5 Myths of Digital Transformation That Won’t Die

The writing is on the wall; transformation is IT’s only option. But not all companies feel comfortable with or even know where to start digital efforts. And while some of the concerns are practical, such as budgetary constraints, other issues can arise from misconceptions about what digital transformation entails. In an article for Computerworld, Mary K. Pratt highlights five big myths that are overcomplicating transformation:

  1. Transformation means completely recasting the business.
  2. Digital transformation is a specific project or single initiative.
  3. IT can do it alone.
  4. Your IT shop is up to the task.
  5. The CIO role is safe because digital transformation relies on technology.

Transforming for a Digital Age

One of the biggest myths of digital transformation (DX) is that it requires completely changing the business as a whole. The purpose of DX isn’t to rebuild a business from scratch; it’s to aid the preexisting business model and open the company up to further improvement. That said, DX is a continuous process of improvement that takes time. It can’t be a single, separate project because it is a driving force for change within the company itself.

IT can’t make transformation happen on its own, even though it will likely be spearheading the change. DX requires different groups coming together under the understanding that coordination between departments is mandatory. In addition to understanding IT can’t do it alone, being able to acknowledge the current limitations of your IT shop is also important. Looking into what the shop needs to function at its fullest potential is key to moving forward in DX.

Finally, just because IT is leading the charge in transformation does not mean that everyone is willing to put their faith in the CIO. In fact, many CIOs do not really have what it takes yet:

… Deloitte found that many CIOs aren’t ready for that role. [Bill Briggs, Deloitte’s U.S. and Global CTO] says his firm puts CIOs in three categories: first, trusted operator, where the CIO drives a traditional efficiency play; second, business co-creator, where the CIO is more of a strategist with the business and aligns with the leadership; and third, change instigator, where the CIO is the one leading the charge. “A significant percentage of CIOs are still in that first category,” he says, adding that IT leaders, however, should be aiming for the third category.

For practical examples of ways each of these myths has been busted, you can view the original article here:

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