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

by Gerald C. Kane

See differently. This step involves managers making sense of the actions possible in the current environment. They scan the environment for technological and organizational capabilities and determine a single action that will yield the biggest positive impact on the organization. The action with the biggest impact may be to eliminate some of the barriers to effective digital strategy. The single action that managers identify will be the strategic goal driving the next steps of the process. Think differently. The short initiative in the previous stage may or may not be successful in surfacing a single strategic goal. If it is successful, leaders should consider whether new capabilities may be possible as a result of working toward this goal. If they could not identify a strategic goal, leaders should take time to figure out why not and how those reasons might affect other efforts to develop digital strategy, repeating this step until they can identify a goal. Do differently. In this step, the organization plans a six- to eight-week initiative to make meaningful progress toward their strategic goal. Significant resources are leveraged for the organization to attempt to work differently in this short period. Repeat. The leaders take the knowledge developed in the final stage and reassess organizational opportunities in light of this new knowledge, repeating the cycle.