IELTS Reading: Chuyển Đổi Số và Chiến Lược Kinh Doanh – Đề Thi Mẫu Có Đáp Án Chi Tiết

Mở bài

Chuyển đổi số (digital transformation) đang định hình lại bối cảnh kinh doanh toàn cầu, và chủ đề này ngày càng xuất hiện thường xuyên trong kỳ thi IELTS Reading. Theo thống kê từ Cambridge IELTS và British Council, các đề thi liên quan đến công nghệ, kinh doanh và đổi mới xuất hiện trong khoảng 30-40% các bài thi Reading gần đây. Đây là một chủ đề vừa có tính thời sự cao, vừa yêu cầu vốn từ vựng học thuật phong phú.

Trong bài viết này, bạn sẽ được trải nghiệm một đề thi IELTS Reading hoàn chỉnh với 3 passages từ dễ đến khó, bao gồm:

• Passage 1 (Easy): Giới thiệu cơ bản về chuyển đổi số trong doanh nghiệp
• Passage 2 (Medium): Phân tích ảnh hưởng của chuyển đổi số đến chiến lược kinh doanh
• Passage 3 (Hard): Nghiên cứu chuyên sâu về các mô hình chuyển đổi số tiên tiến

Bạn cũng sẽ nhận được 40 câu hỏi đa dạng theo đúng format IELTS, đáp án chi tiết kèm giải thích, và một kho từ vựng quan trọng giúp nâng cao band điểm. Đề thi này phù hợp cho học viên từ band 5.0 trở lên, đặc biệt hữu ích cho những ai muốn đạt band 7.0+ ở phần Reading.

Hướng Dẫn Làm Bài IELTS Reading

Tổng Quan Về IELTS Reading Test

IELTS Reading Test là bài kiểm tra khả năng đọc hiểu tiếng Anh học thuật của bạn trong điều kiện giới hạn thời gian. Cấu trúc chuẩn bao gồm:

• Thời gian: 60 phút cho 3 passages (không có thời gian thêm để chép đáp án)
• Tổng số câu hỏi: 40 câu (mỗi câu đúng = 1 điểm)
• Độ dài passages: 2,000-2,750 từ tổng cộng
• Phân bổ thời gian khuyến nghị:
  • Passage 1: 15-17 phút (dễ nhất)
  • Passage 2: 18-20 phút (trung bình)
  • Passage 3: 23-25 phút (khó nhất)

Lưu ý quan trọng: Đừng dành quá nhiều thời gian cho một câu hỏi khó. Hãy đánh dấu và quay lại sau nếu còn thời gian.

Các Dạng Câu Hỏi Trong Đề Này

Đề thi mẫu này bao gồm 7 dạng câu hỏi phổ biến nhất trong IELTS Reading:

1. Multiple Choice – Câu hỏi trắc nghiệm
2. True/False/Not Given – Xác định thông tin đúng/sai/không đề cập
3. Yes/No/Not Given – Xác định quan điểm tác giả
4. Matching Headings – Nối tiêu đề với đoạn văn
5. Sentence Completion – Hoàn thành câu
6. Summary Completion – Điền từ vào tóm tắt
7. Short-answer Questions – Câu hỏi trả lời ngắn

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IELTS Reading Practice Test

PASSAGE 1 – The Digital Revolution in Modern Business

Độ khó: Easy (Band 5.0-6.5)

Thời gian đề xuất: 15-17 phút

The world of business has undergone dramatic changes over the past two decades, largely due to the advent of digital technologies. What was once considered a luxury for large corporations has now become a necessity for businesses of all sizes. Digital transformation is no longer just about installing new software or upgrading computer systems; it represents a fundamental shift in how companies operate, deliver value to customers, and compete in the marketplace.

Digital transformation can be defined as the integration of digital technology into all areas of a business, fundamentally changing how organizations operate and deliver value to customers. It is also a cultural change that requires organizations to continually challenge the status quo, experiment, and get comfortable with failure. This transformation affects every aspect of business operations, from customer interactions to internal processes, and from product development to marketing strategies.

The journey toward digital transformation typically begins with digitization – the process of converting information from physical formats into digital ones. For instance, a company might start by scanning paper documents and storing them electronically. However, true transformation goes far beyond this initial step. It involves rethinking entire business models and creating new ways to generate revenue and provide value.

One of the most significant impacts of digital transformation is on customer experience. Modern consumers expect seamless interactions with businesses across multiple channels – whether through websites, mobile apps, social media, or physical stores. Companies that fail to meet these expectations risk losing customers to more digitally savvy competitors. For example, traditional retail stores have had to adapt by creating omnichannel experiences that allow customers to browse online, check inventory in real-time, and choose whether to have items delivered or pick them up in store.

Operational efficiency is another area where digital transformation has made a substantial impact. Automation technologies, artificial intelligence, and machine learning enable businesses to streamline processes, reduce costs, and minimize human error. Tasks that once required hours of manual work can now be completed in minutes. For instance, inventory management systems can automatically track stock levels, predict when items need to be reordered, and even place orders with suppliers without human intervention.

The transformation also affects how companies make decisions. Data analytics has become a crucial tool for businesses seeking to understand market trends, customer preferences, and operational bottlenecks. Rather than relying on intuition or experience alone, managers can now base their decisions on comprehensive data analysis. This data-driven approach enables more accurate forecasting, better resource allocation, and improved strategic planning.

However, digital transformation is not without its challenges. Many organizations struggle with legacy systems – outdated technology that is difficult and expensive to replace but essential for current operations. There is also the issue of cybersecurity, as increased digital connectivity creates more vulnerabilities for potential attacks. Additionally, companies must address the skills gap by training existing employees or hiring new talent with the necessary digital competencies.

The organizational culture plays a vital role in successful digital transformation. Companies need leaders who can inspire and guide their teams through change, and employees who are willing to embrace new technologies and ways of working. Resistance to change is natural, but organizations must find ways to overcome it through effective communication, training programs, and by demonstrating the benefits of transformation.

Small and medium-sized enterprises (SMEs) face particular challenges in digital transformation. While large corporations often have dedicated budgets and specialized teams for digital initiatives, smaller businesses must be more creative and strategic in their approach. Fortunately, cloud computing and software-as-a-service (SaaS) solutions have made sophisticated technologies more accessible and affordable for businesses of all sizes.

Looking ahead, the pace of digital transformation is expected to accelerate rather than slow down. Emerging technologies such as the Internet of Things (IoT), blockchain, and 5G networks will create new opportunities and challenges for businesses. Companies that view digital transformation as an ongoing journey rather than a one-time project will be better positioned to adapt and thrive in an increasingly digital world.

Questions 1-5

Do the following statements agree with the information given in Passage 1?

Write:

• TRUE if the statement agrees with the information
• FALSE if the statement contradicts the information
• NOT GIVEN if there is no information on this

1. Digital transformation was initially affordable only for large companies.
2. Digital transformation requires organizations to accept occasional failures.
3. Most businesses complete their digital transformation within two years.
4. Modern customers expect to interact with businesses through various platforms.
5. Small businesses cannot afford digital transformation technologies.

Questions 6-9

Complete the sentences below.

Choose NO MORE THAN TWO WORDS from the passage for each answer.

6. The process of converting physical documents into electronic form is called __.
7. Retail stores have created __ that combine online and offline shopping experiences.
8. Companies use __ to understand customer preferences and market trends.
9. Outdated technology that is expensive to replace is referred to as __.

Questions 10-13

Choose the correct letter, A, B, C or D.

10. According to the passage, digital transformation is primarily about:

• A. Installing new computer systems
• B. A fundamental change in business operations
• C. Hiring more IT staff
• D. Increasing marketing budgets

11. What does the passage say about automation technologies?

• A. They completely eliminate the need for human workers
• B. They are too expensive for most businesses
• C. They help reduce costs and minimize errors
• D. They only work in manufacturing industries

12. The main challenge mentioned for SMEs is:

• A. Lack of internet access
• B. Government regulations
• C. Limited budgets for digital initiatives
• D. Too many technology options

13. The passage suggests that successful digital transformation requires:

• A. Only technical expertise
• B. Changes in organizational culture
• C. Replacing all existing systems immediately
• D. Focusing solely on customer service

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PASSAGE 2 – Strategic Implications of Digital Transformation

Độ khó: Medium (Band 6.0-7.5)

Thời gian đề xuất: 18-20 phút

The confluence of digital technologies with business strategy has created a paradigm shift in how organizations conceptualize and execute their competitive approaches. This transformation extends beyond mere technological adoption; it represents a fundamental reconceptualization of business models, value propositions, and competitive dynamics that define success in the contemporary marketplace. As digital capabilities become increasingly ubiquitous, the strategic question has evolved from whether to transform to how to transform most effectively.

Strategic frameworks that served businesses well in the pre-digital era are being reassessed and reconfigured to accommodate the unique characteristics of digital business environments. Traditional sources of competitive advantage – such as economies of scale, proprietary technology, or exclusive distribution channels – are being challenged by digital alternatives that offer unprecedented flexibility, scalability, and reach. The concept of sustainable competitive advantage itself is being questioned, as the rapid pace of technological innovation means that advantages are increasingly temporary and must be continually renewed.

One of the most profound strategic implications of digital transformation is the shift toward platform-based business models. Unlike traditional linear value chains, where companies create products or services and sell them to customers, platform models create value by facilitating interactions and transactions between multiple stakeholder groups. Companies such as Airbnb and Uber have demonstrated how digital platforms can disrupt established industries by leveraging existing assets (spare rooms, private vehicles) and connecting them with customers in new ways. This platformization of business models requires fundamentally different strategic thinking about value creation, competitive positioning, and ecosystem management.

The democratization of technology has also led to the emergence of new competitive threats from unexpected sources. Barriers to entry in many industries have been significantly reduced, allowing nimble startups with innovative digital solutions to challenge established incumbents. These digital natives often possess organizational agility and a customer-centric mindset that enable them to move faster and adapt more readily than larger, more bureaucratic organizations. Consequently, established companies must develop strategies for continuous innovation and be willing to cannibalize their own successful products before competitors do so.

Data strategy has emerged as a critical component of business strategy in the digital age. Organizations that can effectively collect, analyze, and leverage data gain significant competitive advantages. Data enables personalization at scale, allowing companies to tailor products, services, and marketing messages to individual customers. It also provides insights into operational inefficiencies, market trends, and emerging opportunities. However, effective data strategy requires more than just technological infrastructure; it demands clear governance frameworks, ethical guidelines, and capabilities for turning data into actionable insights.

The concept of digital ecosystems has become increasingly important in strategic planning. Rather than competing as isolated entities, companies increasingly operate within networks of partners, suppliers, customers, and even competitors. These ecosystems enable companies to leverage complementary capabilities and create value that would be impossible to achieve independently. Strategic success in this context requires skills in ecosystem orchestration – the ability to design, build, and manage relationships within complex networks of organizations. Companies must balance cooperation and competition (sometimes termed “coopetition”) to maximize value creation while protecting their own strategic interests.

Customer expectations have evolved dramatically in the digital age, and this evolution has profound strategic implications. Customers now expect personalized experiences, immediate responses, and seamless interactions across all touchpoints. Meeting these expectations requires integrated strategies that span traditionally separate functions such as marketing, sales, customer service, and product development. The concept of customer lifetime value has become more important than individual transaction values, driving strategies focused on building long-term relationships rather than simply maximizing short-term sales.

Organizational ambidexterity – the ability to simultaneously exploit existing capabilities while exploring new opportunities – has become a crucial strategic capability. Companies must maintain their current operations and revenue streams while also investing in potentially disruptive innovations. This requires sophisticated organizational structures and governance mechanisms that can support both incremental improvement and radical innovation. Some companies establish separate digital units or innovation labs to provide the freedom and resources needed to explore new possibilities without being constrained by existing business models.

The strategic importance of speed and agility has increased dramatically. Traditional strategic planning processes, often conducted annually with multi-year time horizons, are increasingly inadequate in rapidly changing digital environments. Organizations are adopting more flexible strategic frameworks that allow for continuous adaptation based on real-time feedback and changing market conditions. Agile methodologies, originally developed for software development, are being applied to strategy formulation and execution, enabling faster iteration and learning.

Risk management strategies must also evolve to address new types of digital risks. Cybersecurity threats, data breaches, and digital disruption from unexpected competitors represent existential risks for many organizations. Strategic planning must incorporate scenario planning for various digital contingencies and develop resilience capabilities that enable organizations to respond effectively to unexpected challenges. This includes not only defensive measures but also the ability to quickly pivot and adapt when circumstances change.

Finally, the human dimension of digital transformation cannot be overlooked in strategic planning. Digital strategies ultimately depend on people with the right skills, mindsets, and cultural orientations. Organizations must develop strategies for talent acquisition, development, and retention that recognize the changing nature of work in the digital age. This includes fostering digital literacy across the organization, creating cultures that embrace experimentation and learning, and developing leadership capabilities appropriate for digital business environments.

Questions 14-18

Choose the correct letter, A, B, C or D.

14. According to the passage, traditional sources of competitive advantage are:

• A. More important than ever before
• B. Being replaced by digital alternatives
• C. Only relevant for large corporations
• D. Impossible to achieve in modern business

15. Platform-based business models differ from traditional models by:

• A. Selling products directly to consumers
• B. Focusing only on digital products
• C. Facilitating interactions between multiple groups
• D. Eliminating the need for physical assets

16. The term “digital natives” in the passage refers to:

• A. Young consumers who grew up with technology
• B. Technology companies based in Silicon Valley
• C. Startups with innovative digital solutions
• D. Companies that only operate online

17. According to the passage, organizational ambidexterity means:

• A. Using both hands equally well
• B. Operating in multiple countries
• C. Exploiting current capabilities while exploring new ones
• D. Balancing profits with social responsibility

18. The passage suggests that traditional annual strategic planning is:

• A. The most effective approach for all businesses
• B. Insufficient in rapidly changing digital environments
• C. Only suitable for government organizations
• D. More important than ever before

Questions 19-23

Complete the summary below.

Choose NO MORE THAN TWO WORDS from the passage for each answer.

Digital transformation requires companies to rethink their business strategies fundamentally. One major change is the shift toward 19. __, which create value by connecting different groups of stakeholders. The 20. __ has made it easier for new companies to enter industries and challenge established businesses. Organizations must develop effective 21. __ to gain competitive advantages through information analysis. Companies are also learning to operate within 22. __, which are networks of partners and other organizations. Additionally, businesses need 23. __ to balance current operations with new innovations.

Questions 24-26

Do the following statements agree with the views of the writer in Passage 2?

Write:

• YES if the statement agrees with the views of the writer
• NO if the statement contradicts the views of the writer
• NOT GIVEN if it is impossible to say what the writer thinks about this

24. Competitive advantages in the digital age tend to be temporary rather than permanent.
25. All companies should completely abandon their existing business models immediately.
26. Digital transformation requires changes in organizational culture as well as technology.

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PASSAGE 3 – Advanced Models and Frameworks for Digital Business Transformation

Độ khó: Hard (Band 7.0-9.0)

Thời gian đề xuất: 23-25 phút

The epistemological foundations of digital transformation scholarship reveal a complex interplay between technological determinism and socio-technical perspectives, with contemporary research increasingly favoring integrative frameworks that acknowledge the recursive relationship between technology and organizational structures. This theoretical complexity reflects the multifaceted nature of digital transformation, which transcends simple cause-and-effect relationships and instead operates through intricate feedback loops and emergent properties that defy reductionist analysis. The most sophisticated conceptual models recognize digital transformation as a non-linear, path-dependent process where initial conditions, historical contingencies, and organizational idiosyncrasies significantly influence outcomes.

Maturity models have emerged as popular heuristic devices for understanding and managing digital transformation journeys. These models typically conceptualize transformation as a progressive evolution through distinct stages, from initial ad-hoc digitization efforts to fully integrated digital ecosystems with autonomous decision-making capabilities. The MIT Center for Digital Business, in collaboration with Capgemini Consulting, developed an influential framework that identifies three key enablers of digital transformation: digital capabilities, leadership capabilities, and transformation intensity. Their research demonstrates that companies excelling in both digital and leadership capabilities – termed “Digital Masters” – achieve significantly superior financial performance compared to their less digitally mature counterparts.

However, critics argue that linear maturity models oversimplify the inherently dynamic and contextual nature of digital transformation. Alternative approaches, such as configuration theory and complexity science perspectives, suggest that successful digital transformation involves orchestrating multiple interdependent elements into coherent configurations rather than progressing through predetermined stages. From this viewpoint, organizations must achieve “equifinality” – reaching desired outcomes through multiple possible paths – and maintain “dynamic fitness” – the ability to continually reconfigure capabilities in response to environmental changes.

The concept of “digital business strategy” has been proposed as a distinct analytical category that subsumes traditional business and IT strategies. This integrative perspective argues that in digitally intensive contexts, the distinction between business strategy and technology strategy becomes increasingly untenable. Digital technologies are not merely tools for executing strategy; they fundamentally shape strategic possibilities and competitive dynamics. Research by Bharadwaj et al. identifies four key themes distinguishing digital business strategy: the scope extends beyond firm boundaries to encompass ecosystems; the scale of impacts is magnified through network effects; the speed of strategy formulation and execution accelerates dramatically; and the sources of value creation and capture become more diverse and nuanced.

Theoretical perspectives from institutional theory illuminate how legitimacy pressures and isomorphic forces influence digital transformation adoption. Organizations facing coercive pressures from regulators, mimetic pressures from successful competitors, and normative pressures from professional bodies may adopt digital technologies for legitimacy rather than efficiency. This can lead to “digital decoupling” – situations where organizations implement digital technologies symbolically without substantively transforming their operations. Understanding these institutional dynamics is crucial for explaining variations in transformation outcomes across organizations and industries.

The microfoundations of digital transformation – the individual-level and team-level processes that aggregate into organizational capabilities – have received increasing research attention. Dynamic capability theory provides a useful lens for examining how organizations develop the ability to sense opportunities and threats, seize opportunities through mobilizing resources, and transform by reconfiguring organizational assets. In digital contexts, these capabilities depend critically on distributed cognition, boundary-spanning activities, and the ability to integrate diverse knowledge domains. Research suggests that successful transformation requires developing both technological absorptive capacity – the ability to recognize, assimilate, and apply external technology knowledge – and digital ambidexterity – the capability to simultaneously optimize current digital capabilities while exploring nascent technologies.

Paradox theory offers valuable insights into the inherent tensions and contradictions embedded in digital transformation efforts. Organizations must navigate multiple paradoxes: exploitation versus exploration, efficiency versus flexibility, standardization versus customization, control versus autonomy, and short-term versus long-term orientations. Rather than resolving these tensions through compromise or trade-offs, successful digital transformation may require embracing paradoxes and developing both-and rather than either-or solutions. This might involve structural separation (creating distinct units for different purposes), contextual ambidexterity (enabling individuals to make appropriate choices), or temporal cycling (alternating between different approaches over time).

The role of corporate venturing and open innovation in digital transformation has become increasingly prominent. Organizations are establishing corporate venture capital arms, incubators, and accelerators to access external innovation and maintain strategic flexibility. These mechanisms enable companies to hedge against technological uncertainty by investing in multiple potential futures while avoiding over-commitment to particular technology trajectories. However, effectively integrating external innovations with internal capabilities presents significant coordination and cultural challenges, particularly in established organizations with strong identities and embedded routines.

Network theory perspectives emphasize the structural properties of interfirm relationships and their implications for digital transformation. Organizations’ positions within industry networks – measured by centrality, structural holes, and tie strength – influence their access to resources, information, and legitimacy necessary for transformation. Research indicates that organizations occupying brokerage positions between otherwise disconnected network clusters enjoy advantages in accessing diverse knowledge and identifying novel combinations of technologies and business models. However, these benefits must be balanced against the coordination costs and potential conflicts inherent in managing multiple relationships across organizational boundaries.

The ethical dimensions of digital transformation have emerged as crucial considerations requiring explicit strategic attention. Issues surrounding data privacy, algorithmic bias, digital surveillance, technological unemployment, and environmental sustainability of digital infrastructure pose both risks and opportunities for organizations. Companies that proactively address these concerns through ethical frameworks, transparent governance structures, and stakeholder engagement may develop reputational advantages and social license to operate that become sources of competitive differentiation. Conversely, organizations that neglect ethical considerations face increasing regulatory scrutiny, consumer backlash, and potential liabilities.

Measurement and evaluation of digital transformation remain methodologically challenging. Traditional financial metrics often fail to capture the intangible benefits and option value created through digital investments. Organizations are experimenting with balanced scorecards, real options analysis, and multi-dimensional assessment frameworks that incorporate innovation metrics, learning indicators, and ecosystem health measures. However, the lagging nature of many outcome measures and the difficulty of establishing causality in complex organizational contexts make definitive evaluation problematic. This measurement challenge itself has strategic implications, as organizations must make resource allocation decisions under conditions of irreducible uncertainty about future returns.

Looking forward, the convergence of multiple technological trajectories – including artificial intelligence, quantum computing, edge computing, advanced robotics, and biotechnology – suggests that the scope and complexity of digital transformation will continue to increase. Organizations will need to develop increasingly sophisticated capabilities for technology scouting, scenario planning, and portfolio management to navigate these converging disruptions. The most successful organizations will likely be those that view digital transformation not as a discrete initiative but as an ongoing process of organizational renewal and adaptation embedded in their strategic DNA.

Questions 27-31

Choose the correct letter, A, B, C or D.

27. According to the passage, contemporary digital transformation research:

• A. Completely rejects technological determinism
• B. Favors frameworks that recognize the relationship between technology and organization
• C. Focuses only on social factors
• D. Ignores organizational structures

28. The term “Digital Masters” refers to companies that:

• A. Only invest in the latest technology
• B. Excel in both digital and leadership capabilities
• C. Are founded by technology experts
• D. Operate exclusively in the digital sector

29. Critics of linear maturity models argue that they:

• A. Are too expensive to implement
• B. Require too much time to complete
• C. Oversimplify the dynamic nature of transformation
• D. Focus too much on leadership

30. “Digital decoupling” occurs when organizations:

• A. Completely reject digital technologies
• B. Implement technologies for legitimacy without real transformation
• C. Separate their digital and traditional operations
• D. Merge multiple digital systems

31. According to paradox theory, successful digital transformation requires:

• A. Always choosing efficiency over flexibility
• B. Resolving tensions through compromise
• C. Embracing contradictions with both-and solutions
• D. Eliminating all organizational conflicts

Questions 32-36

Complete the sentences below.

Choose NO MORE THAN THREE WORDS from the passage for each answer.

32. Organizations must achieve __ by reaching desired outcomes through multiple possible paths.

33. The concept of digital business strategy suggests that technology fundamentally shapes __ and competitive dynamics.

34. Organizations develop __ which is the ability to recognize and apply external technology knowledge.

35. Companies are establishing corporate venture capital and __ to access external innovation.

36. Organizations in __ between disconnected network clusters have advantages in accessing diverse knowledge.

Questions 37-40

Do the following statements agree with the information given in Passage 3?

Write:

• TRUE if the statement agrees with the information
• FALSE if the statement contradicts the information
• NOT GIVEN if there is no information on this

37. Linear maturity models are universally accepted as the best framework for understanding digital transformation.

38. Digital technologies are merely tools for executing pre-determined business strategies.

39. Ethical considerations in digital transformation can become sources of competitive advantage.

40. Organizations have developed perfect methods for measuring the success of digital transformation.

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Answer Keys – Đáp Án

PASSAGE 1: Questions 1-13

1. TRUE
2. TRUE
3. NOT GIVEN
4. TRUE
5. FALSE
6. digitization
7. omnichannel experiences
8. data analytics
9. legacy systems
10. B
11. C
12. C
13. B

PASSAGE 2: Questions 14-26

14. B
15. C
16. C
17. C
18. B
19. platform-based business models / platform models
20. democratization of technology
21. data strategy
22. digital ecosystems
23. organizational ambidexterity
24. YES
25. NO
26. YES

PASSAGE 3: Questions 27-40

27. B
28. B
29. C
30. B
31. C
32. equifinality
33. strategic possibilities
34. technological absorptive capacity
35. accelerators / incubators
36. brokerage positions
37. FALSE
38. FALSE
39. TRUE
40. FALSE

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Giải Thích Đáp Án Chi Tiết

Passage 1 – Giải Thích

Câu 1: TRUE

• Dạng câu hỏi: True/False/Not Given
• Từ khóa: digital transformation, initially affordable, large companies
• Vị trí trong bài: Đoạn 1, dòng 2-3
• Giải thích: Câu trong bài nói “What was once considered a luxury for large corporations has now become a necessity for businesses of all sizes” – điều này xác nhận rằng ban đầu chuyển đổi số chỉ dành cho các công ty lớn (luxury = chỉ công ty lớn có khả năng chi trả).

Câu 2: TRUE

• Dạng câu hỏi: True/False/Not Given
• Từ khóa: requires organizations, accept failures
• Vị trí trong bài: Đoạn 2, dòng 3-4
• Giải thích: Bài viết nói “cultural change that requires organizations to continually challenge the status quo, experiment, and get comfortable with failure” – paraphrase của “accept occasional failures” là “get comfortable with failure”.

Câu 3: NOT GIVEN

• Dạng câu hỏi: True/False/Not Given
• Từ khóa: complete transformation, within two years
• Vị trí trong bài: Không có thông tin
• Giải thích: Bài viết không đề cập đến khung thời gian cụ thể để hoàn thành chuyển đổi số.

Câu 4: TRUE

• Dạng câu hỏi: True/False/Not Given
• Từ khóa: customers expect, interact, various platforms
• Vị trí trong bài: Đoạn 4, dòng 2-3
• Giải thích: “Modern consumers expect seamless interactions with businesses across multiple channels” – paraphrase của “various platforms” là “multiple channels”.

Câu 5: FALSE

• Dạng câu hỏi: True/False/Not Given
• Từ khóa: small businesses, cannot afford
• Vị trí trong bài: Đoạn 9, dòng 3-4
• Giải thích: Bài viết nói “cloud computing and software-as-a-service (SaaS) solutions have made sophisticated technologies more accessible and affordable for businesses of all sizes” – điều này mâu thuẫn với câu hỏi.

Câu 6: digitization

• Dạng câu hỏi: Sentence Completion
• Từ khóa: converting physical documents, electronic form
• Vị trí trong bài: Đoạn 3, dòng 1-2
• Giải thích: “The journey toward digital transformation typically begins with digitization – the process of converting information from physical formats into digital ones.”

Câu 7: omnichannel experiences

• Dạng câu hỏi: Sentence Completion
• Từ khóa: retail stores, combine online and offline
• Vị trí trong bài: Đoạn 4, dòng 5-6
• Giải thích: “Traditional retail stores have had to adapt by creating omnichannel experiences that allow customers to browse online…”

Câu 8: data analytics

• Dạng câu hỏi: Sentence Completion
• Từ khóa: understand customer preferences, market trends
• Vị trí trong bài: Đoạn 6, dòng 1-2
• Giải thích: “Data analytics has become a crucial tool for businesses seeking to understand market trends, customer preferences…”

Câu 9: legacy systems

• Dạng câu hỏi: Sentence Completion
• Từ khóa: outdated technology, expensive to replace
• Vị trí trong bài: Đoạn 7, dòng 2
• Giải thích: “Many organizations struggle with legacy systems – outdated technology that is difficult and expensive to replace…”

Câu 10: B

• Dạng câu hỏi: Multiple Choice
• Từ khóa: digital transformation, primarily about
• Vị trí trong bài: Đoạn 1, dòng 3-5
• Giải thích: “Digital transformation is no longer just about installing new software or upgrading computer systems; it represents a fundamental shift in how companies operate” – đáp án B phản ánh đúng ý này. Các đáp án khác không được đề cập là yếu tố chính.

Câu 11: C

• Dạng câu hỏi: Multiple Choice
• Từ khóa: automation technologies
• Vị trí trong bài: Đoạn 5, dòng 2-3
• Giải thích: “Automation technologies, artificial intelligence, and machine learning enable businesses to streamline processes, reduce costs, and minimize human error” – đáp án C đúng. A sai vì không nói loại bỏ hoàn toàn, B không được đề cập, D sai vì không giới hạn ở manufacturing.

Câu 12: C

• Dạng câu hỏi: Multiple Choice
• Từ khóa: main challenge, SMEs
• Vị trí trong bài: Đoạn 9, dòng 1-2
• Giải thích: “Small and medium-sized enterprises (SMEs) face particular challenges in digital transformation. While large corporations often have dedicated budgets and specialized teams for digital initiatives, smaller businesses must be more creative…” – đáp án C đúng.

Câu 13: B

• Dạng câu hỏi: Multiple Choice
• Từ khóa: successful digital transformation requires
• Vị trí trong bài: Đoạn 8, toàn bộ
• Giải thích: “The organizational culture plays a vital role in successful digital transformation” – đáp án B đúng. Bài viết nhấn mạnh văn hóa tổ chức, không chỉ kỹ thuật (A sai), không yêu cầu thay thế ngay lập tức (C sai), không chỉ về dịch vụ khách hàng (D sai).

Chuyển đổi số trong doanh nghiệp hiện đại với công nghệ và chiến lược kinh doanh tích hợp

Passage 2 – Giải Thích

Câu 14: B

• Dạng câu hỏi: Multiple Choice
• Từ khóa: traditional sources, competitive advantage
• Vị trí trong bài: Đoạn 2, dòng 2-4
• Giải thích: “Traditional sources of competitive advantage – such as economies of scale, proprietary technology, or exclusive distribution channels – are being challenged by digital alternatives” – đáp án B đúng nhất vì nói về việc bị thay thế bởi các phương án kỹ thuật số.

Câu 15: C

• Dạng câu hỏi: Multiple Choice
• Từ khóa: platform-based business models, differ
• Vị trí trong bài: Đoạn 3, dòng 2-4
• Giải thích: “Unlike traditional linear value chains, where companies create products or services and sell them to customers, platform models create value by facilitating interactions and transactions between multiple stakeholder groups” – đáp án C chính xác.

Câu 16: C

• Dạng câu hỏi: Multiple Choice
• Từ khóa: digital natives
• Vị trí trong bài: Đoạn 4, dòng 3-4
• Giải thích: “Barriers to entry in many industries have been significantly reduced, allowing nimble startups with innovative digital solutions to challenge established incumbents. These digital natives…” – ngữ cảnh cho thấy đây là các startup có giải pháp kỹ thuật số sáng tạo, đáp án C đúng.

Câu 17: C

• Dạng câu hỏi: Multiple Choice
• Từ khóa: organizational ambidexterity
• Vị trí trong bài: Đoạn 8, dòng 1-2
• Giải thích: “Organizational ambidexterity – the ability to simultaneously exploit existing capabilities while exploring new opportunities” – định nghĩa rõ ràng trong bài, đáp án C chính xác.

Câu 18: B

• Dạng câu hỏi: Multiple Choice
• Từ khóa: traditional annual strategic planning
• Vị trí trong bài: Đoạn 9, dòng 2-3
• Giải thích: “Traditional strategic planning processes, often conducted annually with multi-year time horizons, are increasingly inadequate in rapidly changing digital environments” – đáp án B đúng.

Câu 19: platform-based business models / platform models

• Dạng câu hỏi: Summary Completion
• Từ khóa: shift toward, create value, connecting different groups
• Vị trí trong bài: Đoạn 3, dòng 1-4
• Giải thích: “One of the most profound strategic implications of digital transformation is the shift toward platform-based business models” và “platform models create value by facilitating interactions…”

Câu 20: democratization of technology

• Dạng câu hỏi: Summary Completion
• Từ khóa: easier for new companies to enter
• Vị trí trong bài: Đoạn 4, dòng 1-2
• Giải thích: “The democratization of technology has also led to the emergence of new competitive threats from unexpected sources. Barriers to entry in many industries have been significantly reduced…”

Câu 21: data strategy

• Dạng câu hỏi: Summary Completion
• Từ khóa: gain competitive advantages, information analysis
• Vị trí trong bài: Đoạn 5, dòng 1-2
• Giải thích: “Data strategy has emerged as a critical component of business strategy in the digital age. Organizations that can effectively collect, analyze, and leverage data gain significant competitive advantages.”

Câu 22: digital ecosystems

• Dạng câu hỏi: Summary Completion
• Từ khóa: operate within, networks of partners
• Vị trí trong bài: Đoạn 6, dòng 1-2
• Giải thích: “The concept of digital ecosystems has become increasingly important in strategic planning. Rather than competing as isolated entities, companies increasingly operate within networks of partners…”

Câu 23: organizational ambidexterity

• Dạng câu hỏi: Summary Completion
• Từ khóa: balance current operations, new innovations
• Vị trí trong bài: Đoạn 8, dòng 1-2
• Giải thích: “Organizational ambidexterity – the ability to simultaneously exploit existing capabilities while exploring new opportunities” – đây chính là khả năng cân bằng giữa hoạt động hiện tại và đổi mới.

Câu 24: YES

• Dạng câu hỏi: Yes/No/Not Given
• Từ khóa: competitive advantages, temporary, permanent
• Vị trí trong bài: Đoạn 2, dòng 5-6
• Giải thích: “The concept of sustainable competitive advantage itself is being questioned, as the rapid pace of technological innovation means that advantages are increasingly temporary” – tác giả đồng ý với quan điểm này.

Câu 25: NO

• Dạng câu hỏi: Yes/No/Not Given
• Từ khóa: abandon existing business models, immediately
• Vị trí trong bài: Đoạn 8, dòng 2-3
• Giải thích: “Companies must maintain their current operations and revenue streams while also investing in potentially disruptive innovations” – tác giả không đồng ý với việc từ bỏ hoàn toàn, mà phải duy trì song song.

Câu 26: YES

• Dạng câu hỏi: Yes/No/Not Given
• Từ khóa: requires changes, organizational culture, technology
• Vị trí trong bài: Đoạn 11, toàn bộ
• Giải thích: “Finally, the human dimension of digital transformation cannot be overlooked in strategic planning… creating cultures that embrace experimentation and learning” – tác giả rõ ràng đồng ý rằng văn hóa tổ chức cũng quan trọng như công nghệ.

Chiến lược chuyển đổi số dựa trên mô hình nền tảng và hệ sinh thái kỹ thuật số

Passage 3 – Giải Thích

Câu 27: B

• Dạng câu hỏi: Multiple Choice
• Từ khóa: contemporary digital transformation research
• Vị trí trong bài: Đoạn 1, dòng 1-3
• Giải thích: “The epistemological foundations of digital transformation scholarship reveal a complex interplay between technological determinism and socio-technical perspectives, with contemporary research increasingly favoring integrative frameworks that acknowledge the recursive relationship between technology and organizational structures” – đáp án B chính xác phản ánh quan điểm này.

Câu 28: B

• Dạng câu hỏi: Multiple Choice
• Từ khóa: Digital Masters
• Vị trí trong bài: Đoạn 2, dòng 5-7
• Giải thích: “Their research demonstrates that companies excelling in both digital and leadership capabilities – termed ‘Digital Masters’ – achieve significantly superior financial performance” – đáp án B đúng.

Câu 29: C

• Dạng câu hỏi: Multiple Choice
• Từ khóa: critics, linear maturity models
• Vị trí trong bài: Đoạn 3, dòng 1-2
• Giải thích: “However, critics argue that linear maturity models oversimplify the inherently dynamic and contextual nature of digital transformation” – đáp án C chính xác.

Câu 30: B

• Dạng câu hỏi: Multiple Choice
• Từ khóa: digital decoupling
• Vị trí trong bài: Đoạn 5, dòng 4-6
• Giải thích: “This can lead to ‘digital decoupling’ – situations where organizations implement digital technologies symbolically without substantively transforming their operations” – đáp án B đúng.

Câu 31: C

• Dạng câu hỏi: Multiple Choice
• Từ khóa: paradox theory, successful transformation
• Vị trí trong bài: Đoạn 7, dòng 4-6
• Giải thích: “Rather than resolving these tensions through compromise or trade-offs, successful digital transformation may require embracing paradoxes and developing both-and rather than either-or solutions” – đáp án C chính xác.

Câu 32: equifinality

• Dạng câu hỏi: Sentence Completion
• Từ khóa: reaching desired outcomes, multiple possible paths
• Vị trí trong bài: Đoạn 3, dòng 5-6
• Giải thích: “From this viewpoint, organizations must achieve ‘equifinality’ – reaching desired outcomes through multiple possible paths”

Câu 33: strategic possibilities

• Dạng câu hỏi: Sentence Completion
• Từ khóa: technology fundamentally shapes
• Vị trí trong bài: Đoạn 4, dòng 5-6
• Giải thích: “Digital technologies are not merely tools for executing strategy; they fundamentally shape strategic possibilities and competitive dynamics”

Câu 34: technological absorptive capacity

• Dạng câu hỏi: Sentence Completion
• Từ khóa: ability to recognize and apply, external technology knowledge
• Vị trí trong bài: Đoạn 6, dòng 7-9
• Giải thích: “Research suggests that successful transformation requires developing both technological absorptive capacity – the ability to recognize, assimilate, and apply external technology knowledge”

Câu 35: accelerators / incubators

• Dạng câu hỏi: Sentence Completion
• Từ khóa: corporate venture capital, access external innovation
• Vị trí trong bài: Đoạn 8, dòng 1-2
• Giải thích: “Organizations are establishing corporate venture capital arms, incubators, and accelerators to access external innovation”

Câu 36: brokerage positions

• Dạng câu hỏi: Sentence Completion
• Từ khóa: between disconnected network clusters, advantages, diverse knowledge
• Vị trí trong bài: Đoạn 9, dòng 4-6
• Giải thích: “Research indicates that organizations occupying brokerage positions between otherwise disconnected network clusters enjoy advantages in accessing diverse knowledge”

Câu 37: FALSE

• Dạng câu hỏi: True/False/Not Given
• Từ khóa: linear maturity models, universally accepted, best framework
• Vị trí trong bài: Đoạn 3, dòng 1
• Giải thích: “However, critics argue that linear maturity models oversimplify…” – bài viết cho thấy có sự phản đối, không phải được chấp nhận phổ biến.

Câu 38: FALSE

• Dạng câu hỏi: True/False/Not Given
• Từ khóa: digital technologies, merely tools, executing pre-determined strategies
• Vị trí trong bài: Đoạn 4, dòng 5-6
• Giải thích: “Digital technologies are not merely tools for executing strategy; they fundamentally shape strategic possibilities” – bài viết phủ nhận quan điểm này.

Câu 39: TRUE

• Dạng câu hỏi: True/False/Not Given
• Từ khóa: ethical considerations, sources of competitive advantage
• Vị trí trong bài: Đoạn 10, dòng 3-5
• Giải thích: “Companies that proactively address these concerns through ethical frameworks, transparent governance structures, and stakeholder engagement may develop reputational advantages and social license to operate that become sources of competitive differentiation” – xác nhận điều này.

Câu 40: FALSE

• Dạng câu hỏi: True/False/Not Given
• Từ khóa: perfect methods, measuring success
• Vị trí trong bài: Đoạn 11, dòng 1-2
• Giải thích: “Measurement and evaluation of digital transformation remain methodologically challenging” – bài viết nói đo lường vẫn còn thách thức, chứ không phải đã có phương pháp hoàn hảo.

Đo lường và đánh giá hiệu quả chuyển đổi số trong doanh nghiệp với các chỉ số KPI

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Từ Vựng Quan Trọng Theo Passage

Passage 1 – Essential Vocabulary

Từ vựng	Loại từ	Phiên âm	Nghĩa tiếng Việt	Ví dụ từ bài	Collocation
advent	n	/ˈædvent/	sự ra đời, sự xuất hiện	the advent of digital technologies	the advent of technology
fundamental shift	n phrase	/ˌfʌndəˈmentl ʃɪft/	sự thay đổi căn bản	represents a fundamental shift	fundamental shift in thinking
integration	n	/ˌɪntɪˈɡreɪʃn/	sự tích hợp, hợp nhất	integration of digital technology	seamless integration
status quo	n	/ˌsteɪtəs ˈkwəʊ/	hiện trạng	challenge the status quo	maintain/challenge the status quo
seamless	adj	/ˈsiːmləs/	liền mạch, trơn tru	seamless interactions	seamless experience
digitally savvy	adj phrase	/ˈdɪdʒɪtəli ˈsævi/	thông thạo kỹ thuật số	digitally savvy competitors	digitally savvy consumers
omnichannel	adj	/ˈɒmnɪtʃænl/	đa kênh	omnichannel experiences	omnichannel strategy
automation	n	/ˌɔːtəˈmeɪʃn/	tự động hóa	automation technologies	business automation
data-driven	adj	/ˈdeɪtə drɪvn/	dựa trên dữ liệu	data-driven approach	data-driven decision
legacy systems	n phrase	/ˈleɡəsi ˈsɪstəmz/	hệ thống cũ, lỗi thời	struggle with legacy systems	maintain legacy systems
cybersecurity	n	/ˌsaɪbəsɪˈkjʊərəti/	an ninh mạng	issue of cybersecurity	cybersecurity threats
embrace	v	/ɪmˈbreɪs/	đón nhận, chấp nhận	embrace new technologies	embrace change

Passage 2 – Essential Vocabulary

Từ vựng	Loại từ	Phiên âm	Nghĩa tiếng Việt	Ví dụ từ bài	Collocation
confluence	n	/ˈkɒnfluəns/	sự hội tụ	confluence of digital technologies	confluence of factors
paradigm shift	n phrase	/ˈpærədaɪm ʃɪft/	sự chuyển đổi mô hình	created a paradigm shift	paradigm shift in thinking
ubiquitous	adj	/juːˈbɪkwɪtəs/	phổ biến khắp nơi	become increasingly ubiquitous	ubiquitous technology
economies of scale	n phrase	/ɪˈkɒnəmiz əv skeɪl/	lợi thế kinh tế theo quy mô	traditional sources like economies of scale	achieve economies of scale
platformization	n	/plætfɔːmaɪˈzeɪʃn/	nền tảng hóa	platformization of business models	digital platformization
leverage	v	/ˈliːvərɪdʒ/	tận dụng, khai thác	leverage existing assets	leverage resources
democratization	n	/dɪˌmɒkrətaɪˈzeɪʃn/	dân chủ hóa	democratization of technology	democratization of information
nimble	adj	/ˈnɪmbl/	nhanh nhẹn, linh hoạt	nimble startups	nimble organization
cannibalize	v	/ˈkænɪbəlaɪz/	tự phá hủy sản phẩm cũ	cannibalize their own products	cannibalize market share
ecosystem orchestration	n phrase	/ˈiːkəʊsɪstəm ˌɔːkɪˈstreɪʃn/	điều phối hệ sinh thái	skills in ecosystem orchestration	effective ecosystem orchestration
coopetition	n	/kəʊˌɒpəˈtɪʃn/	hợp tác cạnh tranh	balance cooperation and competition	strategy of coopetition
ambidexterity	n	/ˌæmbɪdekˈsterəti/	tính lưỡng tay, linh hoạt	organizational ambidexterity	strategic ambidexterity
agile methodologies	n phrase	/ˈædʒaɪl ˌmeθəˈdɒlədʒiz/	phương pháp linh hoạt	adopting agile methodologies	agile methodologies approach
resilience	n	/rɪˈzɪliəns/	khả năng phục hồi	develop resilience capabilities	organizational resilience
pivot	v	/ˈpɪvət/	xoay chuyển, thay đổi	ability to quickly pivot	pivot strategy

Passage 3 – Essential Vocabulary

Từ vựng	Loại từ	Phiên âm	Nghĩa tiếng Việt	Ví dụ từ bài	Collocation
epistemological	adj	/ɪˌpɪstɪməˈlɒdʒɪkl/	thuộc nhận thức luận	epistemological foundations	epistemological framework
recursive	adj	/rɪˈkɜːsɪv/	đệ quy, lặp lại	recursive relationship	recursive process
heuristic	adj	/hjʊəˈrɪstɪk/	thuộc phương pháp phát hiện	heuristic devices	heuristic approach
maturity models	n phrase	/məˈtjʊərəti ˈmɒdlz/	mô hình trưởng thành	maturity models have emerged	digital maturity models
equifinality	n	/ˌiːkwɪfaɪˈnæləti/	đa mục tiêu	achieve equifinality	principle of equifinality
subsume	v	/səbˈsjuːm/	bao hàm, gộp vào	subsumes traditional strategies	subsume under category
isomorphic	adj	/ˌaɪsəˈmɔːfɪk/	đẳng cấu, đồng hình	isomorphic forces	isomorphic pressures
microfoundations	n	/ˈmaɪkrəʊfaʊnˈdeɪʃnz/	nền tảng vi mô	microfoundations of transformation	microfoundations theory
absorptive capacity	n phrase	/əbˈzɔːptɪv kəˈpæsəti/	khả năng hấp thụ	technological absorptive capacity	organizational absorptive capacity
paradox theory	n phrase	/ˈpærədɒks ˈθɪəri/	lý thuyết nghịch lý	paradox theory offers insights	paradox theory perspective
structural holes	n phrase	/ˈstrʌktʃərəl həʊlz/	lỗ hổng cấu trúc	measured by structural holes	bridge structural holes
brokerage positions	n phrase	/ˈbrəʊkərɪdʒ pəˈzɪʃnz/	vị trí trung gian	occupying brokerage positions	strategic brokerage positions
algorithmic bias	n phrase	/ˌælɡəˈrɪðmɪk ˈbaɪəs/	thiên lệch thuật toán	issues surrounding algorithmic bias	address algorithmic bias
social license	n phrase	/ˈsəʊʃl ˈlaɪsns/	giấy phép xã hội	develop social license	maintain social license
real options analysis	n phrase	/rɪəl ˈɒpʃnz əˈnæləsɪs/	phân tích lựa chọn thực	experimenting with real options analysis	real options analysis framework
converging disruptions	n phrase	/kənˈvɜːdʒɪŋ dɪsˈrʌpʃnz/	sự gián đoạn hội tụ	navigate these converging disruptions	converging disruptions impact
scenario planning	n phrase	/sɪˈnɑːriəʊ ˈplænɪŋ/	kế hoạch kịch bản	capabilities for scenario planning	strategic scenario planning

Từ vựng IELTS Reading chủ đề chuyển đổi số và chiến lược kinh doanh với minh họa trực quan

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Kết Bài

Chủ đề “What Are The Effects Of Digital Transformation On Business Strategy?” không chỉ phổ biến trong kỳ thi IELTS Reading mà còn phản ánh xu hướng toàn cầu quan trọng đang định hình lại thế giới kinh doanh. Qua bài viết này, bạn đã được trải nghiệm một đề thi IELTS Reading hoàn chỉnh với độ khó tăng dần từ band 5.0 đến 9.0.

Ba passages trong đề thi đã cung cấp cho bạn:

• Passage 1 giới thiệu các khái niệm cơ bản về chuyển đổi số một cách dễ hiểu
• Passage 2 phân tích sâu hơn về ảnh hưởng chiến lược với từ vựng học thuật phong phú
• Passage 3 đưa ra góc nhìn chuyên sâu với các lý thuyết và framework phức tạp

Đáp án chi tiết kèm giải thích đã giúp bạn hiểu rõ:

• Cách xác định thông tin trong bài đọc
• Kỹ thuật paraphrase giữa câu hỏi và passage
• Phương pháp loại trừ đáp án sai trong multiple choice
• Sự khác biệt giữa True/False/Not Given và Yes/No/Not Given

Kho từ vựng với hơn 45 từ và cụm từ quan trọng sẽ giúp bạn:

• Nâng cao vốn từ học thuật
• Hiểu rõ collocation và cách sử dụng từ trong ngữ cảnh
• Chuẩn bị tốt hơn cho các chủ đề business và technology

Hãy nhớ rằng, thành công trong IELTS Reading không chỉ đến từ việc làm nhiều bài tập mà còn từ việc phân tích kỹ lưỡng đáp án, học từ vựng trong ngữ cảnh, và luyện tập quản lý thời gian hiệu quả. Chúc bạn đạt band điểm cao trong kỳ thi IELTS sắp tới!