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Technology Fallacy : How People Are the Real Key to Digital Transformation by Jonathan R. Copulsky, Garth R. Andrus, Gerald C. Kane and Anh Nguyen Phillips (2019, Hardcover)
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"Technology Fallacy: How People Are the Real Key to Digital Transformation" is a thought-provoking book that challenges the commonly held belief that technology is the primary driver of digital transformation in organizations. The authors argue that people are the true catalysts for change, and provide insights into how to effectively leverage technology to achieve business goals. Published by MIT Press in 2019, this hardcover book is part of the Management on the Cutting Edge series and includes illustrations. With a focus on technology, business, and organizational development, this book is a valuable resource for those looking to understand the role of people in digital transformation.
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About this product
Product Identifiers
PublisherMIT Press
ISBN-100262039680
ISBN-139780262039680
eBay Product ID (ePID)24038257240
Product Key Features
Book TitleTechnology Fallacy : How People Are the Real Key to Digital Transformation
Number of Pages280 Pages
LanguageEnglish
TopicIndustries / Computers & Information Technology, Organizational Behavior, Social Aspects, General, Development / Business Development, Management, Organizational Development
Publication Year2019
IllustratorYes
GenreTechnology & Engineering, Business & Economics
AuthorJonathan R. Copulsky, Garth R. Andrus, Gerald C. Kane, Anh Nguyen Phillips
Book SeriesManagement on the Cutting Edge Ser.
FormatHardcover
Dimensions
Item Height0.9 in
Item Weight19.4 Oz
Item Length9.3 in
Item Width6.2 in
Additional Product Features
Intended AudienceTrade
LCCN2018-030557
TitleLeadingThe
Dewey Edition23
Dewey Decimal658.05
SynopsisWhy 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 .
LC Classification NumberHD30.2.K3537 2019
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