Summary of Strategy, not Technology, Drives Digital Transformation

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When it comes to digital transformation, people – not new technologies – make all the difference. That’s the main take-away for MIT Sloan Management Review and Deloitte after surveying companies in 129 countries and 27 industries to find out what sets maturing digital organizations apart. In a report summarizing the survey’s findings, the authors list and explain the ingredients of successful digital leadership. The analysis includes indispensable advice for company executives and HR professionals eager to take their organizations to new levels of competitive advantage.  

About the Authors

Gerald C. Kane is a guest editor and David Kiron is the executive editor of the MIT Sloan Management Review. Anh Nguyen Phillips and Natasha Buckley do research for Deloitte, and Doug Palmer works on business strategy at Deloitte Digital.

 

Summary

Maturing digital businesses strategically employ digital technologies to fundamentally transform their business processes.

Companies defined as “digitally maturing” have well-entrenched practices in place that allow them to evolve in parallel with technological change – as well as anticipate and embrace new technological opportunities. The ability to reimagine their business in light of technological change comes from having a clear digital strategy in place. Managers must orient such a strategy with the end result of their digital transformation in mind. Such a vision allows companies to make room for business-relevant technologies that offer great promise but are still in the early stages of development. Keeping an eye...


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