The Technology Fallacy: How People Are the Real Key to Digital Transformation (Management on the Cutting Edge)

Gerald C. Kane,Anh Nguyen Phillips,Jonathan R. Copulsky,Garth R. Andrus

ISBN 10: 0262039680 / ISBN 13: 9780262039680

Edité par The MIT Press April 2019, 2019

A propos de cet article

used hardcover in a dust jacket. jacket is slightly worn about the edges, but with no tears and not price clipped. pages and binding are clean, straight and tight. there are no marks to the text or other serious flaws.

N° de réf. du vendeur 1213813

Détails bibliographiques

• Titre: The Technology Fallacy: How People Are the Real Key to Digital Transformation (Management on the Cutting Edge)
• Éditeur: The MIT Press April 2019
• Date de parution: 2019
• Langue: anglais
• ISBN à 10 chiffres: 0262039680
• ISBN à 13 chiffres: 9780262039680
• Reliure: Hardcover
• État de l'article: VG
• Catalogues du vendeur:
  • business

A propos de ce titre

Synopsis

Why an organization's response to digital disruption should focus on people and processes and not necessarily on technology.

Digital technologies are disrupting organizations of every size and shape, leaving managers scrambling to find a technology fix that will help their organizations compete. This book offers managers and business leaders a guide for surviving digital disruptions—but it is not a book about technology. It is about the organizational changes required to harness the power of technology. The authors argue that digital disruption is primarily about people and that effective digital transformation involves changes to organizational dynamics and how work gets done. A focus only on selecting and implementing the right digital technologies is not likely to lead to success. The best way to respond to digital disruption is by changing the company culture to be more agile, risk tolerant, and experimental.

The authors draw on four years of research, conducted in partnership with MIT Sloan Management Review and Deloitte, surveying more than 16,000 people and conducting interviews with managers at such companies as Walmart, Google, and Salesforce. They introduce the concept of digital maturity—the ability to take advantage of opportunities offered by the new technology—and address the specifics of digital transformation, including cultivating a digital environment, enabling intentional collaboration, and fostering an experimental mindset. Every organization needs to understand its “digital DNA” in order to stop “doing digital” and start “being digital.”

Digital disruption won't end anytime soon; the average worker will probably experience numerous waves of disruption during the course of a career. The insights offered by The Technology Fallacy will hold true through them all.

A book in the Management on the Cutting Edge series, published in cooperation with MIT Sloan Management Review.

À propos de l?auteur

Gerald C. Kane is Professor of Information Systems at Boston College.

Anh Nguyen Phillips is Research Lead at Deloitte Center for Integrated Research.

Jonathan R. Copulsky, a retired Principal of Deloitte Consulting LLP, teaches marketing, branding, and marketing technology at Northwestern University.

Garth R. Andrus is a Principal at Deloitte Consulting LLP.