2025哈佛大學(xué)數(shù)字時(shí)代的領(lǐng)導(dǎo)力

HBS工作知識(shí)HBS工作知識(shí)+HBS數(shù)字時(shí)代的領(lǐng)導(dǎo)6AllarticlesbyLindaA.Hill,AnnLeCam,SunandMenon,andEmilyTedardsHBSWORKINGKNOWLEDGE+HBSEXECUTIVEACuratedCollectionofResearchArticles WHERECANDIGITALTRANSFORMATIONTAKEYOU?INSIGHTSFROM1,700LEADERS DIGITALTRANSFORMATION:ANEWROADMAPFORSUCCESS12CURIOSITY,NOTCODING:6SKILLSLEADERSNEEDINTHEDIGITALAGEAllarticlesbyLindaA.Hill,AnnLeCam,SunandMenon,andEmilyTedardsHARVARDBUSINESSHARVARDBUSINESSTheLeadingTheLeadingintheDigitalEraseries,originallypublishedinHBSWorkingKnowledge,featuresinsightsbyProfessorLindaHillandcolleaguesaboutmanagingcompaniesthroughatimeofcomplexchange.ExecutiveEducationprogramsaredevelopedandtaughtbyHBSfacultymembers,whoarewidelyrecognizedasskillededucators,groundbreakingresearchers,andaward-winningauthors.《數(shù)字時(shí)代領(lǐng)導(dǎo)力》系列，最初在HBS工·高管教育項(xiàng)目由HBS的教員開(kāi)發(fā)和教授，這LindaA. LindaA.HBSWORKINGKNOWLEDGERESEARCH INPARTNERSHIPWITHHBSEXECUTIVE

HBS工作知識(shí)研究收 與哈佛商學(xué)院高管教育合引領(lǐng)數(shù)字時(shí)代數(shù)字轉(zhuǎn)型能帶你去往何方？1700LEADINGINTHE引領(lǐng)數(shù)字時(shí)代數(shù)字轉(zhuǎn)型能帶你去往何方？1700LEADINGINTHEDIGITALERA|WHERECANDIGITALTRANSFORMATIONTAKEYOU?INSIGHTSFROM1,700TakeYou?Insightsfrom1,7005WeHaven’tLessthan115WeHaven’tLessthan1161–56–10Morethan100%10%20%30%40%50%60%70%80%90%Source:LeadershipintheDigitalErasurvey,HBS

數(shù)字轉(zhuǎn)型能帶你去哪里？1700數(shù)字化轉(zhuǎn)型似乎是一場(chǎng)沒(méi)有終點(diǎn)的旅程，但許多公司正在奮勇前進(jìn)。琳達(dá)·希爾和同事們揭示companies’digitaltransformations.Thosewhohadbeenyearsreportedthemostheadway.DurationofDigitalTransformationLessthan1Year61–5 6–10 Morethan10 0%10%20%30%40%50%60%70%80%90%Source:LeadershipintheDigitalErasurvey,HBSWORKINGKNOWLEDGERESEARCHThiswashowoneexecutiveofaLatinAmericane-commercecompanydescribedthechallengeofdigitaltransformation:Manyofthetenetsofeffectiveleadershiparefamiliar,buteverythingishappeningmuch,muchfaster.Andthetaskisnottocrossthefinishlineandturnofftheengine,buttogetcomfortable—asaleaderandasacompany—withthisnewpaceandtheattendantcomplexities.Navigatingthroughthedigitaleraisnotforthefainthearted.Mostofusknowhowtodrive—wehavethebasics—butwerecognizeweareill-preparedtoraceagainstworld-classcompetitors.Whiledataanddigitaltechnologieswereonceenablersofefficiencyandcost-cutting,today,they’retheenginesofinnovationandrevenuegrowth,offeringorganizationsunprecedentedopportunitiestodevelopnewproductsandservices,andevenreimaginetheirbusinesses.WeHaven’t 1Inmid-2020,wesetouttounderstandthechallengesofSchoolGlobalResearchCentersandSalesforce’sIgniteteam,weheld21roundtablediscussionswithmorethan175executivesfromcompaniesaroundtheworld,rangingfromWeHaven’t 190Theirconvictionwasresounding:97percentofrespondents“agreed”or“stronglyagreed”thatorganizationswillnotremaincompetitiveunlesstheyradicallyadapttothetheirorganizationswereundergoingdigitaltransformation.Howtodothissuccessfullybecomesthepressingquestion—onewewilltrytoanswerinthisthree-partseries:first,todescribewhatitmeanstobeadigitallymaturecompany;second,tooutlinewhatittakestocreateone;andfinally,probinghowleadersmustchangenotjusttheirorganizations,butalsothemselves.

2020商學(xué)院全球研究中心和Salesforce的Ignite團(tuán)隊(duì)合作，我們21175都有。我們還對(duì)來(lái)自90多個(gè)國(guó)家的1500多位高級(jí)管理人員他們的信念是堅(jiān)定的：97%“”“”，除非組織徹底適應(yīng)數(shù)字時(shí)代的需求，否則它們將3%們的組織正在進(jìn)行數(shù)字化轉(zhuǎn)型。如何成功做到這一點(diǎn)已成為緊迫的問(wèn)題——我們將嘗試在本

在數(shù)字時(shí)代引領(lǐng)1,700LEADINGINTHE在數(shù)字時(shí)代引領(lǐng)1,700LEADINGINTHEDIGITALERA|WHERECANDIGITALTRANSFORMATIONTAKEYOU?INSIGHTSFROM1,700EVERYTHINGISCHANGINGANDTECHNOLOGYISAKEYDRIVERWhenweaskedexecutivestojoinourleadership,”theywarnedusthatthetermwastoonarrow:“l(fā)eadershipinthedigitalage”betterdescribesthestrategicquestionstheyface.Afterall,they’rewrestlingwiththreemajorshiftsintheglobaleconomy—changesbornoftechnologythattechnologyalonecannolongeraddress:Newcustomerexpectations.Customerswantfrictionless,end-to-endexperienceswithcompanies,saidroundtableparticipants.Digitalnativesinteractions,eveninbusiness-to-businessindustries,tobeasfastandintuitiveastappingoutatextorplayingofferhigh-qualityproductsorservices,butthewaytheydeliverthemtothecustomermattersmuchmoretodaythaninthepast.Customersdemandmorevalueandinnovationthaneverbefore,butforthatproductorservice.Infact,thankstosocialmedia,dissatisfiedcustomerscanamplifytheiropinionsaboutacompany’slongsupportwaittimesorholdorganizationsaccountablefortheirenvironmentalpractices.Moreover,theacceleratingpaceoftechnologicaldevelopmentandglobalinterconnectivitycanerodethanever.Newemployeeexpectations.bothinsideandoutsideofcompanies.Inthepast,CEOsandotherseniorleaderswereseenasthelegitimatestrategicdecision-makersbecausetheyhadmoreaccesstodataandcoulddecideifandwhentoshareit.Withmuchmoreinformationavailabletomanymorepeople,leaders’legitimacymustcomefromdifferentsources,ortheymustsharedecision-makingwithemployees—orboth.

Workersincreasinglyresistone-way,top-downcommunicationandcommands;theyexpecttobeheardplansandsolutionscollaboratively.with“co-creation”seriously,withyoungergenerationsofemployeesreadytobejudgedontheircreativityasmuchastheirexpertise.Newsocietalexpectations.RoundtableparticipantssaidthatZseekpurposeandfulfillmentfromtheirwork,andcaredeeplyabouttheirorganizations’long-termimpact.Theydemandthatleadersservestakeholders,notjustshareholders,andproactivelybuildamoreequitableandsustainableworld.Customersincreasinglywantthesameandareespeciallyconcernedaboutissuesthataffectthempersonally,suchasdataprivacyandsecurity.Socialresponsibilityinthebroadestsense,roundtableparticipantssaid,hasforattractingtalentandbuildingtrustwithcustomers.SIXQUALITIESOFDIGITALLYMATURERatherthanwastetimeresisting,andadapttothesekeyshiftsinthebusinesslandscape,participantssaid.Companiesabletonavigatethisunforgivingdynamictendedtohavethefollowingcharacteristics:companiescangettoknowtheirthanexpectingcustomerstobuysuccessfulcompaniesproactivelyanticipateanddiscovercustomers’problemsanddesiresandinnovateaccordingly.Becauseofthetransparencyaffordedby

當(dāng)我們邀請(qǐng)高管加入我們關(guān)于“數(shù)字領(lǐng)導(dǎo)力”的圓桌討論時(shí)，他們警告我們這個(gè)術(shù)語(yǔ)過(guò)于狹隘：“數(shù)字時(shí)代的領(lǐng)導(dǎo)力”更

千禧一代和Z世代從工作中尋求目的和”，對(duì)于吸引人才和建立

數(shù)字轉(zhuǎn)型HBSWORKINGKNOWLEDGERESEARCH

HBS工作知識(shí)研究收 與HBS高級(jí)教育合Surveyrespondentsconsiderdigitaltransformationnecessary,butfewerthanhalfhavethetalenttheyneedtocompete.“Agree”or“stronglyagree”thatcompanieswon’tremainonadigitaltransformation.Respondentswhoseorganizationshavebeenonthedigitaltrans-formationjourneyfor1–5years.Respondentswhobelievetheirtocompeteinthedigitalera.Source:LeadershipintheDigitalErasurvey,INPARTNERSHIPWITHHBSEXECUTIVE1,700LEADINGINTHE1,700LEADINGINTHEDIGITALERA|WHERECANDIGITALTRANSFORMATIONTAKEYOU?INSIGHTSFROM1,700WhatCompaniesWhatCompaniesNeedtoSurveyrespondentsrankedthefollowingqualitiesasmostcriticaltosucceedinginthedigitalDataInformedSource:LeadershipintheDigitalErasurvey,WhatCompaniesNeedtoSurveyrespondentsrankedthefollowingqualitiesasmostcriticaltosucceedinginthedigitalDataInformedSource:LeadershipintheDigitalErasurvey,theinternet,wherecustomerscanbrowsereviewsandaunique,oftenmorecustomized,end-to-endcustomer“Understandyourcustomer”haslongbeenabusinessmantra,butevenroundtableparticipantsfromdigital-firstcompaniesadmittedthattoooftentheirorganizationsdevelopnewofferingsbasedonevolvingcustomerneedsanddesires.Interestingly,only55percentofsurveyrespondentsrankedcustomerfocusasoneofthemostcriticalcharacteristicsforsuccessinthedigitalera.Gettingtoknowthecustomerhasbecomeadynamic,ongoingprocess,andisfastbecomingtablestakes.Forexample,companiesunderstandtheyneedtogetreacquaintedwiththeircustomersaftertheCOVID-19pandemicandrecalibratetheirpainpointsanddesires.Oneparticipantremarked,giventheunpredictabilityofthepandemicandtheeconomy,companiesshould“servetheircustomers,notselltothem,”andbuildtheconnectionsneededtomovetothenextnormal.Globalstrategiesarealsobecomingmore“glocal,”withgrowingpressuretodevelopproductsandservicesfortheneedsandexpectationsofspecificnationalmarkets.Culturethat’sData-informed,NotData-Digitallymatureorganizationsembracedata—lotsofit!—anduseittomakebetter,fasterdecisions.However,datainforms,notdetermines,theirdecisions.Analyticsareimportant,butjudgmentandcriticalthinkingultimatelysetdatatodevelopnewinsightsandforesightinsteadofrelyingonpastexperience.Giventhespeedofchange,hindsightmightbeirrelevanttothetaskathand.Digitallymature

companieshavetherighttechnicalexpertise(suchasexperienceddatascientistsoranalysts),tools(dashboardsanddatavisualizationapplications),andplatforms(computinginfrastructureandoperatingsystems)tointegratedataacrosstheirorganizations.Simplymakingdataavailabledoesn’tguaranteethatteamswilluseit.Canemployeesaccessdataeasily?Isitintegratedintoemployees’workflowsandprocesses?Doemployees—regardlessofseniority,experience,orage—knowhowtointerpretthedata?While61percentofsurveyrespondentsranked“data-informeddecision-making”asoneofthemostcriticalsuccessfactorsinthedigitalera,judgment—ananalogskill—isstillrequired.Digitallymaturecompanieshaveemployeesupanddownthehierarchywhocanlookatdatacritically,knowingthatsomeanalyseswillbeincomplete,imperfect,orevenbiased.AChallengerMindsetandWillingnesstoDigitallymaturecompaniesencourageemployeestochallengethestatusquo—evenifthismeansfundamentallyrethinkingthecorebusiness.Everyoneintheorganizationisresponsibleforlisteningtosignalsfromcustomers,suppliers,andotherstakeholdersoutsidethecompany.thriveintheseconditionsareactivelycuriousabouteverythinghappeningaroundthem;they’recomfortableadmittingwhattheydon’tknow,andarewillingtounlearn,relearn,andembracethelatestandbestpractices.Curiosityandcreativityarevitalresourcesforadigitallymaturecompany.Evenwiththeautomationofmanyfunctions,participantswereadamantthathumaningenuitytolookforpeoplewhoapplytheircreativesparkstothe

了解你的客戶(hù)長(zhǎng)期以來(lái)一直是商業(yè)箴言，但即使是那55了解客戶(hù)已成為一個(gè)動(dòng)態(tài)的、持續(xù)的過(guò)程，并迅速成為基本COVID?19“”，并建立通往下一個(gè)常態(tài)所需“”對(duì)特定國(guó)家市場(chǎng)的需求和期望開(kāi)發(fā)產(chǎn)品和服務(wù)。

經(jīng)驗(yàn)或年齡，員工是否知道如何解讀數(shù)據(jù)？盡管61%的受訪(fǎng)列為數(shù)字時(shí)代最關(guān)鍵的成功因素之3數(shù)字成熟的公司鼓勵(lì)員工挑戰(zhàn)現(xiàn)狀——即使這意味著從根本HBSWORKINGKNOWLEDGERESEARCH INPARTNERSHIPWITHHBSEXECUTIVE

HBS工作知識(shí)研究收 與哈佛商學(xué)院高管教育合1700LEADINGINTHE1700LEADINGINTHEDIGITALERA|WHERECANDIGITALTRANSFORMATIONTAKEYOU?INSIGHTSFROM1,700insightstheygainfromdata,artificialintelligence,andfeedbackfromaretwinned,notsplitasisoftenthecaseatcompaniesthathaveyettoembraceagileanizationslookforcandidateswitha“growthmindset,”whocanadapttochangingconditions.Oneparticipantsaidtheirbusinessassesseseachemployee’s“AQ”—adaptabilityquotient—togaugetheircapacitytobeagileandgrowevenunderstress.Companieshavebeenaspiringtobustsilosforwelloveradecade,butgrowingdemandforend-to-endcustomerexperienceshasmadecross-functionalworkimperative.Roundtableparticipantsagreedthatdigitallymatureorganizationsarehighlycollaborative.Leadersofdigitallymatureorg-anizationsseebeyondfunctionaltogetherindividualswithvariedskillsetstoframeandsolveproblems.as“collaborators”than“followers,”inpartbecausedataandtechnologyenablemoreemployeestohaveinputequity,andinclusioneffortsthatbringmoreperspectivesandexperiencesinsidecompanieshavebecomecriticaltostimulatingnewthinking,someparticipantssaid.Executiveswetalkedtosayleadersmustcarefullybalancewhento“weighin”and“stepback”;theirambitionistoempoweremployeestoownandactontheirdecisions.Butthesecompaniesarealsowillingtogooutsidetheirorganizations,sectors,andregionstoharnesstalentwhocandeliverdifferentiatedcustomerexperiences.

Ofcourse,theCOVID-19pandemichasforcedleadersandorganizationstoreimaginecollaboration,theparticipantssaid.Wehaveallgrownaccustomedtothevirtualmeetingandcollaborationtoolsthatglobalfromaroundtheworldatdifferentorganizationallevels,butsuccessrequiresmorethantechnology:ExplicitdiscussionsaboutsharedencourageownershipandRegularmeetings—notjustadstandardizeprocesses.Ritualscanforgeasenseofcommunityandbelongingdespitephysicaldistanceandcross-culturalOrchestrated“social”thelimitsofvirtualcollaboration.Whenitcomestohorizontalcollaboration,thereappearstobenosubstituteforface-to-faceinteractionforbuildingtrustInaworldwherespeedmatters,digitallymatureorganizationsactevenwhentheappropriatemoveisambiguous.Inaworldwherespeedmatters,digitallymatureorganizationsactevenwhentheappropriatemoveisambiguous.Theydon’twaitforperfectinformationbeforemakingdecisions;theyseetheirdecisionsas“workinghypotheses”basedonthebestinformationavailable.“Inaworldwherespeedmatters,digitallymatureorganizationsactevenwhentheappropriatemoveisambiguous.”INPARTNERSHIPWITHHBSEXECUTIVE

We’veheardforyearsabouttheaworkforceofcalculatedrisk-takers,abletolivebya“failfast”and“l(fā)earnandtogetittheyneedtocreateanenvironmentthatmakesroomforuncertainty,experimentation,andwell-intentionedfailure.Theythemselvesmustbewillingtohavethecourage,asoneparticipantputit,tolaunchnewproductsorprograms,experimentwiththem,refinethem,andevendropthem.Digitallymatureorganizationsleveragedesignthinking,leanstart-up,andagilemethodologiestopowerinnovation.Theyconductrigorous,relevantexperiments,andtest,learn,andadaptinlightofnewdevelopments—evendroppingonce-promisingprojectswhenthedatasuggesttheynolongerWithcustomerintimacyguidingtheiroperatingmodelsandcultures,theseexperimentsputcustomerneedsfirst.Infact,weheardexamplesofcompaniesco-creatingnewproductsandserviceswiththeircustomers,forinstance,ininnovationlabsdesignedforthatpurpose.

的候選人，他們能夠適“AQ”——適”，部分原因在于數(shù)據(jù)和

當(dāng)然，COVID?19”

HBSWORKINGKNOWLEDGERESEARCH

HBS

INPARTNERSHIPWITHHBSEXECUTIVE1,700LEADINGINTHE1,700LEADINGINTHEDIGITALERA|WHERECANDIGITALTRANSFORMATIONTAKEYOU?INSIGHTSFROM1,700EthicalDecision-makingandProactiveAstechnologicaladvancesgiverisetopreviouslyunimaginableusecases,digitallymatureorganizations

globe—wherethereisnostandardor“l(fā)evelplayingfield”forhandlingemployeeorcustomerdata,forexample.AmericancompanieswereseenasfarbehindthoseinEuropeand

公平競(jìng)爭(zhēng)環(huán)境來(lái)處理員工或客戶(hù)數(shù)據(jù)。美國(guó)公司被認(rèn)為consequencesoftheiractionswithinandevenoutsidetheirorganizations.Participantsacknowledgedthatethical

moraldilemmasassociatedwithdigitaltechnology.Many

與會(huì)者承認(rèn)將出現(xiàn)道德困境，但領(lǐng)導(dǎo)者必須超越“不做傷害”，建立作為公司指南針和護(hù)欄的過(guò)程、習(xí)慣和人才。特別是 表示他們積極與政策制定者合作，制定鼓勵(lì)競(jìng)爭(zhēng)、保護(hù)客戶(hù)dilemmaswillarise,butthatleadersmustgobeyond“donoharm”andestablishtheprocesses,habits,andtalentthatserveasthecompany’scompassandguardrails.MillennialsandGenerationZinparticularwanttoworkatcompaniesthatstaytruetoespousedvalues.Leadersofdigitallymatureorganizationsaligntheiremployeesaroundasharedpurposethatputsethicaldecision-makingonbehalfofstakeholdersatthecenter.Thesecompaniesearntherighttocollectanduseemployees’andcustomers’data,forexample,bybeingtransparentabouttheirintentionsandrelevantprocesses.Whentheyusethatdata,theyactivelyensuretheyareabidingbytheexpectationstheysetwhentheygatherit.Organizationswanttogettothepointwherecustomerswanttosharetheirpersonalinformationbecausetheytrusttheywillbenefitfromitsuse.Buildingthistrustneedstobeamulti-prongedeffortembracedbyallinthecompany—notjustpolicedbythoseincomplianceroles.privateandpublicsectorsandhowthatrelationshipneededtobereimaginedgiventhechallengesandopportunitiesemergingtechnologieshaveunleashed.Participants

theyproactivelypartnerwithpolicymakerstodevelopregulationsandpracticesthatencouragecompetition,Companiesaroundtheworldaretryingtoharnessthepotentialofdigitaltechnologiesanddatatoensuretheirverysurvival.Whenweaskedleaderswhatittakestoprepareorganizationsforthiseffort,theyshiftedquicklyfromtalkingaboutdigitaltoolstotalentandculture—asurprisetous.Manycompaniesfindthejourneytodigitalmaturitydaunting,withitsseeminglyendlessconsiderationsandnewrelationshipswithcustomersandotherstakeholderstransformationsarestillunderwayorhavestalled.Inparttwoofourseries,wewillsharewhatwelearnedaboutachievingthesehallmarksorsimplygettingintherace.Indeed,digitaltransformationcanbeanodyssey,butithasadestination:attheendofthejourney,digitallymatureorganizationscantestandlearn,changecourse,andreinventthemselveswhileremainingtruetotheircorevalues.

Z體員工的共同努力——而不僅僅是合規(guī)部門(mén)的監(jiān)督。

LindaA.HillistheWallaceBrettDonhamProfessorofBusinessAdministrationandfacultychairoftheLeadershipInitiativeatHarvardBusinessSchool.AnnLeCamisanexecutivefellowatHBSandseniorvicepresidentofglobaltalentandanimationproductionatWētāFX.SunandMenonisanexecutivefellowatHBSandchiefproductofficeratRANE,ariskintelligencecompany.EmilyTedardsisaresearchassociateatHBS.

LindaA.HillistheWallaceBrettDonhamProfessorofBusinessAdministrationandfacultychairoftheLeadershipInitiativeatHarvardBusinessSchool.AnnLeCamisanexecutivefellowatHBSandseniorvicepresidentofglobaltalentandanimationproductionatWētāFX.SunandMenonisanexecutivefellowatHBSandchiefproductoiceratRANE,ariskintelligencecompany.EmilyTedardsisaresearchassociateatHBS.LeadingintheDigitalArticleauthorLindaHillisfacultychairofLeadingintheDigitalEra.ArticleauthorsAnnLeCamandSunandMenonareteachingteammembers.delivermorevalue,andbuildcompetitiveadvantage.

SunandMenonareteachingteammembers.KEYAsyouanalyzetheleadershippracticesandorganizationaldigitallymatureorganizations,youwilldevelopnewapproachesandskillsthatenableyoutodrivedigitaltransformationandovercomeobstaclestoprogress.

WHOSHOULDSeniorexecutivesandexecutiveteammemberswithsignificantmanagementresponsibilitiesExecutivesinmediumtolargeorganizationsinanycountryorindustry

HBSWORKINGKNOWLEDGERESEARCH INPARTNERSHIPWITHHBSEXECUTIVE

HBS工作知識(shí)研究收 與HBS高級(jí)管理教育合LEADINGINLEADINGINTHELEADINGINLEADINGINTHEDIGITALERA|DIGITALTRANSFORMATION:ANEWROADMAPFORDigital

Isyourcompanyreapingtherewardsofdigitaltransformation

financialinvestmentandtime.Ofthosewhoreportedmakingsignificantprogressontheirjourney,60percentcalculatingtheresources,financialandotherwise,necessaryforchange,participantsemphasizedtheneedtoplanforcontinualupgradingofandtalent.Withtheseduelingconsiderationsinintosevenguidingprinciplesfordigitaltransformationsatanystage—nascent,progressing,orstalled:RecognizetheEmotionalSideofDigitaltransformationcanbebewilderingandexhaustingforleadersandemployeesalike.Emergingdigitaltechnologiesaredisruptingeverythingfromsupplychainsandmanufacturingbattletocreatedifferentiatedend-to-endcustomerexperiencesinan

您的公司在享受數(shù)字化轉(zhuǎn)型帶來(lái)的收益了嗎？琳達(dá)·希爾及

的人中，60askingexecutives:Whereisyourcompanyinitsdigitaljourney,andwheredoyouwanttogo?Roundtablediscussionswith175seniorexecutivesaroundtheglobeandasurveyofmorethan1,500seniorexecutivesfromover90countrieshelpedformapictureoftoday’sonethingtoknowwhereyouaspiretobe,andanothertounderstandhowtogetthere.Inthisarticle,thesecondinathree-partseries,wediveintothechallengestheseleadersconfronted

Organizationalchangeisnevereasy,butourroundtablediscussionsmadeclearthatachievingdigitalmaturityevenfordigital-firstcompanies.WhiletheCOVID-19pandemichasmadedigitaltransformationanevenmoreurgentneed,companiesmustalsomorphiterativelytokeepupwiththespeedofemergingtechnologies.It’saprocessofcontinuouslearningcompetitivelandscape.Despitetherecognitionbyparticipantsthatspeediscritical,theyreportedthat

unforgivingdynamiceconomy.Asoneexecutiveputit,inahyperconnectedworld,competitorscan“popupfromanywhereandeverywhere.”Withrisingexpectationsofcustomerstheymustconstantlyattendtobothtopandbottomlinesbylaunchingnewproducts,services,andexperiencesa-service(SaaS)businessmodels,forexample,describedhowdeliveringatthepricepointsandpacerequiredtodayhasrequiredthemtoreimaginetheirprocessesandtalentsystems.

界里，競(jìng)爭(zhēng)對(duì)手可以“從任何地方突然（SaaS）業(yè)務(wù)模式的領(lǐng)導(dǎo)者描述了他們HBSWORKINGKNOWLEDGERESEARCH INPARTNERSHIPWITHHBSEXECUTIVE

哈佛商學(xué)院工作知識(shí)研究收 與哈佛商學(xué)院高管教育合LEADINGIN數(shù)字時(shí)代|LEADINGINLEADINGIN數(shù)字時(shí)代|LEADINGINTHEDIGITALERA|DIGITALTRANSFORMATION:ANEWROADMAPFORfailuresinherenttotheinnovationprocessisfranklynerve-takescourage,andevendigital-firstincumbentsstruggletomakethenecessarylonger-terminvestmentswhentheirinvestorsfocusonshorter-termmetrics,participantssay.Atthesametime,companiesmustdelivervalueatspeed.They’recuttingcoststhroughautomation,andmostpeoplewetalkedtoreportrunninglean—conditionsthatmakeithardforleadersandtheiremployeestotaketherisksrequiredforinnovation.Unfortunately,accordingtoourexperienceoneoftheirtoptwopriorities.Thosewhodid,though,reportedgreaterandfasterprogressintheirdigitaltransformationjourney.Visionandstrategymatter,butwithoutasenseofsharedpurpose,employeesaren’twillingtodothehardworkrequiredtobuildadigitallymatureorganization.Employeesnotonlywanttoknowwheretheyaregoing,butalsowhytheyaregoingthere.Weheardtimeandagainthattoooftenleadersneglecttoconnectthedotsbetweenwhotheyare,whomtheyserve,andhowdigitaltechnologywillhelpthemdeliver.Thesenseofcollectiveidentitykeepsemployeesalignedandcommittedtoworkinginthenewwaysdemandedoftheminthedigitalera.Withoutit,employees,especiallyMillennialsandGenZtalent,don’tfindtheirworkasmean-ingful.Theydon‘tdevelopthesenseofbelongingtheyneedAsharedsenseofpurposeanchorstheorganizationasitsleadersdistributeauthorityanddelegatedecision-making.

Toooften,leadersonlycommunicatehowdigitalstory—forhowdigitaltransformationwillimprovethelivesAsoneexecutiveputit,“Wemustexplainhowdigitalassetswillhelpusbecomeasustainableenterprise,bothprofitableandaforceforgoodinthebroadersociety.”Attentiontopurposethroughoutadigitaltransformationhelpscountershort-termism,andencouragesthepsychologicalsafetyTheObjectivesofDigitalorganizations’toptwoareasoffocusindigitaltransformation.Here’swhattheysaid:TheObjectivesofDigitalorganizations’toptwoareasoffocusindigitaltransformation.Here’swhattheysaid:Source:LeadershipintheDigitalErasurvey,understandingofthecustomerjourney.Asleaderstoaddresscustomers‘evolvingneedsanddesires,ratherthansimplysellingtheirexistingproductsandsolutions.BuildaData-informedCulturebyUpskillingFewerthanhalfofsurveyrespondentsreportedthattheirorganizationshadtherighttalenttocompeteinthedigitalera.Participantsdescribedtheproliferationof“digitalpositions”intheircompanies,fromDigitalProjectManagerorDigitalDirectortoChiefTransformationOfficerorChiefpredictedthat,overtime,moreseniorleaderswouldhavetechnicalbackgrounds.Onemediaexecutivepredictedthatinfiveyears,engineerswouldcompriseathirdofhiscompany’sworkforce.

“Data,likeallinformation,ispower,andnoteveryonewillembracethistransitionreadily.”“Data,likeallinformation,ispower,andnoteveryonewillembracethistransitionreadily.”Z

“Data,likeallinformation,ispower,andnoteveryonewillembracethistransitionreadily.”相反，他們必須發(fā)展一個(gè)敘事——一個(gè)以人為本的故事——發(fā)揮積極作用。在整個(gè)數(shù)字化轉(zhuǎn)型過(guò)程中關(guān)注目的有助于克ESource:LeadershipESource:LeadershipintheDigitalErasurvey,

HBS工作知識(shí)研究收 與HBS高級(jí)教育合 LEADINGINTHEDIGITALERA|DIGITALTRANSFORMATION:ANEWROADMAPFOR

LEADINGIN數(shù)字時(shí)代|

upskillingallemployeessotheycanharnessdigitaltoolsanddata.executivesmustfirstunderstandthedifferentgenerationsintheworkforce:digitaltoolslearningandchangingtoolstheyviewasunsettlingandcodeorunderstandtheunderlyingdynamicsofartificialintelligence(AI),participantssaythatalmostallemployeesneeda“basicunderstandingandcomfort”ofworkingwithdata—itspotentialandlimitations.Digitalspecialistsinanorganizationshouldimplementuser-friendlydigitaltoolstohelpleveltheplayingfieldforthosewhoarelessfamiliarwiththem.Forsomecompanies,visualizationtoolshavebeenkeytogettingeveryone(eventhosewhofearnumbersandmath)tousedatatoinformtheirdecisionsandactions.Unfortunately,theconsensusamongparticipantswasthattoooftendigitaltransformationsdon‘tdevoteenoughtimeandresourcestodevelopingthemindsetsandcapabilitiesallemployeesneed.

Roundtableexecutivessaidseniorleaderstendtobedigitalimmigrantsatbestatmostestablishedcompanies.Whiletheyagreedthatleadersurgentlyneededtoexpandtheirknowledge,theydidn’tseeeyeAfewarguedthatleadersshouldunderstanddataanalyticsandAIdeeply,andevenlearntocode.Mostcontended,however,thatwhatreallymattersisaleader‘scapacitytocollaboratewithandlearnfromdigitalspecialistsontheirteams.Toincreasedigitalliteracy,somecompaniesareusingreversementoringprograms,withMillennialsandGenZ’erseducatingthosemoresenior(becauseofageorposition)aboutthepotentialofdigitaltoolstocreatevalue.OneparticipantinChinadescribedhow“twenty-somethings”joinedC-suitemeetingstosharetheirperspectivesontheopportunitiesandchallengesofvariousdigitalprojectsunderconsideration.ManagethePowerDynamicsthatComewithDataAswearguedbefore,companiesDatashouldn’tbetoutedasareplace-mentforexpertiseorexperience.

usinginsightsfromdataratherthanhindsightorpastexperience.It’simportanttorememberthatdata,likeallinformation,ispower,andnoteveryonewillembracethistransitioncanbecomeresistorstochange,especiallyifthedatachallengesdeeplyheldassumptionsbasedonexperienceorexpertise,orrevealsemployeeexperiences.SomemightconsidertheuseofAIin“peopledecisions”dehumanizing.Again,leadersshouldpreparetomanagetheemotionsassociatedwithlearningtousedatatomakebetterandfasterdecisions.Withoutasharedsenseofpurposeandattendantpsychologicalwilllikelyrejectdatainsteadofincorporatingitintothedailypracticesi