Over budget, over time and under spec is a common complaint of badly planned IT projects and digital transformation is no different.
Technology is often a bandaid or the CEO's hopeful panacea that without changing too much she might defend against these untimely new attacks from disruptive competitors. But as with all enterprise initiatives there is no shortcut to managing the whole process exceptionally well from planning to execution.
This McKinsey article is a useful aid to consider over the Christmas Break before you rush in or rush on
Imagine. You lead a large basic-resources business. For the past decade, the global commodities supercycle has fueled volume growth and higher prices, shaping your company’s processes and culture and defining its outlook. Most of the top team cannot remember a time when the business priorities were different. Then one day it dawns on you that the party is over. In industry after industry, scenarios that once appeared improbable are becoming all too real, prompting boards and CEOs of flagging (or perhaps merely drifting) businesses to embrace the T-word: transformation.