2020 IEEE Tenth International Model-Driven Requirements Engineering (MoDRE)
Toward Achieving the Core Goals of Digital
Business Transformation: A Preliminary Study
Malak Baslyman, Azzah AlGhamdi, Sarah AlMuhaysh
Information and Computer Science Department
King Fahd University of Petroleum & Minerals
Dhahran, Saudi Arabia
{malak.baslyman,g201901610,g201901810}@kfupm.edu.sa
Abstract—Many businesses are going through digital business
transformation (DBT) in order to keep ahead of market, optimize
customer experience, and reach business targets. The process
of digital business transformation is complex as it involves
multiple key elements such as stakeholders, business objectives,
technology, and strategies. In addition, all specific and temporary
goals, and business models have to be aligned with the key
goals of the DBT. One of the risks organizations face during the
transformation process is focusing on short-term solutions and
failing to consider their impacts on the transformation core goals.
In this study, we propose a goal-oriented model that provides
a shared and holistic understanding of the DBT context, and
captures its essential high-level goals and key elements. Moreover,
the DBT goal model supports business owners in the selection
of transformation strategies based on an organization’s digital
readiness, and the achievements of both short-term goals as well
as the core goals of DBT. The DBT goal model was build based on
literature analysis and experts validation. We exploit the Goal-
oriented Requirement Language (GRL) to model and analyze
the context using jUCMNave tool. The validity of the DBT goal
model was assessed by domain experts and business owners, and
its effectiveness is demonstrated through an illustrative example.
I. I NTRODUCTION
From 2011 to 2015, General Electric (GE) Company at-
tempted to transform its products and services digitally by
building an Internet of Things (IoT) platform with the aim of
transforming the company into a powerful technology center
[1]–[3]. The company was beating its competitors until 2018
when GE’s transformation failed dramatically causing many
crises such as a huge loss and a significant drop in its stock
price [1], [3]. Some of the main reasons behind this loss were
focusing on short-term goals, the absence of a stated vision,
and culture change related issues [2], [3].
Digital business transformation (DBT) is defined as a com-
plex project to bring major changes to organizations in order
to increase profits, win competitors, and satisfy customers [4].
It goes beyond emerging technological solutions as it includes
changing the way of operating and delivering values to cus-
tomers, and assessing potential impacts of business strategies
and other elements, such as technology, on the achievement of
The project (SR191021) is funded by the Deanship of Scientific Research,
King Fahd University of Petroleum & Minerals.
978-1-7281-8356-5/20/$31.00 ©2020 IEEE
DOI 10.1109/MoDRE51215.2020.00014
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the DBT goals [4], [5]. One of the main challenges faced in
this context is having all of DBT’s elements act as a whole to
achieve the core goals and purposes of the transformation [6].
In addition, there is a lack of general guidance and a shared
understanding of the key DBT goals that support business
owners in decision making. This is when selecting business
models and implementing digital solutions, which may lead to
irrecoverable loss of business [6], [7]. Goal-oriented modelling
is meant to give a comprehensive view of stakeholders with
their intentions, and to assess systematically the potential
impact of solution alternatives during decision making, prior
to solution implementation [8]. Hence, in order to cope with
some of the DBT challenges, goal-oriented modelling and
analysis methods could be used effectively to provide a holistic
understanding of the context and exhaustive reasoning on
solution alternatives [9].
In this study, we propose the use of goal modeling to
capture the core goals of the DBT as well as the context’s
elements and relationships. We expect the DBT goal model
to support (small/medium sized) business in reasoning about
the selection of business strategies and technological solutions
with regard to short-term goals as well as the core goals of
the transformation. The DBT goal model provides a shared
understanding and a holistic view of what is expected to be
achieved in order to transform the business successfully, and
how close/far a business is from being fully and digitally trans-
formed. In addition, it provides analysis capabilities to assess
the level of goals satisfaction throughout all transformation
processes and stages. The DBT goal model was constructed,
first, based on literature analysis, and refined and validated
by domain experts. Furthermore, its effectiveness was demon-
strated with an illustrative example. Although the DBT goal
model presented in this paper is preliminary, the results are
encouraging for further development and investigation. The
Goal-oriented Requirements Language (GRL) was utilized to
model the DBT’s elements and goals, and jUCMNave tool for
analysis and illustration [10], [11].
The rest of the research is organized as follows. Section II
presents some related work about the DBT context and
goals. Section III describes the DBT’s key elements and core
goals, while Section IV demonstrates the illustrative example.
Section V discusses potential benefits and limitations of the
68
proposed DBT goal model and Section VI concludes the
presented work and provides some future work directions.
II. RELATED WORK
Stjepić et al. [12] defined three dimensions of goals that
DBT leaders have to consider while improving processes.
These are operation optimization, orientation to customers, and
model business change. Another interesting study proposed an
empirical maturity model of the transformation dimensions,
such as customer experience and innovation, and stages of the
DBT [13]. Ojo [14] presented ten sequential steps for correct
and complete DBT where identifying appropriate strategies
and goals comes the second important step. Furthermore,
Ziyadin et al. [15] proposed a roadmap for the DBT that goes
through five digital levels, which are digital reality, aspira-
tion, potential, fit, and integration. Nwaiwu [16] conducted
a review on several theoretical and conceptual framework of
digital business transformation where the finding suggests that
actions as agile activation and value creation have to also be
considered. Mushore and Kyobe [17] presented a conceptual
model that emphasizes the impact of digital technology on
business value. While Sehlin et al. [18] proposed a conceptual
cooperative model for managing digitization and innovation.
Most of related work discussed the dimensions of DBT, and
attempted to describe the context and to generate relationships.
However, none of them provided a systematic way to capture
and model those elements and evaluate the achievement of
the primary goals of the DBT. In our work, we propose a
goal model that captures systematically the key elements and
relationships, and core goal of DBT. In addition, our model
supports reasoning on the impact of selected transformation
strategy on the DBT’s long-term and short-term goals.
III. DBT G OAL MODEL
In this section, we present the main three phases through
which the DBT goal model was created and validated.
A. Phase 1: Knowledge Extraction
In this phase, the main goal was to extract the minimal and
key DBT elements. This is so that the resulting goal model
will provide a high-level view of DBT elements, and will
leave room for customization based on domain-specific and
individual business needs. We analyzed literature to extract
the knowledge. Google scholar was used to retrieve most
relevant and recent literature, from 2016 to 2020, that included
academic publications and business reports. The elements of
DBT were included if they were found in, least, in two
resources. The main elements of the DBT are:
• Organization: in which the digital transformation will
happen. The main organizational goals are to prepare or
recruit digital competence employees and ensure smooth
transition of the organizational culture [19]–[21].
• Internal stakeholders: who are mainly transformation
leaders, who initiate and lead the DBT process, and
employees, who are working, currently, in the organiza-
tion or potentially hired as needed in the transformation
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process [22], [23]. The DBT leaders’ main goals are to
select an effective transformation strategy that transforms
business successfully [22], [23].
• External stakeholders: who are referred to as customers.
They are the main motivators for the DBT [14]. Cus-
tomer goals are to have personalized experiences that
are tailored to their needs and interests and high quality
services [7], [19], [20], [23], [24].
• Transformation strategy: which is used to guide the
process of transformation to maintain and continue strate-
gic changes to projects, and to manage prioritization and
innovation of products. It combines both business models
and operating models that achieve both short-term and
long-term goals [22], [23], [25].
• Technology: which is the basic element of the transfor-
mation that covers IT infrastructure, process and service
automation, and advanced data-driven methods (such as
Artificial Intelligence (AI), Machine Learning (ML), and
Business Analytics) [6], [22], [24], [26]. The aims of
technology are to enhance the digital capabilities of the
organization [7], [22], [27] and emerge technologies to
drive innovations [7], [19], [20], [23].
The ultimate goals of the DBT process are: 1) achieve
sustainable growth [4], [7], [16], [19], [27] 2) strive for
innovations to win competitors [2], [4], [6], [9], [16], [27],
3) continuously enhance user experience [19]–[22], and 4)
adjust rapidly core decisions under unexpected changes [6],
[27], [28]. There is another important aspect that should be
considered in the transformation process as well which is
the organization digital maturity. All the previous elements,
especially the transformation strategy and technology, are
determined by the digital maturity level of the organization that
is the digital advancement level of the running processes and
workflows, information management system, manufacturing
lines and products [7], [23], [26], [29]. Hence, the DBT leaders
cannot plan for solutions that are more advanced than the
current digital capabilities of the organization. Fig 1 illustrates
the DBT goal model, which includes the DBT elements and
goals. The model synthesis is explained in phase 2 and 3.
B. Phase 2: DBT Goal Model
The extracted knowledge in the previous Section (section ??
was used to construct the DBT goal model. The DBT key
elements and relationships were mapped to GRL’s elements as
follows. GRL actor was used to represent the DBT elements.
Intentional elements captured goals of actors. A hard goal
denotes that the goals are applicable in all DBT contexts
and have to be satisfied by the transformation strategies. On
the other hand, a softgoal indicates that the goals are highly
customizable based on the business context. An example of
the hard goal is Sustainable growth that is crucial to avoid
common risks associated with rapid growth, such as cash flow
crunch or customers’ huge demand on products or services.
While, High quality service, which is a softgoal, depends
on the context of the business and type of customers. The
importance values of the DBT goals were assigned based on
the perceived importance from literature and, then, adjusted
according to the experts’ recommendations. The relationships
between the DBT’s elements were captured by contribution
and dependency links, and validated by experts (see fig 1).
C. Phase 3: Validation and Modification
After the initial DBT goal model was synthesized (version
1), the model went through three iterations of validation and
modification. In those iterations, we presented the DBT goal
model to four experts in the DBT domain, two of them were
also business owners. The primary objective was to check the
correctness and coverage of the DBT’s elements and goals.
No major disagreements between the experts were found;
however, there was a conflict between two experts regarding
the level of details and the importance values of few goals.
The conflict was resolved by consulting two more experts who
agreed, in iteration 3, on the resulted goal model of iteration
2. Fig. 1 illustrates the final DBT goal model. The iterations
are elaborated in details below.
Iteration 1: The expert suggested to set the importance
values of customer goals to 50 each; previously, more weight
was giving to Personalized user experience. The expert also
recommended breaking down the High quality service goal
to sub-goals that reflects quality attributes of e-systems, such
as performance, usability and affordability. Accordingly, the
overall importance level of this goal would be distributed
among its sub-goals based on their individual importance. The
highest importance level of those goals was giving to security.
Another request of change was about putting more emphasis
on the use of AI applications in the Technology actor, and
assigning achievable tasks to Effective transformation strategy
and Growth of profits, which was changed in iteration 2 to
Sustainable growth. The changes were incorporated into the
goal model and used in the next iteration.
Iteration 2: The second expert was given both models,
(version 1) and the one that was modified as a result of the first
iteration (version 2). He did not agree on the proposed changes
in version 2. His argument was built on the relative importance
of customer goals to the DBT context. Personalized user
experience is the most important goal of customer as business
is transforming digitally to enhance user experience. Hence,
personalizing the experience should be given the highest
weight. In addition, he suggested the elimination of any details
about achieving goals, even sub-goals, as they are domain-
specific and may cause noise in the model. For example, the
sub-goals that represent the quality attribute of the system,
suggested by the first expert, vary from one context to another.
Regarding the AI application, he suggested that we should
leave it to the digital maturity of the organization.
Iteration 3: In this iteration, the three models version 1,
version 2, and version 3, which is the result of iteration 2, were
validated by two more experts. Both experts agreed on version
3; however, they suggested highlighting of the variability and
high level of customization in the customer’s goals. Therefore,
we used the softgoal notation to represent them.
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As seen in the DBT goal model, in fig 1, transformation
leaders are responsible for choosing an effective transforma-
tion strategy that suits the digital maturity of an organization.
It also shows that the transformation strategy contributes to
the achievement of personalizing user experience, rapid adjust-
ments for core decisions, and sustainable growth, which could
be growth in customers, profits, or both. The strategy also
indicates the digital competence skills needed, and the level
of disturbance its solutions may cause to the organizational
culture. In the Technology actor, the transformation strategy
helps to enhance the level of digitalization, which impacts
the future digital maturity level; while advanced technology is
determined by the current digital maturity level.
Fig. 1. The DBT Goal Model
IV. I LLUSTRATIVE EXAMPLE
On April 1st , 2020, a small-sized food company, which
owns six branches in three cities in Saudi Arabia, had to
start the digital transformation process in order to cope with
COVID-19 challenges and its negative impacts on business. As
dine-in service was not feasible anymore, with the lockdown
circumstances, they had to find alternatives so that customers
receive food at home. The company’s top management short-
term goals were to 1) minimize loss, 2) minimize employee
layoffs, and more importantly, 3) keep providing the same
quality of service to their customers.
The DBT leaders decided to automate the ”food ordering”
service and, for ”food delivery”, rely on delivery applications,
third parties, to ”deliver food” to customers. They defined a set
of measures to track, such as the ratio of number of attempts to
place orders to the actual number of food orders delivered, the
daily revenue, and customer satisfaction. All those measures
impacted negatively on the achievement of top management
and customer goals because delivery applications were not
reliable due to the increase in demand on them (causing a
high rate of failures), they could accept only a limited number
of orders, and they took at least 15% of the total price of
each order. Additionally, a lot of the company’s employees,
especially waiters, were facing a layoff risk as the dine-in was
not expected to return soon. They also found that this strategy
does not contribute to the long-term transformation goals.
 Accordingly, the DBT leaders decided to develop their own
application, even though managing the customer database and
online payments are costly. The new strategy contributed to
minimizing the loss where 15% is no longer given to a
third party and the capacity of daily orders has increased.
Also, changing the role of waiters to food carriers minimizes
employee layoffs and ensures a high quality of provided
services. Moreover, the quality metric of their application
included reliability, being attractive, and easy to use. With
that, customer satisfaction increases. Another important thing
was having the CEO deliver some orders himself. It resulted in
encouraging and supporting the waiters in their new job, and in
creating a deeper connection with customers, which is a new
and exciting experience for them. Through the application,
they were able to communicate with their customers by
sending customized messages based on their previous orders.
Fig. 2 shows the operational strategy that the DBT leaders
defined to fulfill the short-term goals of top management and
customers, which is the first phase of the transformation –
applied on April 23r d , 2020.
Fig. 2. The evaluation of short term transformation strategy and goals; colors
reflects satisfaction values, the greener the better goal satisfaction [30]
To analyze the impact of the short-term operational strategy
on the core DBT goals, a contribution link was added from
the Short term operational strategy task in the short term
transformation strategy and goal model(fig. 2) to the Effective
transformation strategy goal in the DBT goal model (fig 1);
then, the satisfaction values were propagated through the GRL
propagation mechanism [8], [30] resulted in the evaluation
model shown in fig. 3. The digital capabilities of the company
determined the selection and design of the transformation strat-
egy but does not affect the Effective transformation strategy
goal evaluation. In this example, the strategy is aligned with
the company’s digital maturity level, which was set to low
as none of the running processes or services were automated,
and it achieves current short-term goals. Correspondingly, the
evaluation of the Effective transformation strategy goal, in
fig. 3 was overridden, to 100, to reflect the alignment condition
and to eliminate the impact of the dependency evaluation on
the strategy goal. The evaluation model also shows that the
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transformation strategy contributed partially to the Innovation
to win competitors goal by having the CEO deliver some
orders. In addition, the DBT’s strategy was flexible and
supported quick adjustment to core decisions. However, it is
obvious that the company has to leverage advanced technology
to enhance customer experience, and to improve their solutions
to maximize satisfaction of Personalized user experience goal.
The CEO agrees that they only achieved a third or less
in personalizing customer experience, and they need to work
on emerging advanced technologies to better understand their
customers. Despite minimizing the loss, with the current
strategy, sustainable growth is not achieved because, at this
time, they are aiming for surviving the crisis. They see that
their current solutions have to evolve to achieve a high level
of growth sustainability. The DBT goal model was perceived
useful in terms of highlighting the main directions in which
the business should head in the transformation process, and
of assessing how far/close the business is in the DBT, while
emphasizing areas of improvements, especially in crises.
Fig. 3. The impact of the transformation strategy on the DBT core goals
V. D ISCUSSION
Although this work is in progress, there is a good potential
for the DBT goal model to be used in practice to influence
the selection and design of transformation strategies and to
analyze their impacts on the DBT core goals. In the DBT,
solutions are evolved to fully achieve the transformation core
goals [7]. This means, organizations may need several phases
of transformation with clear actionable (short-term) goals, of
each phase, to be completely digitally transformed. We believe
that our DBT goal model could be used in each phase to assess
how well an organization is doing during the transformation,
analyze the alignment of short-term goals with DBT core
goals, and to highlight areas of improvements.
The DBT experts and business owners suggest that
small/medium sized businesses will benefit the most from the
DBT goal model as it provides a comprehensive top-level
guideline; which is needed to mitigate the risk of business
loss due to the absence of guidance and high competition in
market. Two of the experts recommended the conversion of
the goal model to textual or flowchart forms, with the analysis
capabilities of GRL, to make it available for non-IT experts.
Despite the opportunities brought by the DBT goal model,
there are several limitations that deserve attention. The DBT
goal model needs more validation to ensure completeness and
correctness of goals and relationships. In addition, the experts
found that it is challenging to understand GRL contribution
level. Some of them better understood the qualitative repre-
sentation, while the rest preferred the quantitative one (a scale
of 100). Hence, we used the hyper evaluation algorithm [30].
Indeed, more work should be done in capturing and rep-
resenting contribution systematically. Another challenge we
faced with GRL was illustrating the change in the contribution
values in response to the evaluation strategies. As a temporary
solution, we used the contribution overridden option (as in
fig. 3 between Effective transformation strategy goal and
Personalized user experience goal). Lastly, the DBT goal
model was built to be used in most DBT contexts; however,
the result of the illustrative example may not be generalized
due to its size and specific context. Hence, larger and diverse
contexts are needed to generate more concrete results.
VI. C ONCLUSION
Most organizations are going through digital business trans-
formation to stay in market. In many cases, businesses are lost
in the transformation process due to the focus on short-term
goals and lack of guidance to achieve success. In this study,
we proposed the DBT goal model that provides a general
understanding of the context and captures the core goals to
be achieved. The DBT goal model could be used to guide the
selection of transformation strategies, as well as to analyze the
impact of those strategies on the high-level goals. The DBT
goal model was validated by four domain experts. Moreover,
its effectiveness in a real-world case was demonstrated in a
food company illustrative example.
In future work, we are planning to conduct a systematic
literature analysis and involve more experts to validate the
DBT goal model. Also, we are aiming to assess its applica-
bility in different contexts and phases of the transformation
that are happening in the real world. We are also planning
to investigate the capabilities of goal modelling to capture
domain-specific needs and more specific aspects of the DBT
elements, such as business model and complex operational
architecture in the transformation strategy.
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