This paper points out assumptions and reasons for using digital technologies, the importance of using digital technologies in teaching and management. It also refers to the digital technologies and digital competences as an essential part of the competency model of a teaching staff in education. It also points out the fact that existing competency models need to be further explored, decomposed, and formulated as an illustration by the digital competences extensions.

The aim of this paper is to analyze the concept of the digital Leviathan as it appears in literature in the middle field between philosophy of technology and social philosophy. The digital Leviathan, beyond the obvious reference to the classic Hobbesian concept, is a continuation of what Antonio Negri and Michael Hardt called ‘the Empire’ and Benjamin Bratton named ‘the Stack’. The key insight, as I argue in this paper, is to look at this digital Leviathan as an ongoing construction process, and therefore in a processual way that allows us to extract important characteristics of this global techno‑political construct. In this text, I point out that the development of the digital Leviathan is centrifugal and devoid of a top‑down plan indicating the target effects or its final shape, which results from its subordination to J.F. Lyotard’s performativity criterion, as well as its totalizing feature. It is also manifested by the fact that its expansion involves us all. I also point out how the digital Leviathan can be a deadly final achievement on the way from Reason, through rationality, to the madness of rationalization. I discuss the consequences that the development of Leviathan has on our ability to think in general, and in particular on the conceptualization of Leviathan itself. I also associate it with an attempt to criticize the utopian mode of thinking, accepting the conditions of ‘non‑place’ (in accordance with the thought of Negri and Hardt), which, following M. Heidegger, detaches us from the place and location that should be the basis of thinking.

The rapid development of digital technologies have created unprecedented opportunities for the industrial world. Enterprises, especially small and medium sized companies, struggle to successfully implement these technologies, and there is scant literature to support this endeavor. The authors hypothesize that ERP (Enterprise Resource Management) implementation, being a mature field, can guide digital technology implementation, taking into considerations the similarities. A systematic literature review was conducted to determine the critical success factors (CSF) of ERP implementation in SMEs that were used to derive guidelines for digital technology implementation case study. The results of the case study is another list of CSF that more correctly mirror the digital technology implementation needs. They are: “digitalization strategic plan”; “project sponsor/leader”; “commitment to the workplace”; “involvement of top management”; “reasonable project scope”; “compatibility with existing processes/systems”; “progressing with small steps”; “use of correct competencies”; and “involving the users”.