Many companies approach the transition from legacy to digital systems as a technology issue when it’s really a people and processes issue. This webinar featuring Gerald C. Kane and Anh Nguyen Phillips, coauthors of The Technology Fallacy: Why People are the Real Key to Digital Transformation, centers upon the strategic and leadership approaches that lead to success in digital transformation.

Businesses can use cybersecurity to assure their digital transformation bets while positioning the business to capture new and enhanced revenue streams. Companies that act seriously and aggressively now will gain market positioning and long-term benefits.

Digital efforts may begin within a particular functional area, but they can also drive change across the entire organization.

AI provides access to unstructured information and enables organizations to learn faster and offer new services.

AI’s largest and most enduring contributions will be in non-technology sectors, and many of them will come from China. Buoyed by the country’s latest five-year plan and enabled by centralized data, Chinese companies are investing aggressively in AI and adapting their business models to make the most of AI’s potential, but unclear business cases and bottlenecks due to lacking technical capabilities hinder adoption.

Humanyze tracks technology and facility use (anonymously) to help partner organizations motivate their workforces and increase efficiencies.

Digital platforms that offer employees opportunities to connect in new ways are more likely to yield the types of cross-boundary communication that lead to productive collaboration.

Democracy is fundamental to business interests — yet business leaders have been mostly silent when it comes to the recent cyberattacks on elections in the U.S. and other western democracies. This needs to change, and fast.

Companies adopt enterprise social media (ESM) platforms in the hope that employees will reap the benefits of knowledge sharing, collaboration, and efficiency. But the technical and cultural disconnect between ESM and the rest of the internal IT systems and digital platforms that employees use daily means that less than 50% of ESM platforms are actually used by employees on a regular basis.

Managers may wonder what sets AI apart from all the other highly touted technologies that may (or may not) live up to their hype. The key difference: We now have sufficient processing power to make good on AI’s promise.

An infographic illustrates how digitally maturing businesses achieve success by increasing collaboration, scaling innovation, and revamping their approach to talent.

Plummeting data acquisition costs have been a big part of the surge in business analytics. We have much richer samples of data to use for insight. But more data doesn’t inherently remove sampling bias; in fact, it may make it worse.

Developing the characteristics of an effective digital culture is one clear path that companies can follow to becoming digital mature, regardless of industry or company size.

Research by MIT IDE Research Fellow Michael Schrage offers new insights into platform markets and network effects. Schrage postulates that the impact and influence of network effects is essential to understanding sustainable value creation in digital markets worldwide — especially, the value of customers and clients.

Steve Case on how today’s industry leaders can beat tomorrow’s Ubers; why managing robots won’t be a cake walk; capturing the potential of intranet-powered knowledge management.