Communication Dimension of Digital Business Transformation: Comparative Analysis of Ukrainian and International Cases

Abstract

The article examines the communication dimension of business digital transformation based on a comparative analysis of publicly documented cases. In this study, the communicative dimension of digital transformation is understood as the set of processes, channels, and practices of information exchange between an organization and its stakeholders, as well as among its internal units, which influence the company’s ability to coordinate actions, make decisions, and ensure transparency during periods of change. Three Ukrainian transformations described in public sources as successful (Ukrenergo, Monobank, Silpo) and three international examples of problematic digital transformations (GE Digital, Tesco Fresh & Easy, TSB Bank) are analysed. Recurring communication patterns were identified: successful cases are characterized by channel integration, rapid response, transparent information sharing, and cross-functional coordination; problematic cases exhibit communication misalignment, delayed messaging, and fragmented interdepartmental interaction. Based on a cross-sector comparison, a table of communication practices accompanying successful and problematic transformations has been developed. The study has natural limitations typical for this type of research, including the lack of documented unsuccessful Ukrainian transformations, differences in company scale, and the inability to establish causal relationships using publicly available data. The findings should therefore be viewed as preliminary hypotheses that require further verification.