Digital Transformation

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What Does It Mean to Lead?

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Are management and leadership entwined in a digital world? Or are they distinct activities, one more important than the other? Can you be closely involved in day-to-day operations, as data-driven tools allow and encourage, without watching and directing employees’ every move? How do you cede top-down control without courting chaos? And how do you eliminate entrenched practices that obstruct change? Experts wrestle with these questions and share their perspectives on how leadership is evolving.

Take a Wrecking Ball to Your Company’s Iconic Practices

As they pursue digital transformation, most leaders know they must also orchestrate a cultural shift — from prioritizing flawless execution to valuing more agile learning and experimentation, from doing siloed work to fostering true interdisciplinary collaboration, and from evaluating people’s past performance to enabling their future development. Articulating the ambition is the easy part. Taking a wrecking ball to what’s really getting in the way is a lot harder.

Collaborate Smarter, Not Harder

Feeling pressure to become more agile and “networked,” organizations tend to overwhelm employees with collaboration demands, putting a drag on performance and engagement. But through analytics, they can scale collaboration more effectively, improve collaborative design and execution, drive planned and emergent innovations through networks, streamline work by diagnosing and reducing collaborative overload, and engage talent by identifying social capital enablers.

Accelerating Digital Innovation Inside and Out

In the 2019 Digital Business Report, MIT SMR and Deloitte’s survey analysis and executive interviews unveil the distinctive characteristics of innovation in digitally maturing organizations. Ecosystems and cross-functional teams allow them to be agile, but this increased agility demands a thorough consideration of governance as well.

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The Only Way Manufacturers Can Survive

Although most manufacturers are beginning to flirt with digital technologies, not one has successfully pulled off a digital transformation. CEOs still have to figure out its art — and science — forcing them to draw up their game plans on the fly, which inevitably leads to tension and trauma. But they are learning. Here’s how GE has navigated its own digital transformation process.

It Pays to Have a Digitally Savvy Board

Companies whose boards of directors have digital savvy outperform companies whose boards lack it: Among companies with over $1 billion of revenues, 24% had digitally savvy boards, and those businesses significantly outperformed others on key metrics such as revenue growth, ROA, and market cap growth. Companies can improve their boards by knowing what characteristics to look for in existing and new board members, managing board agendas differently, and cultivating new learning opportunities.

How Digital Leadership Is(n’t) Different

Many of us assume that the leadership handbook must be completely rewritten for the digital age. Is this true? Or are we overly focused on what’s changing and thus neglecting the fundamentals? There is something to be said for both arguments. While many core leadership skills remain the same, the demands of digital disruption call for certain new ones, as well. This article explores which are which and what we can learn from organizations that are digitally maturing.

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Digitizing Products for Sustainability’s Sake

Digitization opens opportunities for the world’s sustainability challenges, but it also transforms industries, holding out the possibility of dramatically improving their social and environmental performance. To capitalize on this development, an emerging area of opportunity is the digitization of physical products and production.

The Public Sector Can Teach Us a Lot About Digitizing Customer Service

Digital customer service agents (known as virtual assistants, chatbots, or softbots) are typically used to sift through and process only the most straightforward customer inquiries, such as requests for basic information. At most companies, complex issues get passed along to human agents. In that regard, public sector agencies in Australia are ahead of the curve: They are using digital agents to handle complex inquiries from citizens, and businesses stand to learn much from these applications.

Improving Strategic Execution With Machine Learning

Our 2018 Strategic Measurement research shows that companies using machine learning to optimize business processes and decision-making have distinct advantages over those that aren’t investing in ML. By using ML technology to make KPIs more predictive and prescriptive, these data-driven companies are redefining how to create and measure value.

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Managing the Distraction-Focus Paradox

The seductive clamor of social media is a workplace reality from which there’s no retreat. Those who’ll succeed in this distraction-filled world as managers and innovators must combine two seemingly opposing traits: They must to be able to absorb information from many sources and to focus intensely. Together, these apparently contradictory qualities comprise the skill set for managing your most valuable personal resource — your attention — in a hyper-connected age.

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