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Introduction

This paper provides guidance for senior executives tasked with leading a digital enterprise initiative. The findings are based on workshops and interviews with senior executives who are embarking on a similar journey.

Highlights

  • Efforts to drive digital transformation will require clear executive leadership up front.
  • Managers should resist the temptation to view the digital enterprise as a "tick the box" exercise that simply recycles earlier initiatives.

Features and Benefits

  • Learn about developments in management theory for the digital age.
  • Learn how an entrepreneurial approach to IT can improve outcomes.

Key questions answered

  • How can digital initiatives be leveraged to reinvent customer services?
  • Why is it now time to break down those old artificial barriers between IT and the business?

Table of contents

Summary

  • Catalyst
  • Ovum view
  • Key messages

Recommendations

  • Recommendations for enterprises
  • Recommendations for vendors

The digital enterprise is not just a new name for old ideas

  • Dealing with corporate "Groundhog Day"
  • The challenge goes well beyond simply putting transactions online
  • "Waiting for Godot" and the folly of indecision

Charting your own organization's trajectory

  • How well is IT positioned to meet current and future needs?
  • Using this diagram as a management workshop tool
  • Key implications for the executive leadership team

Getting started: think big, start small, iterate fast

  • Just get on with it
  • Stop creating big projects
  • Iterate fast and manage expectations

Appendix

  • Methodology
  • Further reading
  • Author

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