Why do so many digital transformations fail to deliver concrete impact? Why is it so hard to drive organizational change, plan beyond one technology at a time, or create a strategy that can adapt as technology evolves and organizations shift their core assumptions? This comprehensive article by Deloitte says the answer might be found in creating a common, strategically linked language for digital transformation. Learn the five “digital imperatives” that can improve cross-functional communication in a company: Experiences, Insights, Platforms, Connectivity, and Integrity. These five imperatives must be the focus of any company in order to turn digital transformation dreams into a reality.
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A New Language for Digital Transformation
From disruptors and disruptive tech to pandemics, political unrest, and climate change, winning the future depends on adaptation. To survive and thrive, leaders should determine how to maintain a competitive advantage and enable an ability to win in a way that doesn’t just withstand change but embraces it to generate new strategic possibilities.
An adaptive business in the 21st century is typically a digitally powered business, leading many organizations to pursue digital transformation. But why do so many transformations fail to deliver concrete impact? Why is it so hard to drive cross-functional change, plan beyond one technology at a time, or create a strategy that can adapt as technology evolves and organizations shift their core assumptions? Creating a common, strategically linked language for digital transformation could be the answer to achieving digital advantage and adaptability.
Framing the digital transformation conversation
While 85% of CEOs accelerated digital initiatives during the pandemic,1 most can’t articulate their overall strategy and progress beyond that they made a tech investment. The imperative for change is increasingly the creation of an adaptable business—one that can thrive in the digital economy. If CEOs can’t say their digital transformation resulted in new business advantages or adaptability, then they haven’t really transformed. This dichotomy between business and technology strategy underscores a broader phenomenon: Many leaders understand that technology shouldn’t drive business strategy. Yet all too often, that understanding is superseded by an impulse to ask, “What should our AI strategy be?” or to respond to events by making a series of tech-first, one-off investments. The urge to think in discrete technologies can be powerful.
