Maybe digital transformation -- now a well-worn, perhaps overused term -- could use a rebranding. "Digital transfusion," anyone?
Technology executives and professionals, often pushed to the forefronts of such efforts, are being asked to redesign their companies' business models, often with shaky and begrudging support from their business colleagues. The business side of the house could use transfusions of knowledge on what technology can and cannot accomplish, and the technology side of the house could use of transfusions of support and direction on which way to take technology.
The nine components of digital transformation were explored in an MIT Sloan Management Review article[1] published six years ago, but, as well all know, that is six centuries in Internet time. Recently, two of the original study's authors, Didier Bonnet (Capgemini Invent, IMD Business School) and George Westerman (MIT Sloan), updated their observations on digital transformation, noting that while everyone is now aboard with digital transformation, execution is still an open question.
In essence, now is the time for technology leaders and professionals to step up, do a lot of hand-holding, and guide their businesses through these perilous times. "We've seen the dawning of a hard-won recognition of the importance of the IT function in making digital transformation work," Bonnet and Westerman point out "Many first-wave digital transformations did not include IT as a partner and failed as a result. Now, IT leaders are driving digital transformation in some companies."
And, along with the digital essentials of delivering customer experience and operational efficiencies, business and technology provocateurs need to focus more on questioning existing business models, employee computing requirements, and building up around a digital platform.
Employee experience is key, "since employees make the business run and have firsthand insights on where processes need