An article from the Harvard Business Review outlining a framework to ensure a successful digital investment. It once again stresses the fact that business objectives and benefits ought to be shaping the role of technology, not the other way around.
…you work backwards, …from the agreed investment objectives and the expected benefits, and map the required changes to structures, processes, work practices, and how staff would need to work through to the new technology necessary to enable and sustain those changes. To ensure the digital transformation initiative has momentum, the investment objectives should be closely aligned to critical business drivers.
A factual, research-based take on who ‘strategic leaders’ – those ‘effective at leading transformations’ – are, and what distinct qualities they possess.
Based on a 2015 PwC study of 6,000 senior executives, the research found that only 8% of the respondents turned out to be these strategic leaders, an increase of just 1% compared to the previous survey of 10 years ago. In part, this is because
In many companies, the individuals who make their way to the top of the hierarchy do so by demonstrating superlative performance, persistent ambition, and the ability to solve the problems of the moment. These are valuable traits, but they are not the skills of a strategic leader.