The document summarizes the key points from the book "The Technology Fallacy" which argues that people and culture are more important than technology for successful digital transformation. Some of the main ideas discussed are that leadership, talent, adaptability, and organizational culture matter most when it comes to digitalization. Technology alone does not drive change. The book also warns against copying other companies' strategies and emphasizes adapting digital processes to fit a company's unique culture.
The fifth annual MIT Sloan and Deloitte study of digital business reveals digitally mature organizations don't just innovate more, they innovate differently—leveraging ecosystems and cross-functional teams that play critical roles.
McKinsey case study - innovation in pharma Michel DM
This case presents innovation and other research considerations in the Pharma industry, probably one of the most competitive sector. Indeed, billion are spent yearly by the MNC’s for creating new drugs and medicines, making a worldwide promotion and to fight fiercely the other competitors for the market shares. It also shows that innovation is a certain advantage but that it is not given to everyone to master the process and the skills that such an activity requires. Issues related to innovation depend then of general facts, such as culture, business area, or team management consideration and also of others that are specific to each market
The fifth annual MIT Sloan and Deloitte study of digital business reveals digitally mature organizations don't just innovate more, they innovate differently—leveraging ecosystems and cross-functional teams that play critical roles.
McKinsey case study - innovation in pharma Michel DM
This case presents innovation and other research considerations in the Pharma industry, probably one of the most competitive sector. Indeed, billion are spent yearly by the MNC’s for creating new drugs and medicines, making a worldwide promotion and to fight fiercely the other competitors for the market shares. It also shows that innovation is a certain advantage but that it is not given to everyone to master the process and the skills that such an activity requires. Issues related to innovation depend then of general facts, such as culture, business area, or team management consideration and also of others that are specific to each market
To successfully react to windows of opportunity, regardless of the focus — innovation, growth, culture, cost structure, technology — a new methodology of change leadership is required.
7 Step Guidance toward a successful Digital Transformation
( Step1) Create a sense of urgency
-- Help others feel a gut-level determination to move and win, now
( Step 2) Create a guiding coalition
-- Putting together a group with enough power to lead the change
( Step 3) Developing a change digital vision
-- Clarify how the future will be different from the past
( Step 4) Communicating the digital vision for buy-in
-- Ensuring that as many people as possible understand and accept the vision
( Step 5) Empowering-Broad Based Actions
-- Removing as many barriers as possible and unleashing people to do their best work
( Step 6) Generating short term wins
-- Creating visible, unambiguous success as soon as possible
( Step 7) Don't let up
-- In a successful major change initiative, by step 7 you will begin to see:
( Step 8) Make it stick
-- Anchoring new approaches in the culture for sustained change
Understanding digital transformation involves understanding the DNA of your company, your employees, and your customers to identify the best way to deliver value and increase organisations' positive impact on revenue, employee retention, and customer experience.
This requires a change management approach and to look at 5 key pillars:
1. The Business model
2. The Operational model
3. Leadership & Capability
4. Customer Experience
5. Technology
Achieving digital maturity: Adapting your company to a changing worldDeloitte United States
Take a look at three key practices organizations that achieve digital maturity employ.
To read more and download the full report, visit: http://deloi.tt/2fm3Stq
Driving change, leading with the SAP®ecosystemaccenture
Accenture’s 2021 Technology Vision for SAP Solutions explores five technology trends that enable SAP customers to chart a path to future growth. https://accntu.re/3vIvYoQ
Digital Disruption & Digital TransformationVanessa Shaw
Lead your company through digital disruption by innovating your company! Strategy, business models, skills, team design and team culture all needs to be innovative to truly excel through digital. Step by step guide of what needs to happen in a transformation.
Digital transformation in the Pharma Industry Maria Alexandri
My presentation in a Pharma Transformation Congress in Greece that addresses the following:
- Why Digital Transformation
- What is Digital Transformation
- Digital Transformation Case Study
- How to assess our company's digital maturity
- Ideas how Pharma Digital Transformation congresses could add
real value to business functions transformation
- Marketing transformation example
Leading Digital - Turning Technology into Business TransformationCapgemini
The annual festival of digital inspiration and innovation, hosted in Wales this week saw Capgemini partner with Welsh Government to showcase the Rural Payments Wales (RPW) project. As well as a stand demonstrating our solution, we also had a keynote by Cliff Evans and Matt Howell joined the panel session to discuss digital entrepreneurship. Capgemini were key sponsors; others included Accenture and Dell.
The Accenture Technology Vision 2016 identifies five technology trends fueled by the people first principal and that are essential to business success in the digital economy.
Digital transformation can be defined as a process whereby an organization shifts their business models, processes, and organizational culture with digital technologies to adapt to changing customer behaviors. They adapt to meet ever-changing customer expectations and engage with consumers in innovative ways. Transformational journeys require acurate assessments, learning, growth, and monitoring of:
1) People and Culture;
2) Capacity and Capabilities;
3) Innovation; and
4) Technology.
Are you a Digital Transformation leader? Can you create a high-performance strategy in the digital age? Have you got what it takes to avoid the tumbling barrels of distracting digital tactics, over hyped technology or the belief that your market is immune to disruption? Have you allocated the right resources to deliver a focused plan of transformation?
To successfully react to windows of opportunity, regardless of the focus — innovation, growth, culture, cost structure, technology — a new methodology of change leadership is required.
7 Step Guidance toward a successful Digital Transformation
( Step1) Create a sense of urgency
-- Help others feel a gut-level determination to move and win, now
( Step 2) Create a guiding coalition
-- Putting together a group with enough power to lead the change
( Step 3) Developing a change digital vision
-- Clarify how the future will be different from the past
( Step 4) Communicating the digital vision for buy-in
-- Ensuring that as many people as possible understand and accept the vision
( Step 5) Empowering-Broad Based Actions
-- Removing as many barriers as possible and unleashing people to do their best work
( Step 6) Generating short term wins
-- Creating visible, unambiguous success as soon as possible
( Step 7) Don't let up
-- In a successful major change initiative, by step 7 you will begin to see:
( Step 8) Make it stick
-- Anchoring new approaches in the culture for sustained change
Understanding digital transformation involves understanding the DNA of your company, your employees, and your customers to identify the best way to deliver value and increase organisations' positive impact on revenue, employee retention, and customer experience.
This requires a change management approach and to look at 5 key pillars:
1. The Business model
2. The Operational model
3. Leadership & Capability
4. Customer Experience
5. Technology
Achieving digital maturity: Adapting your company to a changing worldDeloitte United States
Take a look at three key practices organizations that achieve digital maturity employ.
To read more and download the full report, visit: http://deloi.tt/2fm3Stq
Driving change, leading with the SAP®ecosystemaccenture
Accenture’s 2021 Technology Vision for SAP Solutions explores five technology trends that enable SAP customers to chart a path to future growth. https://accntu.re/3vIvYoQ
Digital Disruption & Digital TransformationVanessa Shaw
Lead your company through digital disruption by innovating your company! Strategy, business models, skills, team design and team culture all needs to be innovative to truly excel through digital. Step by step guide of what needs to happen in a transformation.
Digital transformation in the Pharma Industry Maria Alexandri
My presentation in a Pharma Transformation Congress in Greece that addresses the following:
- Why Digital Transformation
- What is Digital Transformation
- Digital Transformation Case Study
- How to assess our company's digital maturity
- Ideas how Pharma Digital Transformation congresses could add
real value to business functions transformation
- Marketing transformation example
Leading Digital - Turning Technology into Business TransformationCapgemini
The annual festival of digital inspiration and innovation, hosted in Wales this week saw Capgemini partner with Welsh Government to showcase the Rural Payments Wales (RPW) project. As well as a stand demonstrating our solution, we also had a keynote by Cliff Evans and Matt Howell joined the panel session to discuss digital entrepreneurship. Capgemini were key sponsors; others included Accenture and Dell.
The Accenture Technology Vision 2016 identifies five technology trends fueled by the people first principal and that are essential to business success in the digital economy.
Digital transformation can be defined as a process whereby an organization shifts their business models, processes, and organizational culture with digital technologies to adapt to changing customer behaviors. They adapt to meet ever-changing customer expectations and engage with consumers in innovative ways. Transformational journeys require acurate assessments, learning, growth, and monitoring of:
1) People and Culture;
2) Capacity and Capabilities;
3) Innovation; and
4) Technology.
Are you a Digital Transformation leader? Can you create a high-performance strategy in the digital age? Have you got what it takes to avoid the tumbling barrels of distracting digital tactics, over hyped technology or the belief that your market is immune to disruption? Have you allocated the right resources to deliver a focused plan of transformation?
People — Not Just Machines — Will Power Digital InnovationCognizant
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The joint forces of data analytics, mobile solutions, social
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We outline the many aspects of digital transformation and a roadmap for getting there. This issue of Perspectives exudes the enthusiasm and capabilities that TCS has in
supporting the transformation ahead.
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People are behind every technological development. Human intelligence drives Artificial Intelligence (AI), Machine Learning (ML), the Internet of Things (IoT), Big Data, and Analytics. The future of our digital economy, with its promises of greater efficiency and sustainability, requires committed individuals and teams who fully understand the digital journey to enable and accelerate digital transformation.
Are you ready to launch a digital workplace initiative at your organization? Learn from top thought leaders across HR, IT, and Operations on how to accelerate employee engagement and productivity. Download our full eBook to learn more about the process, technology, and cultural shifts necessary for achieving greater employee productivity and engagement.
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La Dra. Jennifer Jordan, Profesora de Liderazgo y Comportamiento Organizacional en la escuela IMD, describe en este artículo las oportunidades y los desafíos que presenta la gestión de personas en la era digital.
El artículo completo, en el que participan Anouk Lavoie Orlick, Lindsay McTeague y Pascal Wicht (fundador de Whispers & Giants), puede leerse en el siguiente enlace:
https://lnkd.in/erbMTiJ
Rasgos y perfiles de los profesionales, enfoques ágiles basados en la tecnología y los comportamientos de algunas de las audiencias de una organización, forman parte del completo análisis reflejado en este artículo. Resulta de interés, por ejemplo, la actitud de los millennials hacia la tecnología, con una relación de afinidad natural con herramientas basadas en la nube, el móvil, o su consideración de la IT corporativa como poco intuitiva y compleja. A medida que se implantan nuevos sistemas , se debe recordar a los Millennials la necesidad de mantener la confidencialidad de los datos, ya que sus conceptos de privacidad difieren de los de las generaciones anteriores.
The Path to a Digital-First Enterprise Is Paved with an Emergence Model And D...Dana Gardner
Transcript of a discussion on how open standards help support a playbook approach for organizations to improve and accelerate their digital transformation.
Is your organization struggling to navigate the Digital Transformation jungle? We've tapped into the minds of top IT and tech experts to get you the insights you'll need to find your way out of the wilderness!
Pas 1 ni 10, mais 26 vagues d'innovations technologiques qui sont en train de secouer l'économie, la société et l'humanité toute entière...
Découvrez cette analyse très complète de Brian Solis, l'analyste en chef de Altimeter Group.
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Book Summary: The Technology Fallacy (How People Are the Real Key to Digital Transformation)
1. The Technology Fallacy
HOW PEOPLE ARE THE REAL KEY TO
DIGITAL TRANSFORMATION
AUTHOR: GERALD C. KANE , ANH NGUYEN PHILLIPS , JONATHAN R.
COPULSKY AND GARTH R. ANDRUS
BOOK SUMMARY
2. Top View
Technology alone
doesn’t drive
digitalization. Rather, a
firm’s talent, culture,
adaptability and
leadership matter most.
The authors offer strong
arguments, detailed
examples and solid
advice, including a
warning not to copy
another firm’s digital
path but to adapt
the process to your
unique culture.
4. “Digital strategy is about adapting the
organization to a changing environment in a way
that leads to a sustainable competitive
advantage.”
Leaders who wait for disruption will have waited
too long. Print newspapers, for example, earned
increasing – even record – profits right up until
the day their former business model simply
collapsed.
5. People and culture drive digital transformation
more than technology does. Agility, flexibility and
the ability to change the culture and structure of
your organization matter most.
Technology itself doesn’t threaten anyone.
Disruption happens only when someone else
figures out how to leverage technology to their
advantage against your company. Agile
organizations make decisions with sufficient
speed to stay ahead of the competition.
6. Consider digital transformation in terms of “digital
maturation” rather than sudden, wholesale change.
Emphasize change as a continuum rather than a
threat.
A digital future doesn’t require wholesale changes
in talent. Solid management practices – such as
aligning people and the corporate culture toward
the same goals – remain critical.
“Digital leadership is about leading amid the new
business environment created by digital disruption,
but it is not about mastery of technology.”
7. Develop a strategy for digital maturation. Failure to
have one will diminish your progress more than any
other factor.Review case studies from
organizations that have successfully gone where
you want to go; then tailor their best ideas and
practices to your firm.
Avoid having excessive competing priorities by
identifying one high-impact action your firm can
take in the next two months to deliver a win and
move you closer to your digital goals. Repeat this
process again and again.
8. “Digital maturity is about continually realigning your
organization and updating your strategic plan to
account for changes in the technological landscape
that affect your business.”
9. You don’t need a new crop of leaders to guide you
through digital transformation.Principles of sound
leadership prevail. Leaders must inspire through
purpose and vision – and must persuade rather
than command.
“The difference between early and maturing
companies is not whether they have enough
talent but what they are doing to develop it.”
10. The potential of AI to displace workers exceeds
anything seen before in history.Digital disruption
affects people and organizations. It might create
more work than it destroys at first, as humans and
machines work together. But in short order,
machines will do it all. AI will improve at empathy
and emotional intelligence.
11. Maturing firms embrace experimentation faster
than firms in earlier stages.
“The time to start is now. The gap between digital
capabilities and how companies operate grows
wider each day.”
Firms should institute inexpensive, small, fast
experiments for valuable learning results without
the risk of a failure that could harm the firm. This
allows you to continue your core business while
testing new ideas with minimal risk.
12. You can’t digitize without the right talent, but even
the right talent can’t digitize in the wrong
culture.Culture tracks tightly to the stage at which
companies find themselves on the road to
digitization.
Early-stage firms try to command digital change
from the top down, which rarely works.