WHY IS DIGITAL TRANSFORMATION SO HARD? LEADERS MUST MANAGE MULTIFACETED CHANGE, NOT TECHNOLOGY ADOPTION
Leaders understand that digital transformation is an imperative. Shareholders demand it. Customers expect it. The commercial impacts of COVID-19 are accelerating it. Yet only a quarter to a third of digital transformations fully achieve their goals.1
Research points to several keys to transformation success, such as customer-centricity, well sequenced technology adoption, employee enablement, effective use of data and analytics and taking a step-by-step approach to transformation management. Meanwhile, torrents of best practices and expert advice flow from every imaginable source about what it takes to win at digital transformation. Large-scale digital transformations demand so much adaptation to specific company circumstances that much of this insight is useless without a context for transformation management and leadership.
Actively managing the multifaceted aspects of organisational change across the enterprise is the path forward for transformation leaders.
What’s a transformation leader to do?
We’ve concluded, based on synthesising research undertaken by MIT, McKinsey, Accenture, Altimeter, BCG, Forrester and Gardiner, that actively managing the multifaceted aspects of organisational change across the enterprise is the path forward for transformation leaders.
