If you’re a leader at the helm of Digital Transformation, you can’t afford to ignore the signs that something is seriously off. Most of these symptoms can be traced back to one root cause, and they need to be addressed so you can get the ROI on your Transformation.

When you’re evolving to a product-led operating model, should the product function sit with business or technology? As someone who specializes in Operating Model Transformation, I can argue both sides because there are pros and cons to each, but before I reveal my pick, here’s a rundown of those considerations.

If you’re driving Digital Transformation in your org, you likely have a handle on WHAT you need to transform, but are you thinking about HOW you transform? Your answer to that question determines if you’re going to get the ROI on your Digital Transformation investments in the long term and achieve the results you’re seeking.

The best way to get people excited about transformation and encourage them to come along for the ride is to take a storytelling approach. To get internal buy-in, you need to convince people that change is worth their time, focus, attention and precious energy. And guess what: people do not like change. Here’s how you combat change fatigue and resistance with a powerful story.

Most companies know why they should transform, but fewer understand why they need to keep going even after they roll out a new feature or invest in a new technology. What happens when some C-suite folks start asking, “when are we going to be done?” This two-step guide will help the team recalibrate and recommit to the initiative.

Company culture is critical to digital transformation. Use these three evaluation criteria to examine the truth of your current company culture, find the existing nuggets that can actually be leveraged to your advantage, and understand the gap between where you are and where you want to be. Only then can you build a bridge between the two.

When it comes to transformation, an organization's biggest asset is its people. That’s where the Design Sprints and think tanks are firing, and where the change agents and early adopters exist. But without a cultural baseline of trust, vulnerability and curiosity, there’s little chance you’ll be able to activate your talent for the work ahead.

I always know I’ve got my work cut out for me when a client asks when we’ll be finished with transformation. The truth is, “done” doesn’t exist. Adjusting, evolving and learning occurs over an indefinite amount of time, but that doesn’t mean we can’t look for indicators that progress is happening. Here are the “big 3” signs that I always keep an eye out for to determine if the transformation is headed in the right direction.

To build a killer transformation team, you need the right roles and mindsets at the table. It’s kind of like assembling the perfect combination of Avengers for the existential threat at hand. But it isn’t necessary to have all of your Avengers present to achieve success, just the right ones. Here's what that looks like.

You might think your digital transformation is being guided by your desired outcome, but you’d be surprised how many organizations end up chasing the wrong kind of change because their objectives were too vague. The more specific the vision, the more intentional you can be about making the right decisions along the way.

The key to Digital Transformation is CTO and C-suite Alignment, but not just any kind of alignment. The kind that materializes when IT sits shoulder to shoulder with their counterparts to co-create a vision. Does this sound like your organization? If not, it’s costing you more than just ideas. Here’s how to run diagnostics on your org and troubleshoot.

Summer is in full swing and the last thing anyone wants to think about is fiscal year planning. Who likes fast-forwarding ahead to January when flip flops and beach weather are top of mind? And yet, July is the typical timeframe for organizations to ramp up planning conversations about the coming year.

If your team has been spinning out on your organization's digital transformation or the implementation of a product model, it’s easy to see the temptation of a canned plan. It’s billed as turnkey and can get your team out of the weeds quickly, right? Wrong. Here’s what it takes to create a successful transformation and implementation.

When a leadership team decides that they want to take on the hard work of a digital transformation, sometimes they think that it’s all about IT — modernizing the tech stack, creating seamless data flows, leveraging new tools, etc. We all know that’s not the whole story. It’s not a true transformation unless you’re taking on the entirety of the people, process and technology ecosystem inside of your organization.