CHAPTER
3
ALIGNING THE TOP TEAM TO DRIVE TRANSFORMATION SUCCESS
When CEOs decide to launch digital transformation programs, there is usually little dissent in the top team. That makes sense. Customers are becoming more digital, business operations are more and more connected, and most industries are already being disrupted. Thus, finding new sources of digital growth is essential for the firm’s long-term prospects. What happens next, however, is often less straightforward. Road maps need to be created, programs funded, resources allocated, talent redirected, projects started and stopped, etc. When the rubber meets the road, the collective nodding stops. Resistance (active or passive) sets in, disagreements about priorities emerge, and people ...
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