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The Transformation Myth: Leading Your Organization through Uncertain Times (Management on the Cutting Edge) Kindle Edition
When COVID-19 hit, businesses had to respond almost instantaneously--shifting employees to remote work, repairing broken supply chains, keeping pace with dramatically fluctuating customer demand. They were forced to adapt to a confluence of multiple disruptions inextricably linked to a longer-term, ongoing digital disruption. This book shows that companies that use disruption as an opportunity for innovation emerge from it stronger. Companies that merely attempt to "weather the storm" until things go back to normal (or the next normal), on the other hand, miss an opportunity to thrive.
The authors, all experts on business and technology strategy, show that transformation is not a one-and-done event, but a continuous process of adapting to a volatile and uncertain environment. Drawing on five years of research into digital disruption--including a series of interviews with business leaders conducted during the COVID-19 crisis--they offer a framework for understanding disruption and tools for navigating it. They outline the leadership traits, business principles, technological infrastructure, and organizational building blocks essential for adapting to disruption, with examples from real-world organizations. Technology, they remind readers, is not an end in itself, but enables the capabilities essential for surviving an uncertain future: nimbleness, scalability, stability, and optionality.
- LanguageEnglish
- PublisherThe MIT Press
- Publication dateSeptember 28, 2021
- File size3810 KB
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Editorial Reviews
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Review
—Teresa Briggs, Board Member, DocuSign, ServiceNow, Snowflake, Warby Parker
“A blueprint for purpose, values, and mission-driven leadership during transformational times, this is a must-read for those who see disruption as a catalyst to accelerate innovation, refresh culture, and evolve the organization to become even more agile and growth-minded.”
—Becky Frankiewicz, President, ManpowerGroup North America
“COVID-19 forced organizations to develop new levels of nimbleness and resilience. The Transformation Myth draws on experience guiding the world’s most important businesses through disruption to create a field guide for using the lessons of the crisis to build enduring capabilities.”
—Mark LaVigne, President and Chief Executive Officer, Energizer Holdings
“If you are looking for an explanation of how digitally adept organizations can be when they have to be, then The Transformation Myth should be your next read. Filled with insights about why you can never say ‘done’ when it comes to digital transformation.”
—Byron Spruell, President of League Operations, National Basketball Association
“As many organizations launched their responses to the pandemic, I wondered what would happen next. The Transformation Myth answers that question in spades and provides lessons learned, practical advice, and tips on what to do to prevail in the next normal.”
—Melissa Werneck, Global Chief People Officer, The Kraft Heinz Company
About the Author
Product details
- ASIN : B08RJ2XQT4
- Publisher : The MIT Press (September 28, 2021)
- Publication date : September 28, 2021
- Language : English
- File size : 3810 KB
- Text-to-Speech : Enabled
- Enhanced typesetting : Enabled
- X-Ray : Enabled
- Word Wise : Enabled
- Sticky notes : On Kindle Scribe
- Print length : 233 pages
- Best Sellers Rank: #637,734 in Kindle Store (See Top 100 in Kindle Store)
- #615 in Social Aspects of Technology
- #634 in Business Systems & Planning
- #693 in General Technology & Reference
- Customer Reviews:
About the authors
Anh Nguyen Phillips is a researcher, author, and former management consultant who has dedicated her career to exploring the interplay between technology and humanity. She is co-author of numerous articles and reports, as well as three books: The Technology Fallacy, a data-driven look at the centrality of culture to digital transformation; Work Better Together (June 2021); and The Transformation Myth (Sept 2021). Her work has been cited in leading publications such as the Wall Street Journal, MIT Sloan Management Review, Forbes, Fortune, and CIO Magazine. As the research director in Deloitte’s Global CEO Program, Anh directs research efforts that help the C-suite and board focus on the important role that technology, leadership, and culture play in fostering innovation, particularly in challenging and disruptive market environments.
When Anh isn’t writing books, she’s reading books. She occasionally takes breaks to cook and travel with her husband and two kids. They call Atlanta home.
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.
Dr. Gerald C. (Jerry) Kane is a Professor of Information Systems and Faculty Director of the Edmund H. Shea, Jr. Center for Entrepreneurship at Boston College’s Carroll School of Management. He teaches about how companies respond to digital disruption to undergraduate, graduate, and executive education students worldwide.
His first book, "The Technology Fallacy: How People are the Real Key to Digital Transformation" encapsulates 5 years of research into how companies are effectively responding to digital disruption and transformation. Successful transformation efforts have less to do with the technologies a company implements, and has more do to with a mindset shift among employees, leaders, and the organization itself.
His second book, "The Transformation Myth: Leading Your Company Through Uncertain Times" conducts interviews with 50 executives between March and November 2020 to learn how companies are responding to disruptions like COVID-19. The core thesis of the book is that disruption of all types is the new normal for business, and companies must respond through rapid innovation.
You can find supplemental material, podcasts, videos, and links to interview profiles in the WSJ, and contact information at www.profkane.com.
Rich is a Principal in Deloitte Consulting where he serves as the leader of the US Monitor Deloitte strategy practice. Rich has significant experience in guiding clients through strategy-led transformation to achieve profitable growth. He routinely advises the boards, CEOs and executive teams of Consumer Product companies on topics spanning growth, business model innovation, operating models, capability building, analytics and technology adoption.
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As a JD/MBA, I took a lot away from this book and highly recommend it. The predecessor (The Technology Fallacy) is also a great read.
I would highly recommend reading it if you want to gain an advantage leading your organization!!
John Lindsey, President - InCite Logix
Reviewed in the United States on October 14, 2021
I would highly recommend reading it if you want to gain an advantage leading your organization!!
John Lindsey, President - InCite Logix
Reviewed in the United States on December 8, 2021
Why did they write this book? Their primary objective "is to identify and describe the traits that characterize organizations that not only survive disruption but also manage to thrive within it and the characteristics of the leaders who helm these organizations. We use the term 'digital resilience' to describe organizations and leaders whose digital transformations can withstand or recover quickly from the difficult conditions created by disruptive events such as the COVID pandemic."
Kane, Nanda, Phillips, and Copulsky succeed brilliantly.
In or near the central business district in most major cities, there is a farmer's market at which -- at least prior to COVID 19 -- merchants would offer slices of fresh fruit as samples of their wares. In that same spirit, I now examine some of the material that the authors provide in Chapter 4, "Digital Resilience Readiness: Making Strategic Decisions in the Face of Uncertainty."
First, duly acknowledging the difficulty of making sound decisions amidst substantial and extensive uncertainty, the authors pose two critically important questions:
1. "How should leaders and organizations imagine choices and choose which paths among those options to pursue?"
2. "And what criteria should guide leaders in making these decisions?"
Next, they focus on four levels of uncertainty:
1. A clear-enough future (Note: "business as usual").
2. Alternative futures (Note: a limited number of possible outcomes requiring a limited degree of strategic response).
3. A range of possible futures (Note: multiple possible outcomes with degree of probability unknown).
4. True ambiguity (Note: "The focus for leaders in true ambiguity is on reducing uncertainty wherever possible").
The authors add: "Part of reducing that uncertainty is a ruthless focus on what your organization needs to do immediately to survive, particularly in the Respond phase of an acute disruption." Whatever happens or doesn't, be prepared to.....
Next, the authors share their thoughts about a very important initiative, scenario planning, "a process that involves asking a series of questions related to your business and possible future outcomes in relation to it."
o What is our new competitive environment?
o What are the trends and implications?
o How might we regroup, if and when necessary?
o How can -- and should -- we activate our plan?
Kane, Nanda, Phillips, and Copulsky: "An outcome of the scenario planning process is that it focuses leaders to intentionally and critically consider the changes posed by the disruption. Even when the scenario planning understandably misses the biggest trend that will influence the coming year, the actions that the scenario planning process encourages remain viable."
They suggest for three strategic moves to consider when deciding how to respond to a disruption:
1. Engage in [begin italics] no regrets moves [end italics].
2. Engage in moves that create [begin italics] options [end italics].
3. Identify and engage in [begin italics] big moves [end italics].
The authors conclude Chapter 4 by examining several biases (status quo, confirmation, availability, and bandwagon) identified by Tom Davenport as major troublemakers during efforts to achieve digital resilience readiness. They then explain (using an especially clever illustration) "How to Apply the Concepts from This Chapter: Scenario Planning Simulation."
Each of the eleven chapters -- all by itself -- is worth more, far more than the cost of this book. For many C-level executives who read it, The Transformation Myth may well prove to be the most valuable business book they ever read.
Those who share my high regard for this book are urged to check out another, The Technology Fallacy: How People Are the Real Key to Digital Transformation, also co-authored by Kane, Nanda, Phillips, and Copulsky, and published by the MIT Press (2019).