Digital Transformation Leadership

An inclusive culture is now a must for companies that want to meet talent, performance, and productivity objectives. Five moves can help leaders accelerate the process of turning around their cultures.

Generative AI can bring a host of ideas—and a critical “outside the box” perspective—to teams working through the innovation cycle.

Being data-driven has been a priority for companies for decades — but many have seen mixed results. Why? According to a new survey of executives, coompany culture is a harder hurdle to clear than any technical problem.

In the contemporary expanse where bytes and bits have become the bedrock of innovation, a new kind of acumen is demanded from leaders and change agents across industries.

Organizations with innovation cultures realize more value from strategic technology investments than their peers do, our latest digital survey finds.

The rhythms and ways of working for innovation are different from the rhythms and ways of working in most large companies.

Modifying culture can help drive organizational change but requires clarity about the type of change leaders are seeking.

The first step is to identify the real problem you need to solve. Often that’s not clear to everyone – because people have developed a number of effective ways to tolerate the problem instead of fix it.

When interest rates rise, innovation budgets often fall. Yet preserving cash and fostering innovation are not mutually exclusive strategies. On the contrary, companies should embrace innovation even in challenging times. This principle held true during the Great Depression and in the aftermath of the 2008 financial crisis, as innovative companies thrived and outperformed their peers in both the short and the long term.

When it comes to implementing large-scale organizational change, the most successful organizations commit themselves fully to the effort from start to finish.

Creating a culture of innovation calls for CIOs to consider a business's risk tolerance and ability to operationalize tech. Read about those challenges.

A crisis is a terrific catalyst for innovation. When things are going smoothly, it’s easy to nod and agree to a concept like this; however, this belief can easily go out the window when the wheels are coming off a venture you’ve built from the ground up.

Most of today’s major corporations are suffering from a lethal disease. The disease is industrial-era management. It is management that can’t adapt to the fast pace and rapid change of the emerging digital age, in the shadow of an economic recession.

How can leaders adapt a leadership style congruent with our time, regardless of the industry they lead?

The decay of rules-based trade means that companies can no longer find growth as easily by expanding to new locations, or expanding demand through low-cost single point sourcing. In this context, companies seeking growth must develop innovative offerings to expand demand. These offerings are, essentially, products of imagination — conceiving of and realizing new possibilities — a challenge that companies struggle with.

With the role expanding well beyond its decades-old roots and top tech chiefs rebranding departments for the digital era, some IT leaders are rethinking what’s in a name. For Tim Wenhold and Marc Sule, CBTO hits closer to the mark.

How can leaders go beyond the old paradigm of resilience and into a new era of leadership that focuses on transformation?

The main challenge with corporate innovation programs is ensuring that they do not end up becoming innovation theater

Digital transformation can be a tool for doing both well and good.

Hollywood films have long been made by teams of independent contractors and employees of different production companies brought together for short-term projects. Companies have embraced this model for transformations, with data showing that 45% of the people on these projects are not regular employees. Managing a disparate group like this can be a challenge, but team leaders can overcome that by working to create one culture, making work personal, and empowering the team leader.

Impactful DX requires a business-centric approach supported by the right skills, culture, and strategy. Here’s how to assess whether your digital journey is on the path to success.

Successful transformation often requires organizational culture change to make the improvements stick. Leadership teams can increase their odds by focusing on three measures.

The risk and ambiguity inherent in innovation can make employees shy away from it. Creating an innovation culture where risk-taking is embraced must start at the top.

Learn how to become a data-driven company with this step-by-step guide. Define your data strategy, build the right team, collect and analyze data, leverage insights to make decisions, and measure results for success.

In much the same way an athlete is constantly dedicated to an all-encompassing lifestyle in staying fit and preparing for success, organizations hoping for transformation must embrace a cultural commitment to digital fitness