Beyond Digital
How Great Leaders Transform Their Organizations and Shape the Future
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Two
world-renowned strategists detail the seven leadership imperatives for
transforming companies in the new digital
era.
Digital transformation is critical. But
winning in today's world requires more than digitization. It requires
understanding that the nature of competitive advantage has shifted—and
that being digital is not enough.
In Beyond
Digital, Paul Leinwand and Matt Mani from Strategy&, PwC's global
strategy consulting business, take readers inside twelve companies and how they
have navigated through this monumental shift: from Philips's reinvention from a
broad conglomerate to a focused health technology player, to Cleveland Clinic's
engagement with its broader ecosystem to improve and expand its leading patient
care to more locations around the world, to Microsoft's overhaul of its global
commercial business to drive customer outcomes. Other case studies include
Adobe, Citigroup, Eli Lilly, Hitachi, Honeywell, Inditex, Komatsu, STC Pay, and
Titan.
Building on a major new body of research, the authors
identify the seven imperatives that leaders must follow as the digital age
continues to evolve:
Reimagine your company's place in the
worldEmbrace and create value via ecosystemsBuild a system
of privileged insights with your customersMake your organization
outcome-orientedInvert the focus of your leadership
teamReinvent the social contract with your peopleDisrupt
your own leadership approach
Together, these seven
imperatives comprise a playbook for how leaders can define a bolder purpose and
transform their organizations.
PUBLISHERS WEEKLY
The internet is decades old, and "being digital" is a worn-down mantra, according to this eye-opening study. Leinwand (Strategy That Works) and Mani, who both work at Price Waterhouse Cooper, write that rather than simply digitizing existing strategy and workflows, leaders need to ensure their organizations are truly innovating. Following a three-year study, the authors detail how 12 companies found new ways to drive success: there's Citigroup's transition from finance supermarket to just banking, Cleveland Clinic's expansion into new markets, and Honeywell's acquisition of communications and connectivity companies. The common thread is that these enterprises integrated knowledge, data, and culture shifts that allowed them to create entirely new value. The authors also dispense plenty of advice for making organizations outcome-oriented, creating a focused leadership team, and reinventing a workplace's social contract. Leaders should "establish top team based on the right skills mix, rather than tenure," they suggest, and reassure employees of their "importance in shaping the company's future." The well-observed insights are sure to appeal to business leaders looking to revamp their approach.
