528 records matched your query       

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050 00 $a HD30.2 $b .K3537 2019
082 00 $a 658/.05 $2 23
100 1  $a Kane, Gerald C., $e author.
245 14 $a The technology fallacy : $b how people are the real key to digital transformation / $c Gerald C. Kane [and three others].
264  1 $a Cambridge, Massachusetts : $b The MIT Press, $c [2019]
300    $a x, 269 pages ; $c 24 cm.
490 1  $a Management on the cutting edge series
504    $a Includes bibliographical references and index.
505 0  $a Introduction: Digital Disruption-The Cyclone has Arrived  Part I. Navigating Digital Disruption: Digital Disruption is no Secret  Digital Disruption is Really about People  Moving beyond the Digital Transformation Hype  Digital Strategy for an Uncertain Future  The Duct Tape Approach to Digital Strategy  Part II. Rethinking Leadership and Talent for a Digital Age: Digital Leadership is not Magic  What Makes Digital Leadership Different?  The Digital Talent Mindset  Making Your Organization a Talent Magnet  The Future of Work  Part III. Becoming a Digital Organization: Cultivating a Digital Environment  Organizing for Agility  Strength, Balance, Courage, and Common Sense: Becoming Intentionally Collaborative  Test Fast, Learn Fast, Scale Fast  Moving Forward: A Practical Guide  Conclusion: Theres no Going Back to Kansas
520    $a Digital technologies are disrupting organizations of every size and shape, leaving managers scrambling to find a technology fix that will help their organizations compete. This book offers managers and business leaders a guide for surviving digital disruptionsbut it is not a book about technology. It is about the organizational changes required to harness the power of technology. The authors argue that digital disruption is primarily about people and that effective digital transformation involves changes to organizational dynamics and how work gets done. A focus only on selecting and implementing the right digital technologies is not likely to lead to success. The best way to respond to digital disruption is by changing the company culture to be more agile, risk tolerant, and experimental. The authors draw on four years of research, conducted in partnership with MIT Sloan Management Review and Deloitte, surveying more than 16,000 people and conducting interviews with managers at such companies as Walmart, Google, and Salesforce. They introduce the concept of digital maturitythe ability to take advantage of opportunities offered by the new technologyand address the specifics of digital transformation, including cultivating a digital environment, enabling intentional collaboration, and fostering an experimental mindset. Every organization needs to understand its “digital DNA” in order to stop “doing digital” and start “being digital.” Digital disruption won't end anytime soon; the average worker will probably experience numerous waves of disruption during the course of a career. The insights offered by The Technology Fallacy will hold true through them all. -- Provided by publisher.
650  0 $a Information technology $x Management.
650  0 $a Technological innovations $x Management
650  0 $a Organizational change
650  0 $a Organizational behavior
650  7 $a Information technology $x Management. $2 fast $0 (OCoLC)fst00973112
650  7 $a Organizational behavior $2 fast $0 (OCoLC)fst01047801
650  7 $a Organizational change $2 fast $0 (OCoLC)fst01047828
650  7 $a Technological innovations $x Management $2 fast $0 (OCoLC)fst01145035
830  0 $a Management on the cutting edge.
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