The last decades have witnessed unprecedented advancement in digital technologies. New digital technologies such as social, mobile, analytics, and cloud challenge existing ways of doing business. Organizations stand to rise to prominence or disappear depending on their ability to strategize in this new digital competitive landscape. The new digital technologies have implications for the strategy-making implementation as they provide new ways to connect with employees, customers, and suppliers and higher capacity for data gathering and analysis. Furthermore, and perhaps even more important, the new digital technologies are challenging the very nature of competition – how companies create and capture value. These developments provide great strategic opportunities for those companies that are willing and able to revamp their business models to incorporate digital technologies in their internal processes and product offerings. Thus, to be able to harness the full potential of digital strategies, scholars need to reconsider existing assumptions of strategic management regarding how firms develop and implement strategy and how they compete.