Introduction: The Limits of Digital Leadership: From “Agile” to “Great Leap”

Digital expansion, which penetrates almost all spheres of human life, is becoming a common phenomenon. High-tech companies effectively employ the novelty of digital relations by investing in digital solutions, thus gaining a leadership position in the global economy. Given the importance of change, it is undeniable that digital solutions must be reflected in corporate strategies. It is thus concluded that such strategies are becoming the embodiment of technological innovation, ensuring the digital transformation of many companies. The main purpose of this chapter is to show the directions of the methodological changes for shaping business strategies for digital technologies. Specific methodological techniques, including industrial ones, will be further developed in this book. It has been proved that digitalization changes the methodology of strategic planning and replaces the key provisions of the resource model with provisions based on monetizing the tools of the created customer value in the digital environment. As a result, business environment analysis has almost completely been transformed into an analysis of the effectiveness of the business model. It is taken as a given that the business model is becoming a key element of strategies based on new technologies. Addressing the issue of identifying the limits of digital leadership, we justified the choice of cyclical development models and therefore provide a separate chapter to elaborate this content. It is shown that it is business models that determine the limits of digital leadership as of now, and where to go next: from how to adapt to the formation of a “Great Leap” forward. In conclusion, the contents of the chapters of this book provide a holistic perception of research results.