Preface
In the spring of 2015, a Procter & Gamble colleague and close friend, Brent Duersch, and I were just wrapping up a conference call with a top-tier consultancy on how to go about disruptive transformation. As Brent reached across the table to end the call, he chuckled, “Either we’re missing something, or none of these guys has actually done true digital transformation.” This was our tenth call in three days with organizations that had either undergone a successful major transformation or supposedly had a proven framework on how to do it.
Brent and I were trying to piece together the “how to” methodology for a disruptive transformation of our Global Business Services organization that had to be successful, sustainable, and scalable. We ...
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