After at least five years of struggling to transformation, IT knows how to deliver better software, how to do the process and use the new tools needed for “digital transformation.” They may not actually do all that, but they know what should be done. However, “The Business” is not involved enough nor knows what to do. This prevents achieving the full benefits of digital transformation. The Business just knows that Amazon is coming to eat their lunch and that their boards are demanding a strategic response, like, yesterday. There are a handful of educational exceptions: companies like The Home Depot that are figuring it out and thriving. But, there’s a lot more organizations that are stumbling than succeeding. IT isn’t the bottleneck anymore, it’s finance, strategy, and management.
We’ll see how my theory goes: it could be totally wrong, then it’s back to fixing IT. This is sequel to my previous book, Monolithic Transformation. That book looks more inward at the IT department and how it should change, while this one is trying to look at the rest of the organization: how does (should?) “The Business” need to change?
Here are some draft excerpts and related things I’ve been working on: