Companies fail when they treat it as an IT upgrade. Success requires rethinking strategy, culture, and value creation. For more than a decade, digital transformation...

Companies fail when they treat it as an IT upgrade. Success requires rethinking strategy, culture, and value creation. For more than a decade, digital transformation has dominated boardroom agendas. Companies have invested billions in cloud migrations, AI pilots, agile squads, and innovation labs. Yet despite the scale of investment, the outcomes remain sobering: the majority of digital transformations still fail to achieve their stated objectives. The paradox is striking. Executives understand that digital is no longer optional; it is existential. But even with urgency and resources, organizations continue to stumble. The problem rarely lies in the technology itself. More often, it lies in how leaders frame the challenge, set expectations, and drive execution. Mistaking Digitization for Transformation A persistent...

Companies fail when they treat it as an IT upgrade. Success requires rethinking strategy, culture, and value creation. For more than a decade, digital transformation has dominated boardroom agendas. Companies have invested billions in cloud migrations, AI pilots, agile squads, and innovation labs. Yet despite the scale of investment, the outcomes remain sobering: the majority of digital transformations still fail to achieve their stated objectives. The paradox is striking. Executives understand that digital is no longer optional; it is existential. But even with urgency and resources, organizations continue to stumble. The problem rarely lies in the technology itself. More often, it lies in how leaders frame the challenge, set expectations, and drive execution. Mistaking Digitization for Transformation A persistent...