enterprise is ensured of leadership in the respective industry if it is already
digitally transformed or is transforming at a quick pace. All that is required
is build capabilities in digital as well as in leadership. It is essentials
that the enterprise excels in both these dimensions. Falling short in one of
the two might not yield desired results and would sometimes wreck the journey.
with strong technology leadership alone might not qualify for a digital
transformation success. Alternatively, enterprises with access to enough
technology but with no good leadership and vision is sure to fail in the effort
an enterprise does not have a digital vision at all, it is sure to fall behind
rapidly. Enterprises might think that they are not the best candidates for the
digital transformation journey or that there is no threat to their existence as
far as they can perceive. Remember Kodak? A latecomer in the journey is also
sure to miss the bus. While ignorance might not be the reason, a wait-and-see
approach might be the spoiler in the already frenzy business environment. Such
enterprises wrongly assume that the transformation journey is not necessary now
as the environment does not provide a compelling reason to launch out right
away. A few lack leadership capabilities to make thing happen. Others complain
of regulations or lack of privacy that might be undesired by-products of the
transformation process as social media and the Cloud are its integral parts.
are enterprises that keep acquiring the latest technology just for the sake of
being trendy in the market. They flaunt it to the outside world but little
seems to have changed in the core. Such fashionable approach might only seem to
bring progress but ultimately would limit bigger opportunities. A lack of
strong digital leadership and / or governance might result in wasted expenditure.
Sometimes, enterprises might want to reverse what has been done due to no clear
vision on integration and scalability. Putting in place incompatible
technologies or those that do not bring in a synergy might result in frustration
in the part of the consumer – employees or customers. Devising different and multiple
marketing strategies that overlap markets might confuse the consumer and result
in undesired internal clashes.
Enterprises that take a conservative approach cannot become successful and
might be beaten by others, sometimes, by greenfield players and startups.
Possessing leadership capabilities is not everything. Enterprises must also
build digital capabilities. Such enterprises are very cautious, ensuring every
digital investment is carefully considered and strongly coordinated. They don’t
want to commit mistakes resulting in wasted time, effort and money. This might
result in the company falling into a governance trap that focuses more on
controls and rules than making progress. The top management – and therefore the
organization as a whole - cannot be mobilized too. Enterprises that are trying
to prevent failure will not make progress at all.
- some inputs gleaned from Leading Digital - HBR Press