This thesis examines how management consultancy firms in Italy address the challenges related to digital innovation and regulatory compliance. In particular, the study focuses on two consultancy companies, the first is Deloitte, which is among the famous big Four, and the second is BIP (Business Integration Partners), considered a large SME. The ultimate goal is to evaluate how We want to see how different organizational structures and strategic approaches affect the ability to adapt to European regulatory frameworks. The reference regulation on data protection, i.e. the GDPR regulation, and the cybersecurity directive, called NIS2, will be carefully examined. Both have brought the discipline to increasingly stringent standards but have increasingly moved towards digital transformation. The research question we want to try to answer is: what organizational and digital strategies have Deloitte and BIP adopted to comply with European data protection and cybersecurity regulations (GDPR, NIS2) and how do their adaptation models differ in the areas responsible for compliance and innovation? Methodologically, the thesis combines a theoretical framework on consultancy, digital transformation and European regulation with an empirical analysis based on semi-structured interviews and a structured questionnaire administered to employees of both companies. The survey gathered 58 responses in different roles and functions, exploring familiarity with regulatory requirements, integration of compliance into digital projects, interdepartmental collaboration, data protection and cybersecurity training, as well as perceived challenges in adopting new technologies. Findings suggest that either Deloitte or BIP have mainstreamed compliance in the innovation strategy, however, there are deviations in the operational dynamics, cultural approaches and the allocation of resources. More specifically, Deloitte has capitalized upon its global connections and best practices to facilitate regulatory compliance but frequently deals with agility and complexity challenges. Instead, BIP, however, is more flexible and cross-collaborative, yet constrained by less formal resources and structures. In both instances, the regulation is seen as a constraint, but also as a driver of organizational change, digital investments and the reshaping of internal governance. The thesis finds that above necessary balance, between innovation and compliance, is conditional on size of the firm, the R&D, marketing in-place, the culture of the organization and the integration of risk management, technology and compliance teams seamlessly into a singular strategy. This, in turn, can contribute to broader discussions about the extent to which consultancies might act as agents of digital and regulatory transformation, as well as provide a lens through which to explore organizational enablers of agility, consistency, and sustainable competitive orientation.
La tesi in esame analizza il modo in cui le società di consulenza gestionale in Italia affrontano le sfide legate all'innovazione digitale e alla conformità normativa. In particolare, lo studio si concentra su due società di consulenza, la prima è Deloitte, che rientra tra le famose Big Four, e la seconda è BIP (Business Integration Partners), considerata una grande PMI. L'obiettivo finale è di valutare come le diverse strutture organizzative e gli approcci strategici influenzano la capacità di adattamento ai quadri normativi europei. Saranno esaminati attentamente il regolamento di riferimento sulla protezione dei dati, ovvero il regolamento GDPR, e la direttiva sulla sicurezza informatica, denominata NIS2. Entrambi riportano che le aziende devono rispettare standard sempre più rigorosi, ma sempre più orientati verso la trasformazione digitale. La domanda di ricerca a cui vogliamo cercare di rispondere è: quali strategie organizzative e digitali hanno adottato Deloitte e BIP per conformarsi alle normative europee sulla protezione dei dati e sulla sicurezza informatica (GDPR, NIS2) e in che modo i loro modelli di adattamento differiscono nelle aree responsabili della conformità e dell'innovazione? Dal punto di vista metodologico, la tesi confronta il quadro teorico sulla consulenza, la trasformazione digitale e la regolamentazione europea con un'analisi empirica basata su interviste semi-strutturate e un questionario strutturato somministrato ai dipendenti di entrambe le aziende. L'indagine ha raccolto 58 risposte, esplorando la familiarità con i requisiti normativi, l'integrazione della conformità nei progetti digitali, la collaborazione interdipartimentale, la formazione sulla protezione dei dati e sulla sicurezza informatica, nonché le sfide percepite nell'adozione di nuove tecnologie. I risultati suggeriscono che Deloitte o BIP hanno integrato la conformità nella strategia di innovazione; tuttavia, si riscontrano deviazioni nelle dinamiche operative, negli approcci culturali e nell'allocazione delle risorse. Più specificamente, Deloitte ha sfruttato le sue connessioni globali per facilitare la conformità normativa, anche se si interfaccia a sfide di agilità e complessità. Invece, BIP, è più flessibile e collaborativo, tuttavia viene vincolato dalla limitazione di risorse e strutture. In entrambi i casi, la regolamentazione è vista come un vincolo, ma anche come un motore di cambiamento organizzativo, di investimenti digitali e di rimodellamento della governance interna. L’analisi dimostra come l’equilibrio tra innovazione e conformità è condizionato alle dimensioni dell'azienda, alla cultura dell'organizzazione e all'integrazione dei team di gestione del rischio, tecnologia e conformità senza soluzione di continuità in una strategia singolare. Ciò, a sua volta, può contribuire a discussioni più ampie sulla misura in cui le società di consulenza potrebbero agire come agenti di trasformazione digitale e normativa, nonché fornire una panoramica attraverso la quale esplorare i fattori organizzativi abilitanti di agilità, coerenza e orientamento competitivo sostenibile.
La duplice sfida analizzata attraverso i casi di Deloitte e BIP: affrontare l’innovazione digitale e la regolamentazione europea
ARDIZZONE, CLAUDIA GIORGIA
2024/2025
Abstract
This thesis examines how management consultancy firms in Italy address the challenges related to digital innovation and regulatory compliance. In particular, the study focuses on two consultancy companies, the first is Deloitte, which is among the famous big Four, and the second is BIP (Business Integration Partners), considered a large SME. The ultimate goal is to evaluate how We want to see how different organizational structures and strategic approaches affect the ability to adapt to European regulatory frameworks. The reference regulation on data protection, i.e. the GDPR regulation, and the cybersecurity directive, called NIS2, will be carefully examined. Both have brought the discipline to increasingly stringent standards but have increasingly moved towards digital transformation. The research question we want to try to answer is: what organizational and digital strategies have Deloitte and BIP adopted to comply with European data protection and cybersecurity regulations (GDPR, NIS2) and how do their adaptation models differ in the areas responsible for compliance and innovation? Methodologically, the thesis combines a theoretical framework on consultancy, digital transformation and European regulation with an empirical analysis based on semi-structured interviews and a structured questionnaire administered to employees of both companies. The survey gathered 58 responses in different roles and functions, exploring familiarity with regulatory requirements, integration of compliance into digital projects, interdepartmental collaboration, data protection and cybersecurity training, as well as perceived challenges in adopting new technologies. Findings suggest that either Deloitte or BIP have mainstreamed compliance in the innovation strategy, however, there are deviations in the operational dynamics, cultural approaches and the allocation of resources. More specifically, Deloitte has capitalized upon its global connections and best practices to facilitate regulatory compliance but frequently deals with agility and complexity challenges. Instead, BIP, however, is more flexible and cross-collaborative, yet constrained by less formal resources and structures. In both instances, the regulation is seen as a constraint, but also as a driver of organizational change, digital investments and the reshaping of internal governance. The thesis finds that above necessary balance, between innovation and compliance, is conditional on size of the firm, the R&D, marketing in-place, the culture of the organization and the integration of risk management, technology and compliance teams seamlessly into a singular strategy. This, in turn, can contribute to broader discussions about the extent to which consultancies might act as agents of digital and regulatory transformation, as well as provide a lens through which to explore organizational enablers of agility, consistency, and sustainable competitive orientation.| File | Dimensione | Formato | |
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Descrizione: This thesis investigates how Deloitte and BIP integrate digital innovation and regulatory compliance, revealing how different organizational structures shape the ability of Italian consultancy firms to adapt to European regulation
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https://hdl.handle.net/20.500.14239/32144