It takes more than just a new app to go digital
In his fresh PhD thesis, Rahmat Mulyana explores successful digital transformation. He stresses the importance of IT governance to balance between control and flexibility. We asked him what organizations can do to up their digital game.
Hi Rahmat, please give an elevator pitch to your work!
“Sure! My research explores how traditional companies, such as banks and insurance firms, can succeed with digital transformation. These organizations are under pressure from fast-moving digital competitors and shifting customer expectations. Many assume that going digital just means launching new apps or systems. But the real challenge lies in how decisions are made, who is involved, and how teams collaborate. I studied how IT governance, which includes the structures, processes, and relationships for managing digital resources and risks, can help companies strike the right balance between control and flexibility. This balance is key to driving innovation while staying secure and performing well.”
What are the implications of your research results?
“I focused on large banks and insurance companies in Indonesia, but my findings can also help other organizations that operate in complex, regulated environments and are going through digital change. I identified seven key IT governance mechanisms and showed how they influence digital transformation and performance. The results offer a practical roadmap to help organizations manage digital risks, align strategies, and make better use of their resources. This approach can be a useful guide for organizations to balance stability with innovation as they move forward in their digital journey.”
What are the success factors for digital transformation?
“Successful digital transformation happens when companies balance control with flexibility. I identified seven key governance mechanisms that help make this possible. These include strong leadership from the top, clear digital strategy and planning, and good data management. It’s also important to have teamwork across departments and with partners, smooth coordination between IT development and operations, careful risk monitoring, and a culture that supports learning and innovation. When these mechanisms work together, companies can move forward with digital change while staying secure, aligned, and ready to adapt.”
… and what are the pitfalls?
“A common mistake is treating digital transformation as just an IT project rather than a change that affects the whole organization. Some also rush into new technologies without ensuring they have the right governance to guide decisions and manage digital risks. Another mistake is trying to copy what others do or blindly following so-called best practices without adapting them to their own goals, structure, and capabilities. What works well for one organization may not work the same way for another. This can lead to wasted investments or even costly security and compliance issues.”
How did you become interested in this topic?
“I established an IT consulting company over 18 years ago, after previously working as an IT manager. I have also been actively involved in leading an ISACA chapter, a global professional association for IT governance, risk management, assurance, and cybersecurity, as well as PMI, which focuses on project, program, and portfolio management. I saw many digital transformation journeys and related projects fail – not because of bad technology, but because of poor governance. That made me curious. I wanted to dig deeper and find patterns that could help others succeed. I was honored to be invited to pursue a PhD at DSV, Stockholm University, because it has a strong research group in governance and digital transformation. It is also part of the Management and IT (MIT) graduate research school, a collaboration of 13 Swedish universities. Sweden felt like the right place to explore digital change in a global context while also maintaining a healthy work-life balance and pursuing my hobbies in marathon running and badminton.”
What happens next?
“I was happy to be invited as a professional lecturer in the field of information systems 15 years ago, and I’m still actively teaching today. I’m passionate about education, supervising students, and researching emerging topics – especially those that align with my connections to regulatory bodies, industry, and professional communities. I plan to stay engaged with academia and I am open to collaborations. At the same time, I enjoy working directly with companies and the public sector. No matter where I contribute, my goal remains the same: Bridging business and technology, and helping people lead digital change with confidence and clarity”, says Rahmat Mulyana.
More about Rahmat’s research
Rahmat Mulyana successfully defended his PhD thesis at the Department of Computer and Systems Sciences (DSV), Stockholm University, on June 10, 2025.
The title of the thesis is “IT Governance Influence on Digital Transformation”.
The thesis can be downloaded from Diva
Björn Johansson, Linköping University, was the external reviewer at the defence.
Main supervisor for the thesis was Lazar Rusu, DSV. Supervisor was Erik Perjons, DSV.
Text: Åse Karlén
Last updated: June 12, 2025
Source: Department of Computer and Systems Sciences, DSV