The potential for breakthrough performance from digital transformation is enormous, but it requires a different approach to the initiative. The first step is to build a vision or strategic intent for the breakthrough performance and then build broad organizational support for the journey. The executives with responsibility for keeping the business running can’t allow the business to fail and can’t be deterred from running the business. This responsibility shapes their focus, sets their priorities – and doesn’t allow freedom for a grand experiment in transforming the business. It’s also highly unlikely that a company can dedicate its best resources for a multi-year project. So, who should lead the change initiative? There are two separate, distinctly different paths on the transformation journey. Each path needs a separate team driving the change on that aspect of the journey. I refer to them as the “journey team” and the “operational and capabilities teams.” Read more at Peter’s Forbes blog.
Data Management: An Unwitting Game of Russian Roulette
I noted in several recent blogs that the COVID-19 crisis increased the need [...]