DX is about comprehensive transformation. It alters everything about how products are developed, sold, and serviced—and it compels CEOs to revisit how organizations execute with new business strategies, management approaches, information systems, and the nature of customer relationships.
Most leaders who get this are all over it. They want to launch multiple transformation initiatives, talk to digital leaders worldwide about where the technology dangers are coming from, and employ the best people to instruct them. Yet many CEOs seem to be asleep at the switch. They don’t see the vast disruption headed their way, and they don’t appear to understand it will happen very fast.
Testing here and there with AI or the cloud is not enough. It’s not about shiny things. Tinkering is inadequate. CEOs should be talking about this and mobilizing the whole company. If your CEO isn’t articulating how to secure the enterprise’s survival amid digital disruption, well, maybe you’ve got the incorrect person in the job.
It’s increasingly evident that we’re approaching a highly disruptive cessation event. Many businesses that fail to change themselves will fade. But as in evolutionary speciation, many unknown enterprises will emerge and thrive, while the existing ones will be altered with new business models.
DX is all about retaining all weapons in your arsenal to put up a good battle with your competitors in the big league. The more you enforce it, the taller your chances of standing out. But it won’t do anything if you don’t know the top trends.
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