Digital transformation – Suceed in Change & Transitions



New, digital ways of doing business and creating customer value, automation and robotisation of human interaction, artificial intelligence and machine learning – these are only the tip of the iceberg in what concerns new organisational realities.

Digital Transformation is de facto the mission critical venture for any organisation that is seriously engaging in building fitness for the future.


Engaging in digital transformation can be done from the perspective of pursuing possibilities for growth and renewal or from the perspective of avoiding risks of business survival and extinction. Realizing and leveraging digital transformation will distinguish companies that thrive and those that merely survive.


How to guide this transformation towards a positive impact?


Harnessing our Digital Future will require addressing the fundamental dilemmas of digital business transformation and devising strategies that yield sustainable growth and a competitive edge. In doing so leaders and organizations need to re-balance three important shifts, Mind to Machine, Product to Platform, and Core to Crowd

This act of re-balancing is not as much about shifts in technology– it is rather about shifts in mindset. And while we consider how a business can leverage digitalization, a human-centric approach seems indispensable. Digital overload, digital dementia, and digital distractions, phenomena that we are encountering now broadly, are toxic by-products of digital transformation. Leaders once again have a key role to play, not just on the policy side, but mostly on shifting mindsets in ways that allow for digitalization to nurture a future-fit workforce and humanity.


To advance their digital transformation and leverage its opportunities leaders and organization need to address in particular 3 challenges that are proper to the digital transformation context:


  • Attending to generative complementarity. Being generative in developing digital solutions for the marketplace does not entail being generative in leveraging their power for your business and workforce innovation. Leaders and high achievers lose a lot from letting their generative complementarities unattended.
  • Re-conciliating fundamental dilemmas and working with paradox. Leading and succeeding in the digital era requires re-balancing important shifts in ways that are not yet known and at a speed that challenges collective resilience, creativity and agility in committing to a sense of direction and in making sense of it.
  • Increasing resilience and agility of making the right mindset shifts. The mindset and the skillset for coping with versus thriving on digital transformation are very different. To succeed the leader and the whole workforce need to re-program the mindset and the skillset for a different leadership game.


When working with a generative change coach you can expect to revisit and resolve your dilemmas by nurturing your systemic and subtle awareness.