Beyond Digital
How Great Leaders Transform Their Organizations and Shape the Future
1 of 2 copies available
For companies to succeed in this digital age they must reimagine their businesses before they reimagine being digital, and courageously shed the past to rethink their place in the world and how they compete and collaborate with others to create value.
In their new book, Paul Leinwand and Mahadeva Matt Mani, both members of the PwC US partnership and the Strategy& global team, help leaders navigate these profound and historical shifts and provide a roadmap for reshaping their companies. Building on major new body of research, along with case studies of companies on the vanguard of this major shift, the authors identify the seven imperatives that leaders must follow as the digital age continues to evolve: reimagine your company's place in the world; build privileged insights into your customers; create value through ecosystems; break up the traditional organization; reposition your leadership team; reinvent the social contract with your people; and disrupt you own leadership approach. Together these seven imperatives comprise a playbook for architecting and executing the transformations that are required to succeed in the digital age.
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Creators
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Publisher
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Release date
December 28, 2021 -
Formats
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OverDrive Listen audiobook
- ISBN: 9781663716231
- File size: 233695 KB
- Duration: 08:06:51
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Languages
- English
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Reviews
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October 18, 2021
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.
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