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Organization/Structure:
Wise, underwent a significant digital transformation that reshaped its organizational structure. The firm adopted a flat, agile structure, eliminating bureaucracy and enabling quick decision-making. Traditional hierarchies were replaced by cross-functional teams, fostering innovation and responsiveness. This shift allowed Wise to adapt swiftly to market demands, enhance customer experience, and streamline internal communication. For instance, they implemented a system where teams operated autonomously, aligning with specific markets or products, ensuring a more focused approach to global operations.

Entry mode, main destinations and timing:
Wise opted for an online-only platform, leveraging the power of the internet to provide borderless financial services. This choice facilitated rapid global expansion, allowing Wise to enter multiple countries simultaneously without requiring extensive physical presence. They strategically timed their entries, capitalizing on market demand and regulatory changes. For example, Wise entered markets like India and Brazil when these economies were liberalizing their financial sectors. This enabled the company to establish a strong foothold by offering efficient cross-border payments in regions with high demand for such services.

Products
Wise developed user-friendly mobile apps and online interfaces, simplifying international money transfers for individuals and businesses. Through automation and AI-driven algorithms, Wise optimized currency conversion rates in real-time, ensuring cost-effective transactions for users. Additionally, they introduced new services like Wise Business, catering specifically to SMEs, allowing them to manage international payments seamlessly. This diversification of their product portfolio enhanced customer loyalty and broadened their market reach.

Culture
Embracing technology fostered a culture of innovation and adaptability. The company encouraged employees to experiment, take risks, and learn from failures, promoting a culture of continuous improvement. They invested in employee training programs, ensuring that the workforce remained up-to-date with the latest technological advancements. This tech-savvy, forward-thinking culture became a competitive advantage, attracting top talent and enabling Wise to stay ahead in the rapidly evolving fintech landscape.

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Michelle, Giuliana, Gianluca, Vitor

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Organization/Structure:

Holacracy Model --> teams are organized flexible for projects; hybrid working model: can work wherever they want & meet once per quarter (!); inter-supportive matrix --> high degree of interaction between the teams; company structure has changed many times since 2008

Organizational culture:

From April 2022 Airbnb adopted a 'Work from anywhere' approach, in which employees are allowed to work from anywhere in the country they are positioned. This remote-first approach is driven by digital transformation in the sense that it is enabled by tools such as Zoom that facilitate working from anywhere. However, in order to keep the employees engaged and to facilitate a thriving company culture, Airbnb has kept all its offices open and organizes a number of meaningful in-person meetings each year.

Entry model:

Collaborative consumption; for everyone,It allows several sellers to post their properties on the AirBnB platform. Buyers come to this platform and can select a property based on their needs. AirBnB acts as a middleman in these transactions and makes a commission on both sides.

Products:

AirBnB started as a platform that allows people to rent out their homes, apartments, or other properties for short-term stays offering a variety of accommodation options, including apartments, houses or vacation homes. Over time AirBnB updated their products and services to current trends by offering experiences, which are activities and tours led by local experts. They also have a feature called "Business Travel Ready" which are properties that are specifically tailored to the needs of business travelers

Digital Transformation on Airbnb's Product Portfolio:

- More Detailed Touchpoints (e.g., Wifi passwort, Integrated Location, Digital Keycodes)
- Digital customer and Host verification
- AI supported Host posting optimisations

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Organization/structure
- Strong online sales -> reorganize their structure into 5 main areas (Brazil, North America, Asia-Pacific, Latin America, EMEA) vertically managed through different functions (global marketing, financial planning and analysis, global production and innovation)
- Havaianas hired a startup, Yapoli, to manage the company's digital asssets and scale the access to banners and images on their websites. The process changed from 20 days to 1 day, due to the use of AI, and also reduced the risk of data leaks. Besides managing the informantion, the platform can also send more assertive data to the company.

Entry mode, main destinations and timing
- Easier/faster access to new markets thanks to online sales
- (Brazil, North America, Asia-Pacific, Latin America, EMEA)
- The brand's focus also shifted to omnichannel, with investments on digital media, digital out of home, and streaming. The brand also brought influencers such as Ludmilla and Sabrina Sato to represent the brand as embassors. Now, the brand can create an experience for the consumer before he arrives at the store, and in the store be presented to the Havaianas lifestyle.

Products
- In 2021, 30% of international sales made online
- Digital showroom during pandemic
- Digitalize their sell-in processes

Organizational culture
- Alpargatas (mother company) underwent dt in HR in order to make processes more agile -> recruitment processes, people analytics, and AI
Goal = improve employee experience ("HR of the future")

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About: Starlink is a satellite internet constellation being developed by SpaceX. The goal of the project is to provide high-speed, low-latency internet to users around the world, especially in rural and remote areas.

Organization/Structure: Starlink is a subsidiary of SpaceX, which was founded by Elon Musk. Starlink operates as a semi-autonomous unit within SpaceX, and has a flat organizational structure, which means that there are few layers of management. This structure is designed to promote collaboration and innovation. Employees are encouraged to work closely together and to share ideas freely.

Organizational Culture:
SpaceX is the parent company of Starlink and has a culture deeply rooted in innovation, entrepreneurial spirit and mission driven. Space X and Starlink are known to take taking on ambitious projects that disrupt traditional industries (satellites and space).

Entry Mode: Starlink's entry mode involves deploying a constellation of low Earth orbit (LEO) satellites to ensure internet access in remote areas. The service is based on a subscription service. Customers pay a monthly fee to access the Starlink network.

Product: Starlink's primary product is satellite-based internet service. It provides high-speed internet access to users in remote areas where traditional broadband options are limited or unavailable.

Digital transformation: Starlink is using digital transformation to improve its operations and customer service. The company is using AI, ML, and cloud computing to optimize its network performance and to provide personalized customer support.

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How digital transformation affects the firm Netflix:

1. Organization/structure

- shifting/shaping the business model due to decreasing interest in dvd's
- flat organizational structure
- decentralized

2. Entry mode, main destinations and timing
- Blockbuster as a main competitor, didn't want a partnership as they didn't believe in this new business model
- Netflix had to move very fast to be the first one
- invested in local content production

- region by region, country by country
- flexible pricing strategy, adjusting prices based on the market conditions

3. Products

- from dvd's to streaming as a service
- tv shows, movies, original series, documentaries, feature films

- unique content library
- personalized recommendations
- user- friendliness
- overall customer experience set them apart from competitors

4. Organizational Culture
- not sought to build a strong company culture, but they defined the culture in a way that would motivate high performance at the same time
- gives employees freedom & make them responsible, also transferred to how the platform is build