Disclaimer: The views expressed in this article are those of the author and do not necessarily reflect the views of the Economic Times – ET Edge Insights, its management, or its members

Digital Transformation 4

With evolving consumer demands, expectations, operations and business requirements, the roles of leadership and key decision-makers in the corporate world are becoming exceedingly crucial and collaborative. Over the past few years, it has been witnessed that CDOs have begun to support their organization’s development and strategic goals, taking the lead in developing and defining the overall strategy of the organization for the increase in top-line growth.

CDOs or senior digital executives work collaboratively on critical decisions like strategic alliances, mergers, and acquisitions. They also drive innovative technologies and solutions to keep the Enterprise abreast of the demands of the digitized market environment, while protecting the company’s bottom line.

CDOs are also realizing the growing importance of investing in technological advancements and modern workplace for long-term business growth, as it builds trust for the brand amongst its employees, customers, and stakeholders. Rapidly the significance of data transformation for the financial framework is coming to fore, making them invest heavily in predictive analytics, data security, and cloud computing.

Preparing for a digital future is no easy task. It means developing digital capabilities in which a company’s activities, people, culture, and structure are coordinated and aligned toward a set of organizational goals. Moreover, organizations must understand that in today’s era, digital congruence is the crux – to navigate the complexity of digital business. Companies should consider embracing what we call digital congruence – culture, people, structure, and tasks aligned with each other, company strategy, and the challenges of a constantly changing digital landscape.

Disclaimer: The views expressed in this article are those of the author and do not necessarily reflect the views of the Economic Times – ET Edge Insights, its management, or its members

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