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operatingmodels to satisfy the consumers’needs.12One of the significant changes in the operating model is driven by digitization across vertical and horizontal functions of an organization. Industrial businesses are digitizing and integrating their vertical value chains, fromdesign,manufacturing, sales and service functions. All operational process information is available on a real-time basis, and it is supportedbyemerging technologies such as augmented reality (AR), virtual reality (VR), artificial intelligence, and machine learning (AI/ML). The horizontal inte- grationspansacrosspartners, suppliers, andcustomers in thedigital ecosystem.The corporate digital entrepreneurs are developing new operating models to support pay-per-use business models. For example, Baker Hughes (a GE Company) has developed digital twins in theirMinden plant to optimize supply chain and factory operations.13 Digital Twins are virtual models of physical assets or business pro- cesses that learn continuously from the data; they provide proactive business decisions anduse emergingdigital technologies such as IoT,BigData,AI/ML, 3D simulation, and other technologies. The corporate digital entrepreneurs are also forging strategic alliances and bringing new products and services to the market. For example, GE Aviation andMicrosoft are developing a new outcome-centric businessmodel,“TrueEngine”,whereGEAviationwill useMicrosoft’sBlockchain technologyandoffers a cloud-based service so that airline companies canget better visibility of their entire supply chains,which in turnwill improve their operational efficiencies (Allison 2019). Thus, strategic ecosystem-centric operatingmodels are helping digital entrepreneurs to develop new products and services. Based on these discussions, the framework proposes that digital technologies influence operating model transformation and foster corporate digital entrepreneurship. 3.3 Cultural Transformation Business model transformation and operating model transformation are two key factors for corporate digital entrepreneurship. However, another key factor is cul- tural transformation. To implement Industry 4.0, the companies will face organi- zational challenges related to digital culture and training as all employees need to think and act like digital natives, should have the willingness to experiment with new technologies and new ways to do their work (Lee et al. 2017). In the new digital age,business leadersmusthave theability to reimagine theirbusinesseswith clear digital strategies and to foster digital cultures in their organizations (Kane et al. 2015). Most companies are facing digital talent and skill challenges, and they need to develop digital workforces by improving their company culture and offering 12https://www.accenture.com/_acnmedia/pdf-72/accenture-strategy-wef-operating-models-future- consumption-full-report.pdf. 13https://gereportsbrasil.com.br/how-digital-twin-is-making-machines-and-processes-more- productive-a4d1b6ef4ddc. Corporate Digital Entrepreneurship: Leveraging Industrial… 195