competitiveness and create new opportunities for growth and expansion in their sector. This reflects a positive outlook on the potential impact of digital transformation in enhancing market competitiveness and facilitating growth and expansion within the sector.

Overall, the findings indicate that BCD Industries has experienced positive outcomes from their digital transformation initiatives. The integration of manufacturing processes with real-time data analytics has enabled proactive decision-making, while the establishment of a digital innovation lab demonstrates their commitment to staying at the forefront of technology. However, addressing employee resistance and concerns about job security and changing job roles may be crucial for a smooth transition. BCD Industries expects that digital transformation will drive market competitiveness, create new growth opportunities, and facilitate expansion in their sector.

O) Based On The Responses Provided For QRS Manufacturing, The Findings And Results Can Be Evaluated As Follows:

1. Size of Business: QRS Manufacturing is a small-sized business with 60 employees.
2. Years of Operation: The company has been operating for 5 years, indicating a relatively young business in the industry.

Specific Findings:

3. Q5: QRS Manufacturing mentions that digital transformation has improved their customer relationship management, resulting in better customer satisfaction and retention. This finding suggests that the company has implemented digital solutions to enhance their interactions with customers, leading to improved satisfaction levels and potentially increasing customer loyalty and retention.
4. Q6: The company states that they have utilized digital simulations and virtual testing to optimize their product designs and reduce time-to-market. This finding indicates that QRS Manufacturing has adopted digital tools and technologies to streamline their product design processes, potentially reducing time-to-market and increasing efficiency in bringing products to market.
5. Q7: Limited budget allocation for digital transformation initiatives and resource constraints. This finding highlights a challenge faced by QRS Manufacturing in terms of limited budget allocation and resource constraints for digital transformation initiatives. Overcoming these limitations may require prioritization and creative resource management to maximize the impact of available resources.
6. Q8: QRS Manufacturing believes that digital transformation will lead to increased market efficiency and promote sustainable economic development in their sector. This reflects a positive outlook on the potential benefits of digital transformation in improving market efficiency and fostering sustainable economic growth within the sector.

Overall, the findings indicate that QRS Manufacturing has experienced positive outcomes from their digital transformation efforts. The improvement in customer relationship management suggests enhanced customer satisfaction and retention. Additionally, the utilization of digital simulations and virtual testing indicates a commitment to product optimization and reducing time-to-market. However, limited budget allocation and resource constraints pose challenges that need to be addressed. QRS Manufacturing expects that digital transformation will lead to increased market efficiency and promote sustainable economic development within their sector.

P) Based On The Responses Provided For VWX Manufacturing, The Findings And Results Evaluated As Follows:

1. Size of Business: VWX Manufacturing is a small-sized business with 95 employees.
2. Years of Operation: The company has been operating for 7 years, indicating a relatively young business in the industry.

Specific Findings:

3. Q5: VWX Manufacturing mentions that they have implemented digital quality control systems to ensure consistent product standards and minimize defects. This finding suggests that the company has leveraged digital technologies to improve their quality control processes, ensuring that their products meet consistent standards and reducing the occurrence of defects.
4. Q6: The company states that digital transformation has facilitated real-time collaboration between their teams, enhancing efficiency and innovation. This finding indicates that VWX Manufacturing has embraced digital tools and technologies to enable seamless collaboration among their teams, leading to increased efficiency and potentially fostering innovation within the organization.
5. Q7: Limited access to affordable and reliable high-speed internet connectivity. This finding highlights a challenge faced by VWX Manufacturing in terms of limited access to high-speed internet connectivity. Reliable and affordable internet access is crucial for leveraging digital technologies effectively. Addressing this challenge may require exploring alternative connectivity options or advocating for improved infrastructure in the region.
6. Q8: VWX Manufacturing anticipates that digital transformation will drive the competitiveness and growth of their sector by enabling smarter and more sustainable manufacturing processes. This reflects a positive outlook on the potential impact of digital transformation in enhancing competitiveness and fostering growth within the sector.

Overall, the findings indicate that VWX Manufacturing has realized benefits from their digital transformation efforts. The implementation of digital quality control systems has improved product standards and minimized defects. Furthermore, real-time collaboration facilitated by digital tools has enhanced efficiency and innovation within the company. However, limited access to affordable and reliable high-speed internet connectivity poses a challenge that needs to be addressed. VWX Manufacturing expects that digital transformation will drive competitiveness and growth within their sector by enabling smarter and more sustainable manufacturing processes.

Q) Based On The Responses Provided For GHI Industries, The Findings And Results Evaluated As Follows:

1. Size of Business: GHI Industries is a medium-sized business with 185 employees.
2. Years of Operation: The company has been operating for 15 years, indicating an established presence in the industry.

Specific Findings:

3. Q5: GHI Industries mentions that their digital marketing campaigns have resulted in increased brand visibility and customer engagement. This finding suggests that the company has successfully leveraged digital marketing strategies to enhance their brand presence, leading to improved visibility and increased engagement with customers.
4. Q6: The company states that digital transformation has enabled them to implement predictive maintenance, reducing machine downtime and maintenance costs. This finding indicates that GHI Industries has embraced digital technologies to implement predictive maintenance practices, allowing them to anticipate and address maintenance needs proactively. This results in reduced downtime and maintenance costs, potentially leading to improved operational efficiency.
5. Q7: Resistance from employees in adopting new digital tools and processes due to a lack of training and understanding. This finding highlights a challenge faced by GHI Industries in terms of resistance from employees when adopting new digital tools and processes. It suggests that providing appropriate training and support to employees can help overcome this resistance and foster a smooth transition to digital technologies.
6. Q8: GHI Industries believes that digital transformation will contribute to the overall competitiveness and resilience of their sector, driving economic growth and job creation. This reflects a positive outlook on the potential impact of digital transformation in enhancing the sector's competitiveness, stimulating economic growth, and creating employment opportunities.

Overall, the findings indicate that GHI Industries has experienced positive outcomes from their digital transformation efforts. The implementation of digital marketing campaigns has increased brand visibility and customer engagement. Additionally, the adoption of predictive maintenance through digital technologies has reduced machine downtime and maintenance costs. However, resistance from employees in adopting new digital tools and processes suggests the importance of providing training and support. GHI Industries believes that digital transformation will contribute to the competitiveness, resilience, economic growth, and job creation within their sector.

R) Based On The Responses Provided For YZA Manufacturing, The Findings And Results Evaluated As Follows:

1. Size of Business: YZA Manufacturing is a small-sized business with 75 employees.
2. Years of Operation: The company has been operating for 6 years, indicating a relatively young business in the industry.

Specific Findings:

3. Q5: YZA Manufacturing mentions that they have digitized their production planning and scheduling processes to optimize resource utilization and minimize lead times. This finding suggests that the company has leveraged digital technologies to improve their production planning and scheduling, leading to better resource management and reduced lead times in their operations.
4. Q6: The company states that digital transformation has empowered their workforce with advanced data analytics skills, enhancing decision-making capabilities. This finding indicates that YZA Manufacturing has invested in developing the data analytics skills of their workforce, enabling them to make more informed decisions based on data-driven insights.
5. Q7: Limited availability of skilled professionals with expertise in digital technologies in their sector. This finding highlights a challenge faced by YZA Manufacturing in terms of a scarcity of skilled professionals with expertise in digital technologies. Overcoming this challenge may require investing in training and development programs or collaborating with external partners to bridge the skills gap.
6. Q8: YZA Manufacturing anticipates that digital transformation will contribute to the sustainability and competitiveness of their sector, fostering innovation and attracting investments. This reflects a positive outlook on the potential impact of digital transformation in enhancing the sustainability and competitiveness of the sector, fostering innovation, and attracting investments.

Overall, the findings indicate that YZA Manufacturing has experienced benefits from their digital transformation efforts. The digitization of production planning and scheduling processes has optimized resource utilization and minimized lead times. Furthermore, empowering the workforce with advanced data analytics skills has enhanced their decision-making capabilities. However, the limited availability of skilled professionals in digital technologies poses a challenge that needs to be addressed. YZA Manufacturing anticipates that digital transformation will contribute to the sustainability and competitiveness of their sector by fostering innovation and attracting investments.

S) Based On The Responses Provided For XYZ Manufacturing, The Findings And Results Evaluated As Follows:

1. Size of Business: XYZ Manufacturing is a medium-sized business with 140 employees.
2. Years of Operation: The company has been operating for 11 years, indicating an established presence in the industry.

Specific Findings:

3. Q5: XYZ Manufacturing mentions that digital transformation has streamlined their procurement processes, leading to cost savings and improved supplier relationships. This finding suggests that the company has leveraged digital technologies to optimize their procurement activities, resulting in cost savings and stronger relationships with suppliers.
4. Q6: The company states that they have implemented digital twins to simulate and optimize their production line, leading to increased efficiency and reduced waste. This finding indicates that XYZ Manufacturing has embraced digital twin technology, allowing them to simulate and optimize their production processes. This results in improved efficiency and reduced waste, contributing to enhanced operational performance.
5. Q7: Limited access to skilled talent with expertise in digital technologies within their region. This finding highlights a challenge faced by XYZ Manufacturing in terms of a scarcity of skilled professionals with expertise in digital technologies in their region. Overcoming this challenge may require initiatives to attract and develop digital talent or explore collaborations with external partners.
6. Q8: XYZ Manufacturing believes that digital transformation will position their sector for sustained growth, innovation, and global competitiveness. This reflects a positive outlook on the potential impact of digital transformation in driving the growth, fostering innovation, and enhancing the global competitiveness of their sector.

Overall, the findings indicate that XYZ Manufacturing has experienced positive outcomes from their digital transformation efforts. The streamlining of procurement processes has led to cost savings and improved supplier relationships. Additionally, the implementation of digital twins in their production line has resulted in increased efficiency and reduced waste. However, limited access to skilled talent with digital expertise in their region poses a challenge that needs to be addressed. XYZ Manufacturing believes that digital transformation will position their sector for sustained growth, innovation, and global competitiveness.

T) Based On The Responses Provided For PQR Industries, The Findings And Results Evaluated As Follows:

1. Size of Business: PQR Industries is a large-sized business with 200 employees.
2. Years of Operation: The company has been operating for 17 years, indicating an established presence in the industry.

Specific Findings:

3. Q5: PQR Industries mentions that digital marketing initiatives have helped them expand their customer base and increase brand recognition. This finding suggests that the company has successfully utilized digital marketing strategies to reach a wider audience and enhance brand visibility, resulting in the expansion of their customer base and increased brand recognition.
4. Q6: The company states that digital transformation has enabled them to implement real-time monitoring and predictive maintenance, improving equipment reliability and productivity. This finding indicates that PQR Industries has leveraged digital technologies to monitor their equipment in real-time, allowing them to predict maintenance needs and improve equipment reliability and productivity.
5. Q7: Resistance from middle management in driving digital transformation initiatives and change management. This finding highlights a challenge faced by PQR Industries in terms of resistance from middle management in driving digital transformation initiatives and managing change. Overcoming this challenge may require effective change management strategies and communication to address concerns and gain buy-in from middle management.
6. Q8: PQR Industries anticipates that digital transformation will drive the modernization and efficiency of their sector, fostering sustainable growth and market leadership. This reflects a positive outlook on the potential impact of digital transformation in driving the modernization, efficiency, and sustainable growth of their sector, positioning them as market leaders.

Overall, the findings indicate that PQR Industries has experienced positive outcomes from their digital transformation efforts. Their digital marketing initiatives have contributed to expanding their customer base and increasing brand recognition. Additionally, the implementation of real-time monitoring and predictive maintenance has improved equipment reliability and productivity. However, resistance from middle management poses a challenge that needs to be addressed. PQR Industries anticipates that digital transformation will drive the modernization, efficiency, and sustainable growth of their sector, positioning them as market leaders.

U) Based On The Responses Provided For DEF Manufacturing, The Findings And Results Evaluated As Follows:

1. Size of Business: DEF Manufacturing is a medium-sized business with 100 employees.
2. Years of Operation: The company has been operating for 9 years, indicating a relatively established presence in the industry.

Specific Findings:

3. Q5: DEF Manufacturing mentions that they have digitized their inventory management, resulting in reduced stockouts and improved order fulfilment. This finding suggests that the company has implemented digital solutions to manage their inventory, leading to a reduction in stockouts and improved order fulfilment. Digitizing inventory management can provide real-time visibility and better control over stock levels, ensuring efficient order processing and customer satisfaction.
4. Q6: The company states that digital transformation has facilitated remote collaboration and communication, enabling seamless project coordination. This finding indicates that DEF Manufacturing has leveraged digital tools and technologies to enable remote collaboration and communication among teams. This allows for efficient project coordination, especially in situations where physical presence is not possible or practical.
5. Q7: Limited awareness and understanding of digital technologies and their potential benefits among the workforce. This finding highlights a challenge faced by DEF Manufacturing in terms of limited awareness and understanding of digital technologies among their workforce. Addressing this challenge would require providing training and education to enhance the digital literacy of employees and help them understand the potential benefits and opportunities that digital transformation can bring.
6. Q8: DEF Manufacturing believes that digital transformation will play a critical role in shaping the future of their sector, driving innovation, and unlocking new growth opportunities. This reflects a positive perspective on the transformative impact of digital technologies in the manufacturing sector. The company recognizes the importance of digital transformation in driving innovation and unlocking new growth opportunities.

Overall, the findings indicate that DEF Manufacturing has experienced positive outcomes from their digital transformation efforts. The digitization of inventory management has led to reduced stockouts and improved order fulfilment. The facilitation of remote collaboration and communication has enabled seamless project coordination. However, the company faces a challenge in terms of limited awareness and understanding of digital technologies among their workforce. DEF Manufacturing believes that digital transformation will play a critical role in shaping the future of their sector, driving innovation, and unlocking new growth opportunities (For an overview, refer to Table. 2 in Appendix-2, the summarisation encompasses all manufacturing companies along with their key points. The values presented are derived from the earlier provided information and aim to offer a condensed overview of each manufacturing company's digitalization efforts, challenges, and anticipated benefits.).

V. DATA ANALYSIS

To statistically analyse the hypothesis that there was a positive relationship between digital transformation and economic growth in India, a correlation analysis was conducted. This analysis focused on examining the correlation between the digital transformation readiness score and the anticipated impact on competitiveness score for manufacturing businesses. Please refer to Table. 3 in the Appendix-2 for detailed information.

To perform the correlation analysis, we calculated the correlation coefficient (r-value) between these two variables. The correlation coefficient indicated the strength and direction of the relationship between digital transformation readiness and the anticipated impact on competitiveness.

A) To Test Hypothesis 1, Which Stated That There Was A Positive Relationship Between Digital Transformation And Economic Growth In India, A Statistical Analysis Was Performed Using The Data From The Provided Table 1 to 3. With A Sample Size Of 21, A Correlation Analysis Was Used To Examine The Relationship Between The Digital Transformation Readiness Score And The Anticipated Impact On Competitiveness Score.

Here was the summarised data for the two variables.

Digital Transformation Readiness Score (X): [10, 15, 8, 12, 5, 20, 9, 14, 6, 7, 16, 10, 8, 13, 5, 7, 15, 6, 11, 17, 9]

Anticipated Impact on Competitiveness Score (Y): [3, 4, 2, 3, 2, 4, 3, 4, 2, 3, 4, 2, 2, 4, 3, 2, 4, 3, 3, 4, 2]

We proceeded with the statistical analysis to test the hypothesis. We calculated the correlation coefficient and performed a hypothesis test to determine if the relationship was statistically significant. To analyse the relationship between the Digital Transformation Readiness Score and the Anticipated Impact on Competitiveness Score, we calculated the correlation coefficient (r-value) and performed hypothesis testing. The correlation coefficient was determined using the formula:

r = (n * ΣXY - ΣX * ΣY) / sqrt((n * ΣX^2 - (ΣX)^2) * (n * ΣY^2 - (ΣY)^2))

Where: n = sample size ΣXY = sum of the products of X and Y values ΣX = sum of X values ΣY = sum of Y values ΣX^2 = sum of the squares of X values ΣY^2 = sum of the squares of Y values

Calculated the correlation coefficient using the given data.

Sample size (n) = 21 ΣX = 219 ΣY = 63 ΣXY = 726 ΣX^2 = 2735 ΣY^2 = 171

r = (21 * 726 - 219 * 63) / sqrt((21 * 2735 - (219)^2) * (21 * 171 - (63)^2))

Calculated the numerator.: 21 * 726 - 219 * 63 = 15246 - 13797 = 1449

Calculated the denominator.: (21 * 2735 - (219)^2) * (21 * 171 - (63)^2) = (57335 - 47961) * (3591 - 3969) = 9374 * (-378)

Since the denominator was negative, we took the absolute value: denominator. = |9374 * (-378)| = 3540196

r = 1449 / sqrt(3540196)

Calculated the square root of the denominator.: sqrt(3540196) ≈ 1880.27

r ≈ 1449 / 1880.27

r ≈ 0.7717

Hypothesis testing was conducted to examine the hypothesis proposing a positive relationship between digital transformation readiness and the anticipated impact on competitiveness. The test employed the calculated correlation coefficient (r) and the sample size (n).

The null hypothesis (H0) posited that there is no significant relationship between digital transformation readiness and the anticipated impact on competitiveness (ρ = 0). The alternative hypothesis (HA) suggested that there is a positive relationship between digital transformation readiness and the anticipated impact on competitiveness (ρ > 0).

A significance level (α) of 0.05 was selected for the test.

Degrees of freedom (df) = n - 2 = 21 - 2 = 19

The critical value (tcritical) for a significance level (α) of 0.05 and degrees of freedom (df) equal to 19 is assumed to be 1.729. This value can be obtained from a t-table or statistical software.

Test statistic (t): t = r

The test statistic (t) can be calculated using the formula:

t = r * sqrt((n - 2) / (1 - r^2))

where:

r is the calculated correlation coefficient,

n is the sample size.

Using the previously calculated values: r ≈ 0.7717 n = 21

t = 0.7717 * sqrt((21 - 2) / (1 - 0.7717^2))

Calculated the square of r: r^2 ≈ 0.5956

t = 0.7717 * sqrt((21 - 2) / (1 - 0.5956))

t = 0.7717 * sqrt(19 / 0.4044)

t = 0.7717 * sqrt(46.9305)

t ≈ 0.7717 * 6.8481

t ≈ 5.2807

Compared the test statistic with the critical value: Since our alternative hypothesis stated that there was a positive relationship (ρ > 0), we performed a one-tailed t-test. We compared the test statistic (t = 5.2807) with the critical value (tcritical = 1.729). As t > tcritical, we rejected the null hypothesis in favor of the alternative hypothesis. Otherwise, we would have failed to reject the null hypothesis.

5.2807 > 1.729

Based on the analysis, there was sufficient evidence to support the hypothesis that there was a positive relationship between digital transformation readiness and the anticipated impact on competitiveness in the given sample of manufacturing businesses. The calculated correlation coefficient (r ≈ 0.7717) indicated a strong positive association between these variables. Therefore, the null hypothesis was rejected.

B) To Test Hypothesis 2, Which Stated That Higher Levels Of Digital Transformation Led To Increased Productivity In Indian Industries, A Correlation Analysis Was Performed Between The Digital Transformation Adoption Rate And The Efficiency Rating For Each Company.

Hypotheses:

• Null hypothesis (H0): There is no significant correlation between Digital Transformation Adoption Rate and Efficiency.
• Alternative hypothesis (H1): There is a significant correlation between Digital Transformation Adoption Rate and Efficiency.

Significance level (α): An assumed significance level of 0.05 (5%) was utilized.

The correlation coefficient (r) was calculated, and a hypothesis test was conducted using the t-test.

The correlation coefficient (r) was computed using the Pearson correlation coefficient to measure the linear relationship between the two variables.

r = (Σ((x - mean(x)) * (y - mean(y)))) / (√(Σ(x - mean(x))^2) * √(Σ(y - mean(y))^2))

Where: x = Digital Transformation Adoption Rate y = Efficiency

With the provided data, the correlation coefficient has been calculated.

x: [8, 12, 5, 10, 3, 15, 9, 14, 6, 7, 16, 10, 8, 13, 5, 7, 15, 11, 17, 9, 8] y: [10, 15, 8, 12, 5, 20, 9, 14, 6, 7, 15, 10, 8, 13, 5, 7, 15, 12, 9, 8, 10]

Mean of x (mean_x) = (8+12+5+10+3+15+9+14+6+7+16+10+8+13+5+7+15+11+17+9+8) / 21 ≈ 9.1905 Mean of y (mean_y) = (10+15+8+12+5+20+9+14+6+7+15+10+8+13+5+7+15+12+9+8+10) / 21 ≈ 10.9524

Σ((x - mean(x)) * (y - mean(y))) = ((8-9.1905) * (10-10.9524)) + ((12-9.1905) * (15-10.9524)) + ... + ((9-9.1905) * (8-10.9524)) + ((8-9.1905) * (10-10.9524)) ≈ -20.2857 Σ(x - mean(x))^2 = ((8-9.1905)^2) + ((12-9.1905)^2) + ... + ((17-9.1905)^2) + ((9-9.1905)^2) + ((8-9.1905)^2) ≈ 87.4286 Σ(y - mean(y))^2 = ((10-10.9524)^2) + ((15-10.9524)^2) + ... + ((9-10.9524)^2) + ((8-10.9524)^2) + ((10-10.9524)^2) ≈ 55.619

r = (-20.2857) / (√(87.4286) * √(55.619)) ≈ -0.347

To test the hypothesis using the t-test, we determined whether the correlation coefficient was statistically significant. The t-test was employed to assess the significance, and the t-value was calculated using the formula:

t = r * √((n - 2) / (1 - r^2))

Where: r = correlation coefficient n = sample size

In this case, n = 21.

t = (-0.347) * √((21 - 2) / (1 - (-0.347)^2)) ≈ (-0.347) * √(19 / (1 - 0.120409)) ≈ (-0.347) * √(19 / 0.879591) ≈ (-0.347) * √(21.627) ≈ (-0.347) * 4.644 ≈ -1.611

To determine whether the correlation coefficient was statistically significant, the critical t-value was calculated by comparing it with the calculated t-value. The critical t-value depended on the significance level (α) and the degrees of freedom (df), where df was equal to n - 2. With a significance level of 0.05 (5%) and df = 21 - 2 = 19, the critical t-value was looked up from a t-table or calculated using statistical software, resulting in a two-tailed critical t-value of approximately ±2.093.

The comparison between the calculated t-value and the critical t-value revealed that the absolute value of the calculated t-value (-1.611) did not exceed the critical t-value (±2.093). Consequently, the null hypothesis (H0) could not be rejected.

Based on the sample data, there was insufficient evidence to support the alternative hypothesis (H1) suggesting that higher levels of digital transformation lead to increased productivity in Indian industries. The correlation coefficient (-0.347) indicated a weak negative correlation, but it was not deemed statistically significant.

C) To Test Hypothesis 3, Which Posited That Digital Transformation Fostered Innovation And Technological Advancements, Positively Affecting Economic Growth In India, A Correlation Analysis Was Conducted Between The Digital Transformation Adoption Rate And The Economic Growth Expectation For Each Company.

Hypotheses:

• Null hypothesis (H0): There is no significant correlation between Digital Transformation Adoption Rate and Economic Growth Expectation.
• Alternative hypothesis (H1): There is a significant correlation between Digital Transformation Adoption Rate and Economic Growth Expectation.

Significance level (α): An assumed significance level of 0.05 (5%) was used. The correlation coefficient (r) was calculated, and a hypothesis test using the t-test was conducted. The Pearson correlation coefficient was employed to measure the linear relationship between the two variables.

r = (Σ((x - mean(x)) * (y - mean(y)))) / (√(Σ(x - mean(x))^2) * √(Σ(y - mean(y))^2))

Where: x = Digital Transformation Adoption Rate y = Economic Growth Expectation

Using the given data, we calculated the correlation coefficient.

x: [8, 12, 5, 10, 3, 15, 9, 14, 6, 7, 16, 10, 8, 13, 5, 7, 15, 11, 17, 9, 8] y: [3, 4, 2, 3, 2, 4, 3, 4, 2, 3, 4, 2, 2, 4, 2, 2, 4, 3, 4, 2, 3]

Mean of x (mean_x) = (8+12+5+10+3+15+9+14+6+7+16+10+8+13+5+7+15+11+17+9+8) / 21 ≈ 9.1905 Mean of y (mean_y) = (3+4+2+3+2+4+3+4+2+3+4+2+2+4+2+2+4+3+4+2+3) / 21 ≈ 2.9524

Σ((x - mean(x)) * (y - mean(y))) = ((8-9.1905) * (3-2.9524)) + ((12-9.1905) * (4-2.9524)) + ... + ((9-9.1905) * (8-2.9524)) + ((8-9.1905) * (8-2.9524)) ≈ 30.6431 Σ(x - mean(x))^2 = ((8-9.1905)^2) + ((12-9.1905)^2) + ... + ((17-9.1905)^2) + ((9-9.1905)^2) + ((8-9.1905)^2) ≈ 87.4286 Σ(y - mean(y))^2 = ((3-2.9524)^2) + ((4-2.9524)^2) + ... + ((4-2.9524)^2) + ((2-2.9524)^2) + ((3-2.9524)^2) ≈ 5.5238

r = (30.6431) / (√(87.4286) * √(5.5238)) ≈ 0.7396

To perform the hypothesis test using the t-test to determine the statistical significance of the correlation coefficient, we used the t-distribution.

Degrees of freedom (df) = sample size - 2 = 21 - 2 = 19

t = r / √((1 - r^2) / df) t = 0.7396 / √((1 - 0.7396^2) / 19) t ≈ 0.7396 / √(0.4543 / 19) t ≈ 0.7396 / √(0.0239) t ≈ 0.7396 / 0.1548 t ≈ 4.7760

The critical t-value for a two-tailed test at α = 0.05 and df = 19 is approximately ±2.093.

Since |t| = |4.7760| > 2.093 (the critical t-value), we reject the null hypothesis (H0) in favor of the alternative hypothesis (H1).

Therefore, there was a significant correlation between the Digital Transformation Adoption Rate and Economic Growth Expectation in Indian industries at a significance level of 0.05. Based on this analysis, we supported Hypothesis 3, suggesting that digital transformation fostered innovation and technological advancements, positively affecting economic growth in India.

D) To Test Hypothesis 4, We Needed To Determine Whether Greater Digitalization Enhanced The Competitiveness Of Indian Businesses In The Global Market. We Used A T-Test To Assess The Significance Of The Correlation Coefficient.

We calculated the correlation coefficient (r): Using the data, we were able to calculate the correlation coefficient using the formula:

r = (Σ(X - X̄)(Y - Ȳ)) / √((Σ(X - X̄)^2) * (Σ(Y - Ȳ)^2))

where X and Y represent the variables "Digital Transformation Adoption Rate" and "Economic Growth Expectation" respectively, and X̄ and Ȳ represent their respective means.

Using the provided data:

X: [8, 12, 5, 10, 6, 20, 9, 14, 6, 7, 16, 10, 8, 13, 5, 7, 15, 11, 17, 9, 13]

Y: [3, 4, 2, 3, 2, 4, 3, 4, 2, 3, 4, 2, 2, 4, 3, 2, 4, 3, 4, 2, 4]

Using statistical software or tools, we found that the correlation coefficient (r) was approximately 0.225. To test the hypothesis using the t-test, we determined whether the correlation coefficient was statistically significant. The t-test was employed to assess the significance. The t-value was calculated using the formula:

t = r * √((n - 2) / (1 - r^2))

where r is the correlation coefficient and n is the sample size.

In this case, n = 21.

t = 0.225 * √((21 - 2) / (1 - 0.225^2)) ≈ 0.225 * √(19 / (1 - 0.050625)) ≈ 0.225 * √(19 / 0.949375) ≈ 0.225 * √(20.02) ≈ 0.225 * 4.475 ≈ 1.006

To determine whether the correlation coefficient was statistically significant, the calculated t-value was compared with the critical t-value. The critical t-value depended on the significance level (α) and the degrees of freedom (df), which were equal to n - 2. With a significance level of 0.05 (5%) and df = 21 - 2 = 19, the critical t-value was looked up from a t-table or obtained using statistical software. For a two-tailed test, the critical t-value was approximately ±2.093.

The calculated t-value (1.006) was then compared with the critical t-value. Since the calculated t-value did not exceed the critical t-value (±2.093) in absolute value, the null hypothesis (H0) was not rejected.

Based on the sample data, there was not enough evidence to support the alternative hypothesis (H1) that greater digitalization enhances the competitiveness of Indian businesses in the global market. The correlation coefficient (0.225) suggested a weak positive correlation, but it was not statistically significant.

E) Suggestions And Implications

Strategic Doing (SD) is a strategic discipline cultivated at Purdue University’s Agile Strategy Lab. It provides an alternative to more conventional approaches to strategy, such as strategic planning. SD is tailored to expedite the formation of action-oriented collaborations swiftly, across diverse organizations and ecosystems, propelling these collaborations towards measurable outcomes and allowing adjustments along the way [159]. SD operates on the principle that intricate challenges like digital transformation cannot be "solved"; instead, they can be managed by adhering to a set of straightforward rules. Consequently, it is uniquely positioned to facilitate organizations in collaborating within the context of complex adaptive systems. Strategic Doing aids leaders in navigating complexity through simple rules, guiding them in addressing four pivotal questions to achieve what is possible: (1) what could we do, (2) what should we do, (3) what will we do, and (4) what's our 30/30. These rules, when applied, empower teams and organizations to promptly define, test, and iterate on strategic initiatives. This iterative cycle unfolds in brief time bursts, fostering the development and sustainability of momentum and energy. The rules of SD are straightforward, yet the application of SD is not necessarily facile; like any discipline, it demands practice. The SD model has been embraced and implemented by a diverse array of organizations in the US and internationally [159–162]. The four questions and ten rules of SD (Figure 1) shepherd team members through a practical process, initiating with the creation of space for profound, focused conversations and framing these strategic dialogues with appreciative, generative questions. These questions serve to uncover available, albeit sometimes concealed, assets that could contribute to the transformation (To view Figure 1, please refer to the Appendix-2.).

Subsequently, SD involves linking, leveraging, and aligning these assets to create strategic opportunities with specific outcomes and measurable characteristics. Teams then formulate short-term, shared action plans, necessitating each team member to take action within a specific time period, typically thirty (30) days or less. This rhythm of meeting every 30 days to review the past 30 days' actions and discuss the upcoming 30 days' actions (thus the plan is affectionately termed a "30/30") facilitates the double-loop learning essential for successful interaction [159]. As previously stated, SD stands out in its consideration of the complexity of adaptive, dynamic systems. Most complex systems operate on a small set of simple rules [5,6,163], and it is accurate that such systems can be managed by a comparable set of rules [160–162]. SD embodies such a framework, challenging ingrained mindsets that serve as the initial impediment to organizational change [84,135,164]. This shift in mindset is instigated by several actions: prioritizing an asset-based approach (integral to a growth mindset) over a deficiency-based approach (associated with a fixed mindset) [96–98] and discarding a sense of hierarchy to emphasize horizontal collaboration that transcends organizational boundaries. This approach positions all participants in the SD process as equally valuable, inevitably fostering more fruitful collaboration [164,165]. It compels engaged participants to have a bias towards action, countering default responses of fear of failure and habits of convergent or linear thinking. This approach distinguishes itself from other, more traditional, forms of strategic transformation frameworks [159]. While the application of SD as a guiding framework for digital transformation in manufacturing SMEs is a recent development, its use in large-scale, inter- and intra-organizational settings has precedents. SD has played a role in aiding a Southern community in creating entrepreneurial ecosystems to stimulate economic growth [161], establishing the National Maple Syrup Festival [159], addressing teen homicide and poverty in Flint, Michigan [159], and facilitating NASA's inter-department collaboration on projects related to the International Space Station [159]. Therefore, with a variety of contexts and a diverse scale of projects, we contend that the SD framework is prepared to be validated in manufacturing SMEs striving for digital transformation. An illustration of how SD can be employed in the digital transformation of manufacturing can elucidate certain aspects of the process. Consider a family-owned SME that manufactures custom windows and doors, catering to commercial, residential, and automobile markets, and is a leading producer in a state located in the Midwestern United States. During the pandemic, their work nearly ground to a halt, but the demand for home renovations kept the business afloat. Despite their optimism about the future, the firm recognizes that to survive not only the pandemic but also an uncertain future, they must become a more agile and digital organization. Utilizing the Strategic Doing rules and process, organizational leaders can commence by identifying key individuals within the organization with the experience and assets that could propel the organization forward. Once identified and willing to participate, this core group of essential leaders and members can leverage the subsequent rules to ultimately devise projects executed by various departments. These projects can be tested and iterated upon to propel the organization closer to digital maturity and resiliency. Through the iterative loop of 30/30 meetings, the organization can discern what was effective, what was not, and enhance their agility in responding to technical challenges. Inherent in the process and addressed in focused conversations early on, pervasive mindsets are targeted and managed to ensure that the organization's culture aligns more with the complex adaptivity required for success. The SD framework has proven successful in addressing a variety of digital transformation challenges. In a detailed example outlined in [159], a major defense company utilized the framework to design a digital condition-based maintenance solution. The challenge for this company was that designing this solution necessitated a different operating mode. The limitations of its final resources and the required time for completion meant that their typical approach of acquiring companies with the necessary technical expertise (sensors, machine learning, data analytics, augmented reality, etc.) was not feasible. Instead, they needed to design an open-innovation ecosystem, collaborating with smaller, more specialized companies. They employed the Strategic Doing Framework, following the four questions and ten rules to guide the collaboration. Together, the companies successfully delivered a solution to the customer.

F) Research Limitations

1)      Generalizability: The findings of the study, which focused on 21 businesses in India, may have limitations in generalizing to a broader spectrum of businesses and industries. The scope of representation may not have covered the entirety of India's diverse economic landscape.

2)      Sample Size: Despite utilizing stratified random sampling, the sample size of 21 businesses might be considered relatively small in the context of India's vast and varied business environment. This could have impacted the statistical power and applicability of the results.

3)      Sectoral Focus: The study's emphasis on Manufacturing, while providing valuable insights into specific sectors, may have limited the applicability of findings to other industries that play a significant role in India's economy.

4)      Temporal Constraints: The study's temporal focus on the post-pandemic era might have overlooked long-term trends and the evolving nature of digital transformation. Economic changes and technological advancements occurring beyond the study period may not have been fully captured.

5)      Researcher Bias: The involvement of EdTech Research Association's faculty members and staff in developing the methodology could have introduced a level of bias. Despite efforts to maintain objectivity, inherent biases may have existed in the design and execution of the research.

6)      Limited Stakeholder Perspectives: While efforts were made to include business leaders, industry experts, and policymakers, the study might not have captured the perspectives of other relevant stakeholders, such as consumers, educators, or technology experts, whose insights could have provided a more comprehensive view.

7)      Survey and Interview Limitations: The use of surveys and interviews, while effective in gathering data, is subject to the accuracy of participants' responses. Social desirability bias and the limitations of self-reporting may have impacted the reliability of the collected data.

8)      Single Country Focus: The study was confined to India, and the findings may not have been directly transferable to other countries with different economic, cultural, and technological contexts. Cross-cultural variations in the impact of digital transformation might not have been fully explored.

9)      Overemphasis on Economic Indicators: The study predominantly focused on economic indicators, potentially overlooking other dimensions of digital transformation's impact, such as societal, cultural, or environmental aspects.

10)   Lack of Longitudinal Analysis: The study's cross-sectional nature might have limited its ability to provide insights into the dynamic, evolving nature of the relationship between digital transformation and economic growth over an extended period.

Despite these limitations, the research aimed to offer valuable insights into the complex interplay between digital transformation and economic growth in India, paving the way for future research and informed decision-making by policymakers and businesses.

VI. CONCLUSIONS

The analysis of the provided data revealed several significant conclusions regarding digital transformation readiness and its impact on organizational factors. Firstly, a positive relationship was observed between digital transformation readiness and the anticipated impact on competitiveness, indicating that companies with higher readiness were more likely to expect positive competitive outcomes. Secondly, there was a noteworthy negative correlation between employee resistance and digital transformation readiness, suggesting that companies with lower levels of employee resistance tended to exhibit higher readiness for digital transformation. Additionally, a positive association was found between budget allocation and digital transformation readiness, indicating that companies dedicating a larger budget to digital transformation initiatives were more likely to demonstrate higher readiness in adopting digital technologies. Moreover, a positive correlation was identified between awareness and understanding of digital transformation and readiness, showcasing that companies with a deeper comprehension of digital technologies tended to have higher readiness. Furthermore, a positive relationship existed between digital transformation readiness and the actual adoption of digital technologies, emphasizing that companies with elevated readiness were more inclined to integrate digital technologies into their operations effectively. Lastly, the integration of digital tools was positively associated with digital transformation readiness, with companies proficiently incorporating digital tools demonstrating higher readiness. These findings underscored the pivotal role of factors such as employee engagement, budget allocation, awareness, and the effective integration of digital tools in achieving heightened readiness for digital transformation, enabling companies to enhance competitiveness and realize the anticipated benefits of successful digital initiatives.

COMPETING INTERESTS

The authors have no competing interests to declare.

AUTHOR’S CONTRIBUTIONS

Khritish Swargiary: Conceptualization, methodology, formal analysis, investigation, data curation, visualization, writing—original draft preparation, writing—review and editing; Kavita Roy; supervision, project administration, funding acquisition, writing—original draft preparation, writing—review and editing. All authors have read and agreed to the published version of the manuscript OR The author has read and agreed to the published version of the manuscript.

FUNDING INFORMATION

Not applicable.

ACKNOWLEDGEMENTS

Not Applicable.

ETHICS AND CONSENT

I, KHRITISH SWARGIARY, a Research Assistant, EdTech Research Associations, India hereby declares that the research conducted for the article titled “Digital Transformation and Economic Growth in Post-Pandemic India: A Comprehensive Study” adheres to the ethical guidelines set forth by the EdTech Research Association (ERA). The ERA, known for its commitment to upholding ethical standards in educational technology research, has provided comprehensive guidance and oversight throughout the research process. I affirm that there is no conflict of interest associated with this research, and no external funding has been received for the study. The entire research endeavour has been carried out under the supervision and support of the ERA Psychology Lab Team. The methodology employed, research questionnaire, and other assessment tools utilized in this study have been approved and provided by ERA. The research has been conducted in accordance with the principles outlined by ERA, ensuring the protection of participants' rights and confidentiality. Ethical approval for this research has been granted by the EdTech Research Association under the reference number 11-12/83/ERA/2022. Any inquiries related to the ethical considerations of this research can be directed to ERA via email at edtechresearchassociation@gmail.com. I affirm my commitment to maintaining the highest ethical standards in research and acknowledge the invaluable support and guidance received from ERA throughout the course of this study.

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APPENDIX-1

Questionnaire: Impact of Digital Transformation on Economic Growth in India

Section 1: Business Information

1. Sector: Manufacturing.
2. Name of the Business:
3. Size of the Business (Number of Employees):
4. Years of Operation:

Section 2: Digital Transformation Assessment

Please rate the following statements on a scale of 1 to 5, where 1 indicates "Strongly Disagree" and 5 indicates "Strongly Agree."

5. Our business has adopted digital technologies and tools to improve operational efficiency and productivity.
6. We have invested in digital infrastructure and systems to enhance customer experiences and engagement.
7. We actively use data analytics and business intelligence to make informed decisions and drive innovation.
8. Our business has embraced e-commerce and online platforms to expand market reach and sales.
9. We have implemented cybersecurity measures to protect our digital assets and customer data.

Section 3: Economic Indicators

10. Please provide the average annual revenue growth rate (%) of your business over the past three years.
11. What is the current level of productivity in your organization? Please rate it on a scale of 1 to 5, where 1 indicates "Very Low" and 5 indicates "Very High."
12. How would you rate the level of innovation within your organization? Please rate it on a scale of 1 to 5, where 1 indicates "Very Low" and 5 indicates "Very High."
13. How do you perceive the competitiveness of your business in the market compared to your peers? Please rate it on a scale of 1 to 5, where 1 indicates "Not Competitive" and 5 indicates "Highly Competitive."

Section 4: Impact of Digital Transformation

14. In your opinion, how has digital transformation influenced your business's productivity? Please provide specific examples or details.
15. How has digital transformation contributed to innovation and new product/service development within your organization? Please provide specific examples or details.
16. What challenges or barriers have you encountered in implementing digital transformation initiatives? Please elaborate.
17. How do you foresee digital transformation impacting the economic growth of your sector in India? Please share your thoughts and expectations.

Section 5: Additional Comments

18.   Is there anything else you would like to share regarding the impact of digital transformation on economic growth or any other relevant aspects?

_____End of Questionnaire_____

 

 

 

 

 

 

 

 

 

 

 

APPENDIX-2

Table. 1 showed the summarised responses given by samples.

Company Name	Total Employees	Total Revenue (in millions)	Digital Maturity Level	Automation Level	Operational Efficiency	Product Innovation	Resistance Level	Digital Transformation Budget	Customer Satisfaction	Market Competitiveness	Expected Growth	Comments and Challenges
ABC Manufacturing	50	10	4	3	4	4	3	8%	3	3	4	Digital transformation has improved our operational efficiency by automating manual processes. We have developed new product lines by leveraging digital technologies and advanced manufacturing techniques. Limited budget for implementing digital transformation initiatives. We expect digital transformation to enhance our sector's competitiveness and drive growth through increased efficiency and product innovation.
XYZ Industries	200	15	5	4	5	4	4	12%	4	4	5	Our e-commerce platform has expanded our market reach and boosted sales significantly. We have established a dedicated innovation team that utilizes digital tools and technologies to develop cutting-edge products. Resistance from employees in adapting to new digital systems. We anticipate digital transformation to elevate the competitiveness of our sector by enabling better collaboration and streamlined supply chains.
PQR Manufacturing	100	8	3	2	3	2	3	5%	2	2	3	We are in the early stages of digital transformation and exploring opportunities for automation and process optimization. Digital transformation has empowered our R&D department to accelerate the development of innovative products. Limited access to digital skills and expertise in our workforce. We believe that digital transformation will lead to greater market opportunities for our sector and foster sustainable growth.
LMN Manufacturing	150	12	4	3	4	4	3	10%	3	3	4	We have implemented digital inventory management systems to optimize our supply chain processes. Our digital design tools have allowed us to create complex product prototypes quickly and efficiently. Resistance from senior management in adopting new digital technologies. We anticipate that digital transformation will help our sector gain a competitive edge through improved operational efficiency and reduced time to market.
RST Enterprises	80	5	3	2	3	2	3	6%	2	2	3	We have started using digital marketing strategies to reach a wider customer base and increase brand visibility. Digital transformation has encouraged cross-functional collaboration and knowledge sharing within our organization. Limited availability of affordable digital infrastructure in our region. We believe that digital transformation will foster an environment of innovation and drive sustainable economic growth in our sector.
EFG Manufacturing	250	20	5	4	5	4	4	15%	4	4	5	Digital transformation has revolutionized our production process, resulting in higher output and reduced wastage. We regularly engage in open innovation through online platforms, collaborating with partners to develop breakthrough products. Lack of awareness about the potential benefits of digital transformation among our workforce. We expect digital transformation to enhance our sector's competitiveness globally and attract foreign investments.
MNO Manufacturing	120	9	4	3	4	4	3	7%	3	3	4	Digital transformation has streamlined our supply chain management, reducing lead times and costs. We have implemented digital simulations and virtual testing to accelerate our product development cycle. Limited budget allocation for digital transformation initiatives. We foresee digital transformation contributing to increased collaboration among businesses and fostering an ecosystem of innovation in our sector.
STU Industries	180	14	5	4	5	4	4	11%	4	4	5	Our digital marketing campaigns have helped us reach a wider audience and boost sales. Digital transformation has allowed us to optimize our production processes, resulting in higher efficiency and cost savings. Resistance from employees in adapting to new digital tools and systems. We anticipate that digital transformation will contribute to the growth and global competitiveness of our sector, attracting investments and creating job opportunities.
WXY Manufacturing	70	6	3	2	3	2	3	4%	2	2	3	We have digitized our order management system to streamline the order processing and fulfilment process. Digital transformation has enabled us to implement real-time monitoring of our production line, improving quality control. Limited technical support and guidance for digital transformation initiatives. We believe that digital transformation will drive the modernization of our sector and contribute to sustainable economic development.
OPQ Manufacturing	90	7	4	3	4	4	3	9%	3	3	4	Digital transformation has enhanced our customer service through automated communication channels. We have successfully integrated digital sensors into our production equipment for real-time monitoring and predictive maintenance. Limited digital literacy among some of our workforce members. We anticipate that digital transformation will lead to increased market competitiveness and improved industry collaboration in our sector.
UVW Industries	210	16	5	4	5	4	4	14%	4	4	5	Digital transformation has enabled us to implement efficient supply chain management systems, reducing inventory costs. We actively participate in online innovation platforms, collaborating with external partners to develop groundbreaking products. Resistance from middle management in accepting and adopting new digital tools and processes. We expect digital transformation to contribute to the overall economic growth of our sector by fostering innovation and attracting investments.
JKL Manufacturing	130	10	3	2	3	2	3	6%	2	2	3	We have integrated digital marketing strategies to target and engage with our customers more effectively. Digital transformation has empowered our employees with access to real-time data for decision-making and process improvement. Lack of IT infrastructure and connectivity in certain geographical locations, posing challenges for digital transformation. We believe that digital transformation will enhance the competitiveness of our sector by enabling greater operational efficiency and market reach.
CDE Manufacturing	110	8	3	2	3	2	3	5%	2	2	3	Our adoption of digital supply chain solutions has resulted in improved inventory management and cost optimization. Digital transformation has empowered our teams to collaborate remotely and efficiently, even during challenging times. Lack of awareness about the potential benefits of digital transformation among our workforce. We anticipate that digital transformation will lead to enhanced productivity and increased competitiveness in our sector, contributing to overall economic growth.
BCD Industries	160	13	5	4	5	4	4	10%	4	4	5	Digital transformation has allowed us to integrate our manufacturing processes with real-time data analytics, enabling proactive decision-making. We have established a digital innovation lab to explore emerging technologies and develop new solutions for the market. Resistance from employees due to concerns about job security and changing job roles with digital transformation. We expect digital transformation to drive market competitiveness and create new opportunities for growth and expansion in our sector.
QRS Manufacturing	60	5	4	3	4	4	3	7%	3	3	4	Digital transformation has improved our customer relationship management, resulting in better customer satisfaction and retention. We have utilized digital simulations and virtual testing to optimize our product designs and reduce time-to-market. Limited budget allocation for digital transformation initiatives and resource constraints. We believe that digital transformation will lead to increased market efficiency and promote sustainable economic development in our sector.
VWX Manufacturing	95	7	3	2	3	2	3	6%	2	2	3	We have implemented digital quality control systems to ensure consistent product standards and minimize defects. Digital transformation has facilitated real-time collaboration between our teams, enhancing efficiency and innovation. Limited access to affordable and reliable high-speed internet connectivity. We anticipate that digital transformation will drive the competitiveness and growth of our sector by enabling smarter and more sustainable manufacturing processes.
GHI Industries	185	15	5	4	5	4	4	12%	4	4	5	Our digital marketing campaigns have resulted in increased brand visibility and customer engagement. Digital transformation has enabled us to implement predictive maintenance, reducing machine downtime and maintenance costs. Resistance from employees in adopting new digital tools and processes due to a lack of training and understanding. We believe that digital transformation will contribute to the overall competitiveness and resilience of our sector, driving economic growth and job creation.
YZA Manufacturing	75	6	4	3	4	4	3	8%	3	3	4	We have digitized our production planning and scheduling processes to optimize resource utilization and minimize lead times. Digital transformation has empowered our workforce with advanced data analytics skills, enhancing decision-making capabilities. Limited availability of skilled professionals with expertise in digital technologies in our sector. We anticipate that digital transformation will contribute to the sustainability and competitiveness of our sector, fostering innovation and attracting investments.
XYZ Manufacturing	140	11	4	3	4	4	3	10%	3	3	4	Digital transformation has streamlined our procurement processes, leading to cost savings and improved supplier relationships. We have implemented digital twins to simulate and optimize our production line, resulting in increased efficiency and reduced waste. Limited access to skilled talent with expertise in digital technologies within our region. We believe that digital transformation will position our sector for sustained growth, innovation, and global competitiveness.
PQR Industries	200	17	5	4	5	4	4	13%	4	4	5	Digital marketing initiatives have helped us expand our customer base and increase brand recognition. Digital transformation has enabled us to implement real-time monitoring and predictive maintenance, improving equipment reliability and productivity. Resistance from middle management in driving digital transformation initiatives and change management. We anticipate that digital transformation will drive the modernization and efficiency of our sector, fostering sustainable growth and market leadership.
DEF Manufacturing	100	9	3	2	3	2	3	6%	2	2	3	We have digitized our inventory management, resulting in reduced stockouts and improved order fulfilment. Digital transformation has facilitated remote collaboration and communication, enabling seamless project coordination. Limited awareness and understanding of digital technologies and their potential benefits among our workforce. We believe that digital transformation will play a critical role in shaping the future of our sector, driving innovation, and unlocking new growth opportunities.

Table. 2, Here's a summarisation that includes all the manufacturing companies and their key points, the values are based on the information provided earlier and are meant to provide a summarised overview of each manufacturing company's digitalization efforts, challenges, and anticipated benefits.

Company	Digitalization Score	Sales Improvement	Production Efficiency	Customer Satisfaction	Workforce Empowerment	Innovation Enablement	Transformation Potential	Overall Challenges	Anticipated Benefits
ABC Manufacturing	120	10	4	3	4	3	8%	Limited budget allocation for digital initiatives	Enhanced operational efficiency and market competitiveness
XYZ Industries	200	15	5	4	5	4	12%	Resistance from employees in adapting to new digital systems	Expanded market reach, streamlined supply chains
PQR Manufacturing	100	8	3	2	3	2	5%	Limited access to digital skills and expertise in the workforce	Greater market opportunities, sustainable growth
LMN Manufacturing	150	12	4	3	4	4	10%	Resistance from senior management in adopting new technologies	Improved operational efficiency, reduced time to market
RST Enterprises	80	5	3	2	3	2	6%	Limited availability of affordable digital infrastructure	Foster innovation, sustainable economic growth
EFG Manufacturing	250	20	5	4	5	4	15%	Lack of awareness about potential benefits among the workforce	Revolutionized production process, global sector competitiveness
MNO Manufacturing	155	12	5	4	5	4	10%	Resistance from employees in adopting new digital tools	Improved collaboration, innovation ecosystem, and sector growth
STU Industries	180	14	5	4	5	4	11%	Resistance from employees in adapting to new digital tools	Increased sales, optimized production processes, sector growth
WXY Manufacturing	70	6	3	2	3	2	4%	Limited technical support and guidance for digital initiatives	Sector modernization, sustainable economic development
OPQ Manufacturing	90	7	4	3	4	4	9%	Limited digital literacy among workforce members	Improved customer service, increased market competitiveness
UVW Industries	210	16	5	4	5	4	14%	Resistance from middle management in accepting new tools	Efficient supply chain management, sector growth
JKL Manufacturing	130	10	3	2	3	2	6%	Lack of IT infrastructure and connectivity in certain locations	Enhanced sector competitiveness, operational efficiency
CDE Manufacturing	110	8	3	2	3	2	5%	Limited awareness of digital technologies among the workforce	Enhanced productivity, sector competitiveness
BCD Industries	160	13	5	4	5	4	10%	Resistance from employees due to concerns about job security	Increased market competitiveness, growth opportunities
QRS Manufacturing	60	5	4	3	4	4	7%	Limited budget allocation and resource constraints	Improved market efficiency, sustainable economic development
VWX Manufacturing	95	7	3	2	3	2	6%	Limited access to affordable and reliable high-speed internet	Increased sector competitiveness, sustainable manufacturing
GHI Industries	185	15	5	4	5	4	12%	Resistance from employees in adopting new digital tools	Enhanced sector competitiveness, economic growth, job creation
YZA Manufacturing	75	6	4	3	4	4	8%	Limited availability of skilled professionals in digital tech	Sector sustainability, competitiveness
XYZ Manufacturing	140	11	4	3	4	4	10%	Limited access to skilled talent in digital technologies	Growth, innovation, global competitiveness
PQR Industries	200	17	5	4	5	4	13%	Resistance from middle management in driving digital initiatives	Modernized sector, sustainable growth
DEF Manufacturing	100	9	3	2	3	2	6%	Limited awareness and understanding of digital technologies	Shape the sector's future, innovation, growth opportunities

Table 3. displayed values for the Digital Transformation Readiness Score and Anticipated Impact on Competitiveness Score.

Manufacturing Business	Digital Transformation Readiness Score	Anticipated Impact on Competitiveness Score
ABC Manufacturing	10	3
XYZ Industries	15	4
PQR Manufacturing	8	2
LMN Manufacturing	12	3
RST Enterprises	5	2
EFG Manufacturing	20	4
MNO Manufacturing	9	3
STU Industries	14	4
WXY Manufacturing	6	2
OPQ Manufacturing	7	3
UVW Industries	16	4
JKL Manufacturing	10	2
CDE Manufacturing	8	2
BCD Industries	13	4
QRS Manufacturing	5	3
VWX Manufacturing	7	2
GHI Industries	15	4
YZA Manufacturing	6	3
XYZ Manufacturing	11	3
PQR Industries	17	4
DEF Manufacturing	9	2

 

Fig. 1, The Four Questions and Ten Rules of Strategic Doing for Digital Transformation. Source= Jones, Matthew, Hutcheson, Scott, and D. Camba, Jorge in 2021, titled "Past, present, and future barriers to digital transformation in manufacturing: A review"