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The Technology Fallacy: How People Are the Real Key to Digital Transformation by Gerald C. Kane

Gerald C. Kane . Unknown Year . English

Why an organization's response to digital disruption should focus on people and processes and not necessarily on technology. 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 disruptions—but 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 maturity—the ability to take advantage of opportunities offered by the new technology—and 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. A book in the Management on the Cutting Edge series, published in cooperation with MIT Sloan Management Review.

Categories: Science & Technology

About the Author

Jonathan Copulsky is an innovative marketing leader, growth strategist and thought leader with over 35 years of experience working at the intersection of brand, marketing strategy, content marketing and marketing technology. As a CMO, consultant and board member, Copulsky brings the ability to anticipate customer needs, reposition brands, architect fresh “go-market-solutions,” creatively apply new technologies, streamline customer-facing operations, build strong teams and engage diverse stakeholders to deliver measurable and impactful results. Thought leadership has been a constant throughout Copulsky's career, with more than 35 bylined articles and interviews with leading business journals, such as The Wall Street Journal, Fortune and Business Week. Palgrave Macmillan published his critically acclaimed book, "Brand Resilience," a brand risk management primer in 2011. More recently, Copulsky co-authored “The Technology Fallacy: How People Are the Real Key to Digital Transformation,” published in 2019 as part of the Management on the Cutting Edge series from MIT Sloan Management Review and MIT Press. A follow-up book, "The Transformation Myth," will be published by MIT Press in September 2021. Jonathan is a charter member of the Board of Editors for the Journal of Applied Marketing. At Northwestern University's Kellogg School of Management, Copulsky serves as the Program Director for the Executive Education Business Marketing Strategy course and is part of the faculty for the Executive Education Advanced Marketing course. Copulsky also teaches Customer Value Innovation and Introduction to Marketing Technology in Medill's graduate program in Integrated Marketing Communications and serves as the Executive Director for the Medill Spiegel Research Center. Prior to joining Northwestern’s faculty, Copulsky spent 20 years as a senior principal with Deloitte, where his leadership roles included Global Insights Leader, Chief Marketing Officer, Chief Corporate Responsibility Officer, and Managing Principal for Deloitte's Customer and Marketing Strategy practice. Jonathan received a BA in History from Haverford College, where he was elected to Phi Beta Kappa. He received his MBA from Stanford University, where he was an Arjay Miller Scholar and the recipient of the Deloitte, Haskins & Sells Accounting Excellence Award. He has worked extensively as a volunteer with numerous not-for-profit organizations and currently serves on the Board and Executive Committee of Openlands.

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