The Technology Fallacy: How People Are the Real Key to Digital Transformation (Management on the Cutting Edge)

August 12, 2019 - Comment

Why an organization’s response to digital disruption should focus on people and processes and not necessarily on technology.Digital technologies are disrupting organizations of every size and shape, leaving managers scrambling to find a technology fix that will help their organizations compete. This book offers managers and business leaders a guide for surviving digital disruptions―but it

Why an organization’s response to digital disruption should focus on people and processes and not necessarily on technology.

Digital technologies are disrupting organizations of every size and shape, leaving managers scrambling to find a technology fix that will help their organizations compete. This book offers managers and business leaders a guide for surviving digital disruptions―but it is not a book about technology. It is about the organizational changes required to harness the power of technology. The authors argue that digital disruption is primarily about people and that effective digital transformation involves changes to organizational dynamics and how work gets done. A focus only on selecting and implementing the right digital technologies is not likely to lead to success. The best way to respond to digital disruption is by changing the company culture to be more agile, risk tolerant, and experimental.

The authors draw on four years of research, conducted in partnership with MIT Sloan Management Review and Deloitte, surveying more than 16,000 people and conducting interviews with managers at such companies as Walmart, Google, and Salesforce. They introduce the concept of digital maturity―the ability to take advantage of opportunities offered by the new technology―and address the specifics of digital transformation, including cultivating a digital environment, enabling intentional collaboration, and fostering an experimental mindset. Every organization needs to understand its “digital DNA” in order to stop “doing digital” and start “being digital.”

Digital disruption won’t end anytime soon; the average worker will probably experience numerous waves of disruption during the course of a career. The insights offered by The Technology Fallacy will hold true through them all.

A book in the Management on the Cutting Edge series, published in cooperation with MIT Sloan Management Review.

Comments

Anonymous says:

Must read for both managers and employees! This book gives unique, evidence-based insights on restructuring organizations torespond more effectively to technological change. By analyzing responses of morethan 16,000 survey respondents and interviews with over 100 executivesand thought leaders over a span of four years, the authors tackle thefollowing three questions:  What is digital disruption and how should companies respond to it? Theauthors argue that companies should aspire to “digital…

Anonymous says:

An excellent mix of rigor and relevance Conventional wisdom has long advocated the role of technology in digital transformation. However, what has not been well understood is that any successful digital transformation is an integrated solution that combines technology, procedures, and the people who interact with and are impacted by the system. In this book, Professor Kane and his co-authors have provided ample real examples from the industry to demonstrate why people and procedures are the fundamental components. I find these…

Anonymous says:

Not a Myth Digital transformation is a fact, changing every industry in ways seen and unseen. While many companies have placed huge focus on the underlying technologies and processes that help enable this, the authors weave a compelling story to prove that aligning top talent and the right agile culture are essential to long term success. They outline a series of actionable and pragmatic steps that executives can take to bring their organizations to the forefront of the digital revolution.

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