Digital transformation can be bewildering and exhausting for leaders and employees alike What do successful firms do differently If you read nothing else on the principles and practices that lead to successful digital transformation, read these 10 articles
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We've combed through hundreds of harvard business review articles and selected the most important ones to help you reinvent your digital strategy, overcome barriers to change, and win in the continuously connected world
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On the importance of breaking down a company’s silos to achieve a successful digital transformation—starting with the adoption of a common language Digital transformation is more than adopting new tools—it’s a shift in how organizations learn, lead, and think Yet many initiatives stall because strategy outpaces alignment To drive real progress, leaders must ask
Are we treating gen ai learning as a strategic priority Do we have the right infrastructure and governance Are our leaders modelling adoption Find new ideas and classic advice for global leaders from the world's best business and management experts.
This case suggests three key tactics to enable successful digital transformation
Find new ideas and classic advice on strategy, innovation and leadership, for global leaders from the world's best business and management experts. Over time, departments develop their own languages While sales, marketing, and finance all talk about “customers,” they likely don’t mean the same thing For companies embarking on a digital transformation, these language barriers that grow up between departments are a problem — one tightly bound to technical debt, which includes disparate systems, added software to accommodate them.
It’s problematic when companies decide to embark on a digital transformation agenda without having a clear definition, let alone vision, for what it means Digital transformation is about changing where value is created, and how your business model is structured More and more, value creation comes from outside the firm not inside, and from external partners rather than internal employees The authors call this new production model an inverted firm, a change in organizational structure that affects not only the technology but also the.
Many companies struggle to reap the benefits of investments in digital transformation, while others see enormous gains
