Digital Transformation Leadership

The difference between incremental and transformative gen AI lies not in technical sophistication or strategic vision, but in a shared understanding of what drives performance for your organization. This article describes a simple strategic tool that your organization can use as a framework to assess gen AI maturity and build the capabilities needed to create and capture value from AI.

Digital transformation involves using new technologies like AI and cloud computing to drive growth, streamline operations and increase competitive edge.

To stay competitive, the companies are under pressure to significantly reduce labor costs while expanding consumer reach, yet there is very little focus on diversity beyond gender metrics and on human elements as part of embracing broader change dynamics. What can we do?

Leaders need to examine their core beliefs if they want to prosper in a COVID-19 world.

The C-suite as a whole must consider security and information ownership challenges that digital transformation may bring, as well as the risks, all of which will differ radically as the business model evolves.

A year ago, digital transformation was at the core of the 2018 Harvey Nash/KPMG CIO Survey, as well as the rapidly changing role of the CIO. This year, the question on everyone’s mind is, “What’s next?”

The question for most companies isn't whether to adopt new digital business models alongside their legacy businesses. It's how to survive the transition.

"Decoupling" the value chain is the next big strategy for digital innovation and business models

Companies must shift away from owning assets to sharing and collaborating, even with their competitors

Most companies are structurally organized to manage their currently successful business model. Breakthrough innovations require different business models to succeed and this then requires some structural changes within the company. This is where misalignment is likely to occur.

Creating the full customer experience picture that is the hallmark of digital transformation calls for changes not only to how data is collected and stored, but how the teams responsible for this data work together.

New technology, no matter how transformative, is not enough to propel a business into the future.

Artificial intelligence will impact most business activity in the economy. Some functions will be less impacted but even the lightly-affected companies will change.

AI doesn’t have to be an existential threat to business models. Wharton’s Scott Snyder and co-author Hamilton Mann explain how to integrate AI in a way that reaps benefits for all stakeholders.…

Financial institutions must think of advanced technologies as a tool for building better banking services, not the goal.

This digital age will leave behind those who are unable to adapt — and adapt quickly. Speed matters. Digitization is gaining steam, which means that new business models will reshape customer behavior and create even greater shareholder value than they have up to now.

While a defensive position may seem to be the best way to preserve profitability while the optimal strategic application for digital transformation is pondered, disruptive competitors are certainly not going to wait.

The downfall of iconic Swiss travel agency Kuoni exemplifies the grave options available to companies with pre-internet business models.

Realities on the ground highlight what’s really needed to pull off the transformation.

As companies continue to work on their digital transformation initiatives and to make steady progress, it’s vitally important to re-visit goals and objectives along the way.

It’s true for both startups like Slack and mature companies like Domino’s.

While most companies claim to have a game plan for digital transformation, many of these roadmaps deliver minor improvements in efficiencies but fall short when it comes to supercharging business operations. True transformation starts by scrapping old approaches and shifting from a product and service to a platform and network mentality.

The success of a digital transformation program lies in the human variable, not the technological one: change people attitutes, and new digital business models will happen