Risk-based management of digital transformation[Management par les Risques de la Transformation Digitale]

To ensure their sovereignty, a growing number of organizations are embarking on a Digital Transformation strategy. The aim of this work is to improve the effectiveness and efficiency of the organization and its network by managing the risks of its Digital Transformation. The latter is designed to deal with certain risks present in the organization's activities (primary risks). However, new risks emerge when an organization decides to engage in Digital Transformation (secondary risks). There are many sources of risk: technological, human, organizational and environmental. These risks may arise both in the organization's internal operations and in its interactions with its network. The greater the number of stakeholders involved, the more likely it is that visibility will be lost on the effects of primary and secondary risks. The work available in the literature is often limited to primary risks. The originality of the work presented in this article lies in the fact that it proposes an approach for diagnosing the organization and its network, enabling it to succeed in its Digital Transformation by developing an appropriate strategy for managing its associated risks. To characterize the initial situation, the level of maturity of each organization/network is assessed in the different areas of TD. A TD project is proposed by selecting a relevant and coherent set of actions characterized by their impacts, as well as the risks associated with these actions at several levels (network, organization, project). By modeling primary and secondary risks, primary and secondary actions, and the interdependencies between all these elements, we can determine a risk response plan tailored to the complexity of both the system impacted - the organization - and the system impacting it - the TD project.