Based on in-depth conversations with more than 30 top executives from six major global corporations, the paper discusses nine key challenges large organizations face in their complex journey towards digital maturity:¿ The Legacy Challenge¿ The Resource Allocation Challenge¿ The Agility Challenge¿ The Ambidexterity Challenge¿ The Challenge of Working with Start-ups¿ The Connectivity Challenge - Dealing with Boundaries¿ The Governance Challenge¿ The Functional Identity Challenge¿ The People Challenge: Re-skilling, Talent Shortage, Mindset IssuesUnderstanding these challenges and their interplay will help leaders to structure the complex arena of large-scale digital transformation efforts.
Two world-renowned strategists detail the seven leadership imperatives for transforming companies in the new digital era. Digital transformation is critical. But winning in today's world requires more than digitization. It requires understanding that the nature of competitive advantage has shifted—and that being digital is not enough. In Beyond Digital, Paul Leinwand and Matt Mani from Strategy&, PwC's global strategy consulting business, take readers inside twelve companies and how they have navigated through this monumental shift: from Philips's reinvention from a broad conglomerate to a focused health technology player, to Cleveland Clinic's engagement with its broader ecosystem to improve and expand its leading patient care to more locations around the world, to Microsoft's overhaul of its global commercial business to drive customer outcomes. Other case studies include Adobe, Citigroup, Eli Lilly, Hitachi, Honeywell, Inditex, Komatsu, STC Pay, and Titan. Building on a major new body of research, the authors identify the seven imperatives that leaders must follow as the digital age continues to evolve: Reimagine your company's place in the world Embrace and create value via ecosystems Build a system of privileged insights with your customers Make your organization outcome-oriented Invert the focus of your leadership team Reinvent the social contract with your people Disrupt your own leadership approach Together, these seven imperatives comprise a playbook for how leaders can define a bolder purpose and transform their organizations.
Become a Digital Master—No Matter What Business You’re In If you think the phrase “going digital” is only relevant for industries like tech, media, and entertainment—think again. In fact, mobile, analytics, social media, sensors, and cloud computing have already fundamentally changed the entire business landscape as we know it—including your industry. The problem is that most accounts of digital in business focus on Silicon Valley stars and tech start-ups. But what about the other 90-plus percent of the economy? In Leading Digital, authors George Westerman, Didier Bonnet, and Andrew McAfee highlight how large companies in traditional industries—from finance to manufacturing to pharmaceuticals—are using digital to gain strategic advantage. They illuminate the principles and practices that lead to successful digital transformation. Based on a study of more than four hundred global firms, including Asian Paints, Burberry, Caesars Entertainment, Codelco, Lloyds Banking Group, Nike, and Pernod Ricard, the book shows what it takes to become a Digital Master. It explains successful transformation in a clear, two-part framework: where to invest in digital capabilities, and how to lead the transformation. Within these parts, you’ll learn: • How to engage better with your customers • How to digitally enhance operations • How to create a digital vision • How to govern your digital activities The book also includes an extensive step-by-step transformation playbook for leaders to follow. Leading Digital is the must-have guide to help your organization survive and thrive in the new, digitally powered, global economy.
This open access volume provides insight into how organizations change through the adoption of digital technologies. Opportunities and challenges for individuals as well as the organization are addressed. It features four major themes: 1. Current research exploring the theoretical underpinnings of digital transformation of organizations. 2. Insights into available digital technologies as well as organizational requirements for technology adoption. 3. Issues and challenges for designing and implementing digital transformation in learning organizations. 4. Case studies, empirical research findings, and examples from organizations which successfully adopted digital workplace learning.
Why an organization's response to digital disruption should focus on people and processes and not necessarily on technology. Digital technologies are disrupting organizations of every size and shape, leaving managers scrambling to find a technology fix that will help their organizations compete. This book offers managers and business leaders a guide for surviving digital disruptions—but it is not a book about technology. It is about the organizational changes required to harness the power of technology. The authors argue that digital disruption is primarily about people and that effective digital transformation involves changes to organizational dynamics and how work gets done. A focus only on selecting and implementing the right digital technologies is not likely to lead to success. The best way to respond to digital disruption is by changing the company culture to be more agile, risk tolerant, and experimental. The authors draw on four years of research, conducted in partnership with MIT Sloan Management Review and Deloitte, surveying more than 16,000 people and conducting interviews with managers at such companies as Walmart, Google, and Salesforce. They introduce the concept of digital maturity—the ability to take advantage of opportunities offered by the new technology—and address the specifics of digital transformation, including cultivating a digital environment, enabling intentional collaboration, and fostering an experimental mindset. Every organization needs to understand its “digital DNA” in order to stop “doing digital” and start “being digital.” Digital disruption won't end anytime soon; the average worker will probably experience numerous waves of disruption during the course of a career. The insights offered by The Technology Fallacy will hold true through them all. A book in the Management on the Cutting Edge series, published in cooperation with MIT Sloan Management Review.
Heavily dominated by the sector of information and communication technologies, economic organizations pursue digital transformation as a differentiating factor and source of competitive advantage. Understanding the challenges of digital transformation is critical to managers to ensure business sustainability. However, there are some problems, such as architecture, security, and reliability, among others, that bring with them the need for studies and investments in this area to avoid significant financial losses. Digital transformation encompasses and challenges many areas, such as business models, organizational structures, human privacy, management, and more, creating a need to investigate the challenges associated with it to create a roadmap for this new digital transformation era. The Handbook of Research on Digital Transformation and Challenges to Data Security and Privacy presents the main challenges of digital transformation and the threats it poses to information security and privacy, as well as models that can contribute to solving these challenges in economic organizations. While highlighting topics such as information systems, digital trends, and information governance, this book is ideally intended for managers, data analysts, cybersecurity professionals, IT specialists, practitioners, researchers, academicians, and students working in fields that include digital transformation, information management, information security, information system reliability, business continuity, and data protection.
Digital leadership has been seen as a phenomenon allowing competitive advantages for organizations, but some studies do not include the risks, benefits, and challenges of this type of leadership. Consequently, the objective of this book is to fill this gap by combining several studies from different perspectives. The various chapters presented here follow several approaches and applications that researchers explore in different contexts. This book intends therefore to add to the body of knowledge in leadership and digital areas. On the other hand, this work shows how digital leadership can stimulate organizational development in various countries and regions worldwide.
This book highlights the developments, discoveries, and practical and advanced experiences related to responsive distributed computing and how it can support the deployment of trajectory-based applications in smart systems. Smart Trajectories: Metamodeling, Reactive Architecture for Analytics and Smart Applications deals with the representation and manipulation of smart trajectories in various applications and scenarios. Presented in three parts, the book first discusses the foundation and principles for spatial information systems, complex event processing, and building a reactive architecture. Next, the book discusses modeling and architecture in relation to smart trajectory metamodeling, mining and big trajectory data, and clustering trajectories. The final section discusses advanced applications and trends in the field, including congestion trajectory analytics and real-time Big Data analytics in cloud ecosystems. Metamodeling, distributed architectures, reactive programming, Big Data analytics, NoSQL databases, connected objects, and edge-fog-cloud computing form the basis of the concepts and applications discussed. The book also presents a number of case studies to demonstrate smart trajectories related to spatiotemporal events such as traffic congestion and pedestrian accidents. This book is intended for graduate students in computer engineering, spatial databases, complex event processing, distributed systems, and geographical information systems (GIS). The book will also be useful for practicing traffic engineers, city managers, and environmental engineers interested in monitoring and security analysis.
From the ill-fated dot-com bubble to unprecedented merger and acquisition activity to scandal, greed, and, ultimately, recession -- we've learned that widespread and difficult change is no longer the exception. By outlining the process organizations have used to achieve transformational goals and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work.
