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The Technology Fallacy

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The Technology Fallacy

How People Are the Real Key to Digital Transformation (Management on the Cutting Edge Series)

MIT Press,

15 мин на чтение
9 основных идей
Аудио и текст

Что внутри?

Technology alone doesn’t drive digitalization. A firm’s talent, culture, adaptability and leadership matter most.

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Editorial Rating

9

Qualities

  • Applicable
  • Well Structured
  • Concrete Examples

Recommendation

Over the course of four years, authors Gerald C. Kane, Anh Nguyen Phillips, Jonathan R. Copulsky and Garth R. Andrus surveyed more than 16,000 businesspeople worldwide about the impact of digital disruption on their organizations. The researchers’ insights can help guide any company to “digital maturation.” They found that 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. 

Summary

Digitalization has changed the business environment profoundly and will continue to do so.

Almost 90% of 16,000 businesspeople who took a worldwide survey agreed that digitization will change their business. Despite this certainty, most believe that their firms have responded inadequately.

Employees, particularly important talents, who understand the threat of disruption but believe their organization isn’t sufficiently prepared may jump ship. This means leaders need to act. Every organization faces imperative change. Digital disruption will affect almost every industry, manifesting in many forms: mobile technology, AI, blockchain, virtual reality, 3D printers, self-driving vehicles, and more. Companies must update the skills and advantages that they are deploying to compete or today’s practices will become tomorrow’s impediments and will enable your more nimble competitors to win.

Leaders who wait for disruption will have waited too long. Print newspapers, for example, earned increasing – even record – profits right up until the day...

About the Authors

Gerald C. Kane, PhD, teaches information systems at Boston College and is an editor with MIT Sloan Management Review and MIS Quarterly. Anh Nguyen Phillips, Jonathan Copulsky and Garth Andrus, PhD, are or have been affiliated with Deloitte, a partner in this research.

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