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Rapid digitalization and technological change are disrupting traditionally successful business models. This motivates firms to adopt new strategies based on digital technologies; such new strategies are often referred to as digital transformation strategies (DTSs). Unlike with firms that were founded with a basis in digital, the implementation of a DTS at a traditional company can lead to entire changes in organizational structure, culture, and processes; how such changes happen remains an open question. As a result, this study examines how such changes were made during the process of implementing a DTS at a global Finland-based energy company. An interpretive case study employing different data sources is used. We contribute to the research by identifying changing patterns and key features in three phases of the process of implementing a DTS. In particular, the general pattern of this process is continuous incremental change; however, each phase of the process has different features, models and directions.
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