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Illustration for: How can regulated firms turn strict rules and employee pushback into digital transformation?

Key question

How can regulated firms turn strict rules and employee pushback into digital transformation?

Regulatory Resilience: How Organisations Overcome Regulation-Induced Resistance to Digital Transformation
Wurzer, Vollenberg, Plattfaut, et al. · Information Systems Journal · 2026

Operations & Supply Chain

What it means for you
  • CIO / IT Executive Review the current tech stack and allocate budget to procure or pilot at least one of the four supportive technology classes identified in the research—specifically an automated rule engine or an AI-assisted compliance tool—to decouple rigid regulatory constraints from core digital workflows.
  • IT Manager Schedule a sync with your agile development teams to integrate psychological safety check-ins and review whether your current IT architecture is modular enough to isolate compliance updates without breaking ongoing feature delivery.
  • Business Strategist Audit current digital transformation roadmaps to identify where rigid compliance mandates are causing internal friction, and redesign those processes to treat regulatory pressure as an active driver for digital innovation rather than a roadblock.
  • Researcher Use the five distinct resistance-reduction mechanisms and the four supportive technology classes from this grounded theory model as a comparative framework to design a survey or interview protocol for investigating regulatory resilience in public sector digital transformations.
  • Policymaker Draft regulatory compliance guidelines that explicitly encourage modular IT architectures and agile regulatory tracking, ensuring that future mandates provide technical interoperability allowances that reduce covert employee resistance in regulated industries.
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Illustration for: How can organizations successfully implement digital identity wallets and overcome common adoption challenges?

Key question

How can organizations successfully implement digital identity wallets and overcome common adoption challenges?

Digital Identity Wallets: A Guide to the EU’s New Identity Model
Kudra, Rieger, Sedlmeir, et al. · Information Systems Journal · 2026

Operations & Supply Chain

What it means for you
  • CIO / IT Executive Schedule a 30-minute internal briefing for your core IT leadership team to present the attached research summary and assign a point person to investigate the 'technical maturity' obstacles identified in the key findings within the context of our existing identity and access management infrastructure.
  • IT Manager Compile a list of all current third-party single sign-on providers used by the organization and identify which of these might be candidates for integration or replacement with a digital identity wallet solution in the future, flagging any immediate integration challenges or risks.
  • Business Strategist Dedicate one hour to reviewing the 'ecosystem value co-creation' challenges mentioned in the research and brainstorm at least three potential business use cases within our organization where a digital identity wallet could unlock new revenue streams or significantly improve customer experience.
  • Researcher Begin analyzing the 12 practical experience case studies mentioned in the research by focusing on the 'organizational integration' obstacles. Identify and document recurring themes and successful mitigation strategies from at least three diverse industry examples to inform our own adoption framework.
  • Policymaker Initiate a dialogue with legal and compliance teams to assess the implications of the 2026 EU mandate for digital wallet support, specifically identifying any current regulatory gaps or areas where policy clarification will be needed to facilitate the adoption of wallet-based identity models.
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Illustration for: How can practitioner researchers overcome the divide between academia and industry to create real-world impact?

Key question

How can practitioner researchers overcome the divide between academia and industry to create real-world impact?

Boundary Spanning and Practical Impact in IS Research: A Bourdieusian Analysis
McCarthy, Scholta, Hausvik, et al. · Information Systems Journal · 2025

Operations & Supply Chain

What it means for you
  • CIO / IT Executive Schedule a 30-minute meeting with your direct reports to initiate a 'practice impact review' focused on one ongoing IS project. Ask each person to identify one specific academic insight or research finding from a recent external study or internal research initiative that could be directly applied to improve that project's current proof-of-concept or proof-of-value stage, and assign them to explore this application by end of week.
  • IT Manager Identify one specific, recent academic paper or conference proceeding relevant to a current team challenge. Forward this paper to your team with a concise note asking for a brief, 1-2 sentence summary of its most practical takeaway and how it *might* apply to your current proof-of-value stage objective.
  • Business Strategist Review the key performance indicators (KPIs) of one strategic business initiative currently underway. Identify which KPIs are not meeting expectations and, using the 'proof-of-value' framework, draft a one-page hypothesis on how a novel IS application or process, potentially informed by academic research, could demonstrably improve these specific KPIs within the next quarter.
  • Researcher Select one recent academic publication where you are the lead author and identify its 'proof-of-use' stage potential. Draft a single-slide executive summary that articulates the core problem addressed, the practical solution proposed, and one tangible benefit for a specific industry practitioner role (e.g., IT manager, business analyst), and share it with three relevant practitioner contacts for feedback.
  • Policymaker Review the current grant application criteria for technology innovation funding. Identify if and how 'demonstrable practical impact' is explicitly assessed, and draft a brief proposal to incorporate a specific requirement for applicants to detail their strategy for achieving 'proof-of-value' or 'proof-of-use' within a defined timeframe, alongside theoretical contributions.
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