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About the author: Casper Tribler is the CEO of Scio+, a data science company in the food production sector. Tribler is also also an entrepreneur and frequently writes on topics like digital leadership, customer insight analytics and software-as-a-service. He can be contacted via LinkedIn<\/a> or Twitter<\/a>.<\/em><\/p>\n","post_title":"Digital Leadership for Digital Transformation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-leadership-for-digital-transformation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-leadership-for-digital-transformation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};

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As many leaders have already started their organization\u2019s digital exploration, those who have yet to begin need to take this development seriously. The sooner they transform themselves into digital leaders and start their own Digital Transformation journey, the less catching up they have to do and the more relevant they will become to their shareholders, management and employees going forward.<\/p>\n\n\n\n

\"\"<\/figure><\/div>\n\n\n\n

About the author: Casper Tribler is the CEO of Scio+, a data science company in the food production sector. Tribler is also also an entrepreneur and frequently writes on topics like digital leadership, customer insight analytics and software-as-a-service. He can be contacted via LinkedIn<\/a> or Twitter<\/a>.<\/em><\/p>\n","post_title":"Digital Leadership for Digital Transformation","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"closed","post_password":"","post_name":"digital-leadership-for-digital-transformation","to_ping":"","pinged":"","post_modified":"2019-12-27 20:45:15","post_modified_gmt":"2019-12-28 04:45:15","post_content_filtered":"","post_parent":0,"guid":"https:\/\/siliconvalley.center\/blog\/digital-leadership-for-digital-transformation\/","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_2o3","class":"epic_block_5"};

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Digital Transformation is a never ending endeavor and in these disruptive times we live in the frequency of formulating new digital strategies and adopting new technologies is only expected to increase. Our future leaders must embrace Digital Transformation as their mission, and define and deliver winning digital strategies.<\/p>\n\n\n\n

As many leaders have already started their organization\u2019s digital exploration, those who have yet to begin need to take this development seriously. The sooner they transform themselves into digital leaders and start their own Digital Transformation journey, the less catching up they have to do and the more relevant they will become to their shareholders, management and employees going forward.<\/p>\n\n\n\n

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\n

Digital Transformation is here to stay<\/strong><\/h2>\n\n\n\n

Digital Transformation is a never ending endeavor and in these disruptive times we live in the frequency of formulating new digital strategies and adopting new technologies is only expected to increase. Our future leaders must embrace Digital Transformation as their mission, and define and deliver winning digital strategies.<\/p>\n\n\n\n

As many leaders have already started their organization\u2019s digital exploration, those who have yet to begin need to take this development seriously. The sooner they transform themselves into digital leaders and start their own Digital Transformation journey, the less catching up they have to do and the more relevant they will become to their shareholders, management and employees going forward.<\/p>\n\n\n\n

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\n
\"\"<\/figure><\/div>\n\n\n\n

Digital Transformation is here to stay<\/strong><\/h2>\n\n\n\n

Digital Transformation is a never ending endeavor and in these disruptive times we live in the frequency of formulating new digital strategies and adopting new technologies is only expected to increase. Our future leaders must embrace Digital Transformation as their mission, and define and deliver winning digital strategies.<\/p>\n\n\n\n

As many leaders have already started their organization\u2019s digital exploration, those who have yet to begin need to take this development seriously. The sooner they transform themselves into digital leaders and start their own Digital Transformation journey, the less catching up they have to do and the more relevant they will become to their shareholders, management and employees going forward.<\/p>\n\n\n\n

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\n

If leaders wish to stay relevant in the future adopting digital risk-taking and formulating digital strategies - if not already - will become the norm. So if leaders are not motivated by the incredible opportunities Digital Transformation in itself offers, then keeping once own job might just do the trick. Digital Transformation is here to stay and the sooner leaders get to terms with this fact the better as they will be able to take advantage from enhanced knowledge sharing, improved process efficiency, revenue growth and increased profit as findings show from Aberdeen Group study in October 2015:<\/p>\n\n\n\n

\"\"<\/figure><\/div>\n\n\n\n

Digital Transformation is here to stay<\/strong><\/h2>\n\n\n\n

Digital Transformation is a never ending endeavor and in these disruptive times we live in the frequency of formulating new digital strategies and adopting new technologies is only expected to increase. Our future leaders must embrace Digital Transformation as their mission, and define and deliver winning digital strategies.<\/p>\n\n\n\n

As many leaders have already started their organization\u2019s digital exploration, those who have yet to begin need to take this development seriously. The sooner they transform themselves into digital leaders and start their own Digital Transformation journey, the less catching up they have to do and the more relevant they will become to their shareholders, management and employees going forward.<\/p>\n\n\n\n

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Latest

\n

Today\u2019s most critical decisions not only rest on the business feel and gut instinct of our leaders, but to a greater extend requires convincing insights. The involvement of data may once have been purely supporting or affirming in nature, but now plays a more central role. Even shareholders are depending more heavily on a data-driven mindsets to drive their investments forward and Digital Transformation has the tools they need to achieve their vision.<\/p>\n\n\n\n

If leaders wish to stay relevant in the future adopting digital risk-taking and formulating digital strategies - if not already - will become the norm. So if leaders are not motivated by the incredible opportunities Digital Transformation in itself offers, then keeping once own job might just do the trick. Digital Transformation is here to stay and the sooner leaders get to terms with this fact the better as they will be able to take advantage from enhanced knowledge sharing, improved process efficiency, revenue growth and increased profit as findings show from Aberdeen Group study in October 2015:<\/p>\n\n\n\n

\"\"<\/figure><\/div>\n\n\n\n

Digital Transformation is here to stay<\/strong><\/h2>\n\n\n\n

Digital Transformation is a never ending endeavor and in these disruptive times we live in the frequency of formulating new digital strategies and adopting new technologies is only expected to increase. Our future leaders must embrace Digital Transformation as their mission, and define and deliver winning digital strategies.<\/p>\n\n\n\n

As many leaders have already started their organization\u2019s digital exploration, those who have yet to begin need to take this development seriously. The sooner they transform themselves into digital leaders and start their own Digital Transformation journey, the less catching up they have to do and the more relevant they will become to their shareholders, management and employees going forward.<\/p>\n\n\n\n

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\n

Why should leaders take digital seriously?<\/strong><\/h2>\n\n\n\n

Today\u2019s most critical decisions not only rest on the business feel and gut instinct of our leaders, but to a greater extend requires convincing insights. The involvement of data may once have been purely supporting or affirming in nature, but now plays a more central role. Even shareholders are depending more heavily on a data-driven mindsets to drive their investments forward and Digital Transformation has the tools they need to achieve their vision.<\/p>\n\n\n\n

If leaders wish to stay relevant in the future adopting digital risk-taking and formulating digital strategies - if not already - will become the norm. So if leaders are not motivated by the incredible opportunities Digital Transformation in itself offers, then keeping once own job might just do the trick. Digital Transformation is here to stay and the sooner leaders get to terms with this fact the better as they will be able to take advantage from enhanced knowledge sharing, improved process efficiency, revenue growth and increased profit as findings show from Aberdeen Group study in October 2015:<\/p>\n\n\n\n

\"\"<\/figure><\/div>\n\n\n\n

Digital Transformation is here to stay<\/strong><\/h2>\n\n\n\n

Digital Transformation is a never ending endeavor and in these disruptive times we live in the frequency of formulating new digital strategies and adopting new technologies is only expected to increase. Our future leaders must embrace Digital Transformation as their mission, and define and deliver winning digital strategies.<\/p>\n\n\n\n

As many leaders have already started their organization\u2019s digital exploration, those who have yet to begin need to take this development seriously. The sooner they transform themselves into digital leaders and start their own Digital Transformation journey, the less catching up they have to do and the more relevant they will become to their shareholders, management and employees going forward.<\/p>\n\n\n\n

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\n

Successful digital leaders also understand that to get maximum ROI out of investing into Digital Transformation they have to push their organizations to accelerate the flow of information between departments, and make that information available more quickly and more broadly across the organization. In more concrete terms this means creating an environment that nurtures data-driven insight thinking, implementing clear user needs and strong policies for data governance, support more efficient decision-making processes delivering relevant capabilities to the right job roles at the right time. These are all characteristics that digital leaders foster within their organization ultimately building the foundation for lower risk, increased profitability and faster management decisions.<\/p>\n\n\n\n

Why should leaders take digital seriously?<\/strong><\/h2>\n\n\n\n

Today\u2019s most critical decisions not only rest on the business feel and gut instinct of our leaders, but to a greater extend requires convincing insights. The involvement of data may once have been purely supporting or affirming in nature, but now plays a more central role. Even shareholders are depending more heavily on a data-driven mindsets to drive their investments forward and Digital Transformation has the tools they need to achieve their vision.<\/p>\n\n\n\n

If leaders wish to stay relevant in the future adopting digital risk-taking and formulating digital strategies - if not already - will become the norm. So if leaders are not motivated by the incredible opportunities Digital Transformation in itself offers, then keeping once own job might just do the trick. Digital Transformation is here to stay and the sooner leaders get to terms with this fact the better as they will be able to take advantage from enhanced knowledge sharing, improved process efficiency, revenue growth and increased profit as findings show from Aberdeen Group study in October 2015:<\/p>\n\n\n\n

\"\"<\/figure><\/div>\n\n\n\n

Digital Transformation is here to stay<\/strong><\/h2>\n\n\n\n

Digital Transformation is a never ending endeavor and in these disruptive times we live in the frequency of formulating new digital strategies and adopting new technologies is only expected to increase. Our future leaders must embrace Digital Transformation as their mission, and define and deliver winning digital strategies.<\/p>\n\n\n\n

As many leaders have already started their organization\u2019s digital exploration, those who have yet to begin need to take this development seriously. The sooner they transform themselves into digital leaders and start their own Digital Transformation journey, the less catching up they have to do and the more relevant they will become to their shareholders, management and employees going forward.<\/p>\n\n\n\n

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  • 73% more likely to have strong analytical knowledge within non-technical roles.<\/li>
  • 65% more likely to have processes in place for defining and communicating business needs for analytics.<\/li>
  • 38% more likely to have policies and\/or tools in place for governing end-user access to data.<\/li><\/ul>\n\n\n\n

    Successful digital leaders also understand that to get maximum ROI out of investing into Digital Transformation they have to push their organizations to accelerate the flow of information between departments, and make that information available more quickly and more broadly across the organization. In more concrete terms this means creating an environment that nurtures data-driven insight thinking, implementing clear user needs and strong policies for data governance, support more efficient decision-making processes delivering relevant capabilities to the right job roles at the right time. These are all characteristics that digital leaders foster within their organization ultimately building the foundation for lower risk, increased profitability and faster management decisions.<\/p>\n\n\n\n

    Why should leaders take digital seriously?<\/strong><\/h2>\n\n\n\n

    Today\u2019s most critical decisions not only rest on the business feel and gut instinct of our leaders, but to a greater extend requires convincing insights. The involvement of data may once have been purely supporting or affirming in nature, but now plays a more central role. Even shareholders are depending more heavily on a data-driven mindsets to drive their investments forward and Digital Transformation has the tools they need to achieve their vision.<\/p>\n\n\n\n

    If leaders wish to stay relevant in the future adopting digital risk-taking and formulating digital strategies - if not already - will become the norm. So if leaders are not motivated by the incredible opportunities Digital Transformation in itself offers, then keeping once own job might just do the trick. Digital Transformation is here to stay and the sooner leaders get to terms with this fact the better as they will be able to take advantage from enhanced knowledge sharing, improved process efficiency, revenue growth and increased profit as findings show from Aberdeen Group study in October 2015:<\/p>\n\n\n\n

    \"\"<\/figure><\/div>\n\n\n\n

    Digital Transformation is here to stay<\/strong><\/h2>\n\n\n\n

    Digital Transformation is a never ending endeavor and in these disruptive times we live in the frequency of formulating new digital strategies and adopting new technologies is only expected to increase. Our future leaders must embrace Digital Transformation as their mission, and define and deliver winning digital strategies.<\/p>\n\n\n\n

    As many leaders have already started their organization\u2019s digital exploration, those who have yet to begin need to take this development seriously. The sooner they transform themselves into digital leaders and start their own Digital Transformation journey, the less catching up they have to do and the more relevant they will become to their shareholders, management and employees going forward.<\/p>\n\n\n\n

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    \n

    Further to the argument that the core success driver to Digital Transformation is not technology nor technological mastery, is supported by Aberdeen Group\u2019s study<\/a> from October 2015 stating that digital leaders are:<\/p>\n\n\n\n

    • 73% more likely to have strong analytical knowledge within non-technical roles.<\/li>
    • 65% more likely to have processes in place for defining and communicating business needs for analytics.<\/li>
    • 38% more likely to have policies and\/or tools in place for governing end-user access to data.<\/li><\/ul>\n\n\n\n

      Successful digital leaders also understand that to get maximum ROI out of investing into Digital Transformation they have to push their organizations to accelerate the flow of information between departments, and make that information available more quickly and more broadly across the organization. In more concrete terms this means creating an environment that nurtures data-driven insight thinking, implementing clear user needs and strong policies for data governance, support more efficient decision-making processes delivering relevant capabilities to the right job roles at the right time. These are all characteristics that digital leaders foster within their organization ultimately building the foundation for lower risk, increased profitability and faster management decisions.<\/p>\n\n\n\n

      Why should leaders take digital seriously?<\/strong><\/h2>\n\n\n\n

      Today\u2019s most critical decisions not only rest on the business feel and gut instinct of our leaders, but to a greater extend requires convincing insights. The involvement of data may once have been purely supporting or affirming in nature, but now plays a more central role. Even shareholders are depending more heavily on a data-driven mindsets to drive their investments forward and Digital Transformation has the tools they need to achieve their vision.<\/p>\n\n\n\n

      If leaders wish to stay relevant in the future adopting digital risk-taking and formulating digital strategies - if not already - will become the norm. So if leaders are not motivated by the incredible opportunities Digital Transformation in itself offers, then keeping once own job might just do the trick. Digital Transformation is here to stay and the sooner leaders get to terms with this fact the better as they will be able to take advantage from enhanced knowledge sharing, improved process efficiency, revenue growth and increased profit as findings show from Aberdeen Group study in October 2015:<\/p>\n\n\n\n

      \"\"<\/figure><\/div>\n\n\n\n

      Digital Transformation is here to stay<\/strong><\/h2>\n\n\n\n

      Digital Transformation is a never ending endeavor and in these disruptive times we live in the frequency of formulating new digital strategies and adopting new technologies is only expected to increase. Our future leaders must embrace Digital Transformation as their mission, and define and deliver winning digital strategies.<\/p>\n\n\n\n

      As many leaders have already started their organization\u2019s digital exploration, those who have yet to begin need to take this development seriously. The sooner they transform themselves into digital leaders and start their own Digital Transformation journey, the less catching up they have to do and the more relevant they will become to their shareholders, management and employees going forward.<\/p>\n\n\n\n

      Search

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      \n
      \"\"<\/figure><\/div>\n\n\n\n

      Further to the argument that the core success driver to Digital Transformation is not technology nor technological mastery, is supported by Aberdeen Group\u2019s study<\/a> from October 2015 stating that digital leaders are:<\/p>\n\n\n\n

      Search

      Latest

      \n

      Digital leaders are more likely to have a data-driven mentality when it comes to decision making rather than taking what is presented at face value; these digital leaders has a need to verify their commercial decisions through analyses:<\/p>\n\n\n\n

      \"\"<\/figure><\/div>\n\n\n\n

      Further to the argument that the core success driver to Digital Transformation is not technology nor technological mastery, is supported by Aberdeen Group\u2019s study<\/a> from October 2015 stating that digital leaders are:<\/p>\n\n\n\n

      Search

      Latest

      \n

      The success of Digital Transformation is greatly dependent on the organization\u2019s ability to commercialize<\/a> its digital strategy.<\/p><\/blockquote>\n\n\n\n

      Digital leaders are more likely to have a data-driven mentality when it comes to decision making rather than taking what is presented at face value; these digital leaders has a need to verify their commercial decisions through analyses:<\/p>\n\n\n\n

      \"\"<\/figure><\/div>\n\n\n\n

      Further to the argument that the core success driver to Digital Transformation is not technology nor technological mastery, is supported by Aberdeen Group\u2019s study<\/a> from October 2015 stating that digital leaders are:<\/p>\n\n\n\n

      Search

      Latest

      \n

      This may come as a surprise to some people; Digital Transformation does not demand mastery of the technologies. Instead, it requires commercial leadership to articulate the value of digital technologies as a critical part of the organization\u2019s future.<\/p>\n\n\n\n

      The success of Digital Transformation is greatly dependent on the organization\u2019s ability to commercialize<\/a> its digital strategy.<\/p><\/blockquote>\n\n\n\n

      Digital leaders are more likely to have a data-driven mentality when it comes to decision making rather than taking what is presented at face value; these digital leaders has a need to verify their commercial decisions through analyses:<\/p>\n\n\n\n

      \"\"<\/figure><\/div>\n\n\n\n

      Further to the argument that the core success driver to Digital Transformation is not technology nor technological mastery, is supported by Aberdeen Group\u2019s study<\/a> from October 2015 stating that digital leaders are:<\/p>\n\n\n\n

      Search

      Latest

      \n

      What is digital leadership?<\/strong><\/h2>\n\n\n\n

      This may come as a surprise to some people; Digital Transformation does not demand mastery of the technologies. Instead, it requires commercial leadership to articulate the value of digital technologies as a critical part of the organization\u2019s future.<\/p>\n\n\n\n

      The success of Digital Transformation is greatly dependent on the organization\u2019s ability to commercialize<\/a> its digital strategy.<\/p><\/blockquote>\n\n\n\n

      Digital leaders are more likely to have a data-driven mentality when it comes to decision making rather than taking what is presented at face value; these digital leaders has a need to verify their commercial decisions through analyses:<\/p>\n\n\n\n

      \"\"<\/figure><\/div>\n\n\n\n

      Further to the argument that the core success driver to Digital Transformation is not technology nor technological mastery, is supported by Aberdeen Group\u2019s study<\/a> from October 2015 stating that digital leaders are:<\/p>\n\n\n\n

      Search

      Latest

      \n

      Today\u2019s leaders need insights to validate strategic and tactical decisions quickly, which requires access to large volumes of data, from an increasing number of different information channels and preferably real-time. As a consequence, leaders are becoming more personally involved in generating their own tailor-made insights rather than simply reading a pre-canned report or analysis. And if you are an ambitious leader that likes to be in control of your own destiny, what better way to reach such enlightenment than spearheading the Digital Transformation of your organization?<\/p>\n\n\n\n

      What is digital leadership?<\/strong><\/h2>\n\n\n\n

      This may come as a surprise to some people; Digital Transformation does not demand mastery of the technologies. Instead, it requires commercial leadership to articulate the value of digital technologies as a critical part of the organization\u2019s future.<\/p>\n\n\n\n

      The success of Digital Transformation is greatly dependent on the organization\u2019s ability to commercialize<\/a> its digital strategy.<\/p><\/blockquote>\n\n\n\n

      Digital leaders are more likely to have a data-driven mentality when it comes to decision making rather than taking what is presented at face value; these digital leaders has a need to verify their commercial decisions through analyses:<\/p>\n\n\n\n

      \"\"<\/figure><\/div>\n\n\n\n

      Further to the argument that the core success driver to Digital Transformation is not technology nor technological mastery, is supported by Aberdeen Group\u2019s study<\/a> from October 2015 stating that digital leaders are:<\/p>\n\n\n\n

      Search

      Latest

      \n

      Leaders must constantly challenge their organizations to ensure that this technology-enabled change can unlock productivity gains and competitive advantages, and understand where and how the fundamentals of their current operations could be unsettled by agile new entrants or new business models.<\/p>\n\n\n\n

      Today\u2019s leaders need insights to validate strategic and tactical decisions quickly, which requires access to large volumes of data, from an increasing number of different information channels and preferably real-time. As a consequence, leaders are becoming more personally involved in generating their own tailor-made insights rather than simply reading a pre-canned report or analysis. And if you are an ambitious leader that likes to be in control of your own destiny, what better way to reach such enlightenment than spearheading the Digital Transformation of your organization?<\/p>\n\n\n\n

      What is digital leadership?<\/strong><\/h2>\n\n\n\n

      This may come as a surprise to some people; Digital Transformation does not demand mastery of the technologies. Instead, it requires commercial leadership to articulate the value of digital technologies as a critical part of the organization\u2019s future.<\/p>\n\n\n\n

      The success of Digital Transformation is greatly dependent on the organization\u2019s ability to commercialize<\/a> its digital strategy.<\/p><\/blockquote>\n\n\n\n

      Digital leaders are more likely to have a data-driven mentality when it comes to decision making rather than taking what is presented at face value; these digital leaders has a need to verify their commercial decisions through analyses:<\/p>\n\n\n\n

      \"\"<\/figure><\/div>\n\n\n\n

      Further to the argument that the core success driver to Digital Transformation is not technology nor technological mastery, is supported by Aberdeen Group\u2019s study<\/a> from October 2015 stating that digital leaders are:<\/p>\n\n\n\n

      Search

      Latest

      \n

      The persistent evolution of technology is a source of constant inspiration to redefine the way we exist (co-exist) as a species. Digital Transformation has become the ultimate challenge in change management because it impacts not only organizational structures and strategic positioning, but all levels of society (every task, activity, process).<\/p>\n\n\n\n

      Leaders must constantly challenge their organizations to ensure that this technology-enabled change can unlock productivity gains and competitive advantages, and understand where and how the fundamentals of their current operations could be unsettled by agile new entrants or new business models.<\/p>\n\n\n\n

      Today\u2019s leaders need insights to validate strategic and tactical decisions quickly, which requires access to large volumes of data, from an increasing number of different information channels and preferably real-time. As a consequence, leaders are becoming more personally involved in generating their own tailor-made insights rather than simply reading a pre-canned report or analysis. And if you are an ambitious leader that likes to be in control of your own destiny, what better way to reach such enlightenment than spearheading the Digital Transformation of your organization?<\/p>\n\n\n\n

      What is digital leadership?<\/strong><\/h2>\n\n\n\n

      This may come as a surprise to some people; Digital Transformation does not demand mastery of the technologies. Instead, it requires commercial leadership to articulate the value of digital technologies as a critical part of the organization\u2019s future.<\/p>\n\n\n\n

      The success of Digital Transformation is greatly dependent on the organization\u2019s ability to commercialize<\/a> its digital strategy.<\/p><\/blockquote>\n\n\n\n

      Digital leaders are more likely to have a data-driven mentality when it comes to decision making rather than taking what is presented at face value; these digital leaders has a need to verify their commercial decisions through analyses:<\/p>\n\n\n\n

      \"\"<\/figure><\/div>\n\n\n\n

      Further to the argument that the core success driver to Digital Transformation is not technology nor technological mastery, is supported by Aberdeen Group\u2019s study<\/a> from October 2015 stating that digital leaders are:<\/p>\n\n\n\n

      Search

      Latest

      \n

      What drives digital leadership?<\/strong><\/h2>\n\n\n\n

      The persistent evolution of technology is a source of constant inspiration to redefine the way we exist (co-exist) as a species. Digital Transformation has become the ultimate challenge in change management because it impacts not only organizational structures and strategic positioning, but all levels of society (every task, activity, process).<\/p>\n\n\n\n

      Leaders must constantly challenge their organizations to ensure that this technology-enabled change can unlock productivity gains and competitive advantages, and understand where and how the fundamentals of their current operations could be unsettled by agile new entrants or new business models.<\/p>\n\n\n\n

      Today\u2019s leaders need insights to validate strategic and tactical decisions quickly, which requires access to large volumes of data, from an increasing number of different information channels and preferably real-time. As a consequence, leaders are becoming more personally involved in generating their own tailor-made insights rather than simply reading a pre-canned report or analysis. And if you are an ambitious leader that likes to be in control of your own destiny, what better way to reach such enlightenment than spearheading the Digital Transformation of your organization?<\/p>\n\n\n\n

      What is digital leadership?<\/strong><\/h2>\n\n\n\n

      This may come as a surprise to some people; Digital Transformation does not demand mastery of the technologies. Instead, it requires commercial leadership to articulate the value of digital technologies as a critical part of the organization\u2019s future.<\/p>\n\n\n\n

      The success of Digital Transformation is greatly dependent on the organization\u2019s ability to commercialize<\/a> its digital strategy.<\/p><\/blockquote>\n\n\n\n

      Digital leaders are more likely to have a data-driven mentality when it comes to decision making rather than taking what is presented at face value; these digital leaders has a need to verify their commercial decisions through analyses:<\/p>\n\n\n\n

      \"\"<\/figure><\/div>\n\n\n\n

      Further to the argument that the core success driver to Digital Transformation is not technology nor technological mastery, is supported by Aberdeen Group\u2019s study<\/a> from October 2015 stating that digital leaders are:<\/p>\n\n\n\n

      Search

      Latest

      \n