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

by Gerald C. Kane

Executives cannot simply impose change on organizations, yet grassroots change is unlikely to be sustainable without strong executive support.

GE leaders introduced new company values, which are “customers determine our success; stay lean to go fast;

“If you’re truly going to accelerate performance improvement, you have to stop focusing on efficiency.

The true challenge of digital disruption facing organizations (and, indeed, a major part of the solution, as we will see) is people

the term “digital maturity” may be much more helpful for

We define digital maturity as aligning an organization’s people, culture, structure, and tasks to compete effectively by taking advantage of opportunities enabled by technological infrastructure, both inside and outside the organization.