## 2 Background
### Organizational Awareness  
The definition and implementation of a digital transformation strategy (DTS) has become a fundamental concern for many pre-digital organizations, given the transformative impact of digital technologies in an organization's internal and external environment. Pre-digital organizations are established organizations that belong to the so-called traditional organizations (retail, healthcare, automobile industry or financial services) that were financially successful in the pre-digital economy but for which the digital economy poses a threat. Therefore, unlike digital-born organizations (Amazon (Seattle, WA, USA), Netflix (Los Gatos, CA, USA) or Uber (San Francisco, CA, USA)), pre-digital organizations often have to change the whole organization, namely the business model and processes when adopting digital technologies. However, many organizations fail to digitalize because they never consider the implications of their business model. In most digitalization, it means doing things as before, only digitally and not envisioning changes, i.e., defining a transformation strategy. This strategy is based on the one hand, the objectives that the organization intends to achieve, and on the other hand, on the study of the internal implications for the organization as a whole. According to [PERSON] et al. [14], digital technologies can transform the products, services, business models and operations of an organization and the competitive environment in which the organization positions itself, as well as its vision/relationship with employees, both at a structural level and at the communicational level [26]. Thus, an organization that proposes to carry out a DT, will be subject to change in its organizational structure, which is why it has to define the person in charge of DT. In addition, it must also assess and define whether new digitally supported operations should be integrated into existing organizational structures or whether they will be allocated to independent entities. Parallel to what has been presented, the organization must define whether it needs to acquire specialized know-how and/or new skills. In this context, and for the reasons given, new professions emerge to meet the specific requirements of DT in an organization, namely the Chief Digital Officer (CDO) [26]. According to [PERSON] and [PERSON] [27], the responsibilities of a Chief Information Officer (CIO) are the management, operationalization of IT infrastructure and the evolution of platforms. However, DT goes beyond resource digitization, resulting in value and revenue created from digital assets. Moreover, according to [PERSON] and [PERSON] [27], digital technologies \"demand different mindsets and skill sets than previous waves of transformative technology\". As a result, in many organizations, CIOs are not the right people to take on DT in their organization, and so many organizations are creating a new leadership position--Chief Digital Officer (CDO). The CDO function can be centralized at the group level or decentralized at the subsidiary level. Regardless of their positioning, CDOs are hired to make DT a strategic priority in organizations. Thus, it is possible to gauge that an organization may have different management functions related to technologies. According to [PERSON] and [PERSON] [27], a CDO has the following competencies and skills: (1) Key responsibilities-(a) Digital mobilization of the whole company, (b) Initiation of digital initiatives and, (c) companywide collaboration; (2) Strategic perspective (Digital Transformation Strategy) and (3) Specialist Role (Digital Transformation Specialist). These same authors also defend that, a CDO should have the following skills and competencies: (1) Entrepreneur; (2) Digital Evangelist; and (3) Coordinator--Change Management skills. In addition to the specific competencies already outlined, a CDO must have two competencies that are not specific to its function--IT competences and Resilience.