## 2 Background
### Digital Transformation  
Recent literature has contributed to a better understanding of what DT is, evidencing that it is broad and transversal to some areas of knowledge, namely: behavioral (behavior of clients or employees); organizational (types of organizations) and information systems (strategies and alignment of information systems). According to the knowledge on IT-enabled transformation, the literature shows that technology itself is only part of a complex puzzle that has to be solved in order for organizations to stay competitive in the digital age. However, according to [PERSON] et al. [15], there is currently no consensual definition that provides a comprehensive understanding of the phenomenon, as well as its implications at various levels of analysis. Although there is no formal definition of DT, some authors [16; 17; 18] establish the workable bases that are part of definitions that are already accepted. Thus, [PERSON] and [PERSON] [16] defined Digital Transformation as \"the ongoing process of changing the existing companies to carry out their businesses\". Later [PERSON] et al. [17], defined DT as the \"transformation precipitated by transformational information technology\", more focused on technology. Finally, [PERSON] [18] defines DT as \"the application of digital technologies to fundamentally impact all aspects of business and society\". It should also be noted that, in the context of what is, and how to implement DT, [PERSON] et al. [7] present a framework of interest for the management of TD implementation. The proposal can be seen from two organizational perspectives: vertical perspective-operational and strategic; horizontal perspective: internally focused and externally focused. In the strategic perspective, the key points are: strategy (business model innovation) and organization. This means that the organization must have a clear vision of the intended business model and respective innovations as well as the technologies to be used/implemented in the sense of there is an alignment to the DT, which the organization proposes to achieve. On the other hand, DT cannot be seen only as a technological solution, but rather as a solution that also focuses on the business perspective. In the Operational Perspective, the key points are customers and technology. From this perspective the focus is on the customer, i.e., on meeting their needs and expectations, as well as on the inclusion of processes that allow the maintenance of existing customers and the garnering of new ones. As for horizontal vision, the Internal and External perspectives focus on the integration of technologies in order to allow the technologies to communicate with each other. Example of application, when the combination of operational perspective with externally focused is analyzed from customers' point of view, the authors suggest, \"Blending the physical and digital customer experience.\" [18]  
[PERSON] and [PERSON] [19] have studied the lower abstraction level of the framework developed by [PERSON] et al. [7], present a comparison between the enterprise architecture (EA) tools and the challenges of DT deployment. According to this comparison, for instance, when the feature used is driver, the EA has IT-focus and DT has business-focus, or if the feature is development approach, the EA has a waterfall approach, and DT has agile approaches. From the analysis of the above mentioned, it can easily be verified that traditional EA is not focused on transformation and that new tools are needed in order to contribute to the implementation and management of DT in organizations. As mentioned above, DT is supported by four technological pillars: mobile, cloud computing, big data, and social media. However, there are other technologies, called innovation accelerators that  
its agility. The introduction of digital technologies into the organization alone will hardly result in a successful transformation.