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

It summs up what a lot of people know, but are difficult to put into action. The need to lift growth mindset from individual to organizational level. And a very good guide for any leader to get moving on the Journey. This was fun :-)

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 maturity” (i.e., acompany’s ability to compete effectively by taking advantage of technology-driven opportunities).  How does digital maturity alter leadership, talent, and the future of work?The authors argue that digital leadership goes beyond the “command-and-control” hierarchy, towards cultivating networks with a higher level ofautonomy. Furthermore, employees need continuing learning to respond totechnological change that most companies do not provide effectively.  What conditions do organizations need to create in order to adapt to digitaldisruption? Among others, the authors suggest that digitally matureorganizations should be data driven, collaborative and exploratory (supportexperimentation) while they should push decision making to lower levels.Finally, in the last chapter of the book the authors conclude with anactionable guide on how organizations can reach digital maturity.What I really liked about this book is that it is evidence-driven, with each chapterpresenting results accumulated through rigorous testing, while also being quitereadable for the average person. Based on hard data, the authors did a great jobgiving actionable insights of how organizations can achieve digital maturity, andhow managers and employees can evolve to succeed through this digitaltransformation. The cherry on top is the graphics of the book, which areparticularly informative and allow for improved clarity.Overall a great book on technological disruption, that both managers and employeesshould read to better understand their opportunities and duties in this changingenvironment.

This was a nice overview. There were some good insights, though a bit repetitious.

From my years of consulting, I’d have to say that understanding the transformation of organizations to truly enable the maximum benefit of the continually evolving digital revolution is number one on the list of most misunderstood and baffling business difficulties. Too often the approach is tactical only, consumed with the technology versus the required mindset. With “The Technology Fallacy, How People are the Real Key to Digital Transformation,” we finally have a deeply intellectual and practical analysis of, as well as guide to, how organizations need to change—right down to their cultural DNA—to truly “harness the power of technology,” and to keep at it, as it will inevitably continue to disrupt into the future. Researched and authored by a brain trust of experts through the MIT Sloan Management Review, this clearly written and easy-to-understand book is both highly strategic and philosophical—drilling deep into the foundational aspects of its premise—as well as alive with meaningful examples and chapter-ending takeaways that line up “what we know” and “what we can do about it.” It offers advice for use by any level of management and is a must- read for any organization that wants to ensure they stay out ahead of technology and use it to ensure organizational success rather that being led by it. Buy a copy for every manager in your organization. Replace when dogeared.

Based on years of research into digital transformations, the book shows how people - not technology - are the key to successfully navigating the digital maturity journey. It provides practical approaches for navigating digital disruption, adapting personal and organizational leadership for the digital age, and cultivating an organizational culture suited to thrive in a digital environment.The findings and lessons in the book are consistent with what I've seen while leading digital transformations in financial services over the past decade. By recognizing that people - both customers and employees - are the key to digital transformation, organizations can unlock the capabilities required to transform and compete in the digital age.I encourage any business or IT leader faced with guiding their organization through the digital maturity journey to become intimately familiar with the teachings and guidance contained in this excellent book. I know I'll be sharing it with my clients and teams!

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 examples of great rigor and relevance: they draw on multiple years of cutting-edge research and large-scale in-depth studies of a number of organizations that are in the frontier of digital transformation. Not all examples of digital transformation are successful stories. This book provides some important takeaways, such as leadership and organization design, that help managers navigate through the process.

Leitura muito interessante! Coloca de forma transparente e didática os elementos estruturantes para a transformação digital das organizações. E como as pessoas são importantes elementos para o alinhamento entre estratégia digital e cultura organizacional.

Great condition - like new - arrived promptly

The Technology Fallacy is written by a Professor at Boston College and 3 people from Deloitte and published by MIT. It is based on a survey of 16,000 business leaders. In it they explain that digital transformation does not come from technology, it comes from people and process. Most importantly empowering people with digital skills.The books shows that there is a direct correlation between business leadership and growth and the investment in the digital skills of the people. They also explain how these leaders are the ones that get access to the best talent. As you can imagine, that these leaders start to accelerate away from the digital laggards. Interesting enough, the research shows that digital laggards do not invest to catch up, so the gap widens.While there is a lot of discussion about the research, there is also practical stuff and advice around rethinking leadership and talent for the digital age and becoming a digital organisation.While this does read like a textbook. There is a lot of insight buried in here.

This book walks the reader on the challenges that digital disruption is posing to all companies. Based on a research done with MIT and Deloitte, with more than 16.000 individuals surveyed, the research examines the traits of three clusters of companies based on various degree of digital maturity. And comes to create a concept of Digital DNA where each company should understand its own DNA in order to stop doing digital and start being digital.

good condition timely delivery if pay extra