Every company is now a technology company. We’re employing new digital technologies to gather data, to reach our customers, to manage the demands of a global marketplace, and to work more efficiently.
All this work requires some element of disruption. And quite often, disrupting our respective industries requires creating new systems and processes. If we acknowledge and accept that this true—and that the demands of digital transformation will only continue to increase—then we also need to spend more time and energy having organizational conversations, especially in advance of major cultural and structural changes.
As I’ve said previously: While we frequently meet to discuss topics like our market needs or leveling up our innovation methods to create new solutions, we have a tendency to delay conversations about the needs of our people, cultures, and ecosystems during digital transformation efforts.
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