The Technology Fallacy: How People Are the Real Key to Digital Transformation (Management on the Cutting Edge) Hardcover – April 16, 2019

Becoming aware of this book when reading another in this series, e.g. Ross et al’s “Design for Digital” (see my review), I decided to give it a look. It seemed as if it might inform other aspects of digital transformation that has been becoming so prominent especially now, although written before the current COVID 19 Pandemic (e.g. see my review of Rogers’ “Digital Transformation Playbook”). While appreciating elements from this book, it seemed I actually got more about digital human implications from the other books mentioned above. Perhaps, I am jaded because, as a consultant in this arena, I have been more familiar with the topics covered. If I could, I would actually rate it between 3 and 4 stars, as there are many helpful aspects to the book.Delving into the text, its contents include an introduction and 15 chapters divided into 3 parts whose headlines summarize the topics covered. More specifically, the introductory remarks concern “Digital Disruption-The Cyclone has Arrived.” Then, the book proceeds with Part I. Navigating Digital Disruption: (1) Digital Disruption is no Secret, (2) Digital Disruption is Really about People, (3) Moving beyond the Digital Transformation Hype, (4) Digital Strategy for an Uncertain Future, (5) The Duct Tape Approach to Digital Strategy - Part II. Rethinking Leadership and Talent for a Digital Age: (6) Digital Leadership is not Magic, (7) What Makes Digital Leadership Different? (8) The Digital Talent Mindset, (9) Making Your Organization a Talent Magnet, (10) The Future of Work; Part III. Becoming a Digital Organization: (11) Cultivating a Digital Environment, (12) Organizing for Agility (13) Strength, Balance, Courage, and Common Sense: Becoming Intentionally Collaborative, (14) Test Fast, Learn Fast, Scale Fast, (15) Moving Forward: A Practical Guide. Finally, there is the “Conclusion: There’s no Going Back to Kansas.” There are also Notes for each chapter with references and an Index.Among my favorite aspects of the book include its premise which echo’s the older line from the late Michael Hammer of “Reengineering “ fame that the “the soft stuff is the hard stuff.” It is also clever the way the authors use the MGM movie and L. Frank Baum novel, “Wizard of Oz” as metaphor likening the cyclone to the technology disruption and the aftermath of living in the strange world of Oz. Given my background, I appreciated the references to Nadler and Tuchman’s work on the need for “congruence” among organizational elements much like that by Jay Galbraith and Edward Lawler (see my reviews of “Designing Organizations: Using the STAR Model to Solve 5 Critical Design Challenges” and “The New American Workplace”). Along these lines, the human issues seem to be the same one’s they have been for some time. That is, there is the challenge of creating situations that balance between those that foster people thriving and getting the job done (typically tilted, as would be expected in business, toward the latter).Since, this title is a management book it is not surprising that the emphasis is on leaders, key talent and organization matters, rather than the social aspects of digital disruption. For instance, the authors refer to historical parallels from the 17 and 1800’s and the recent opioid epidemic in the US as human responses to technological, economic, and urban disruption. However, they readily admit that such issues will (as indicated in Kindle edition Location 2528 ) “. . . likely only be addressed through public policy and government intervention, which are worthy topics but not ones that we address in this book” (which brought to mind Harari’s “21 Lessons for the 21st Century” where so many of such concerns are raised---see my review). I was heartened and sobered to see the treatment of job prospects (Locations 2648-53) where individuals are going to have to “. . . continually pivot to the next possible career wave . . . chart [their] own course of career exploration . . . scan the environment and find the point at which personal interest and market opportunity are maximized . . . the junction at which what you love, what you are good at, what you can be paid for, and what the world needs all come together” (such remarks had me thinking about Vonnegut's "Pity the Reader" when looking at the career outlook for writers where he advises to make sure they have a ‘day’ job---see my review).Despite my focus on drawbacks for me, those not as familiar with treating human implications of technology efforts in a business setting may benefit from this book and the deft combination of theory and practice, e.g. from Boston College, Northwestern Business Schools and Deloitte Consulting, that its authors present.

Excelent book that cover in an integral way the implications of digital transformation. Profound knowledge sintethized in a book. Enjoy it!

This book gives unique, evidence-based insights on restructuring organizations torespond more effectively to technological change. By analyzing responses of morethan 16,000 survey respondents and interviews with over 100 executivesand thought leaders over a span of four years, the authors tackle thefollowing three questions:  What is digital disruption and how should companies respond to it? Theauthors argue that companies should aspire to “digital maturity” (i.e., acompany’s ability to compete effectively by taking advantage of technology-driven opportunities).  How does digital maturity alter leadership, talent, and the future of work?The authors argue that digital leadership goes beyond the “command-and-control” hierarchy, towards cultivating networks with a higher level ofautonomy. Furthermore, employees need continuing learning to respond totechnological change that most companies do not provide effectively.  What conditions do organizations need to create in order to adapt to digitaldisruption? Among others, the authors suggest that digitally matureorganizations should be data driven, collaborative and exploratory (supportexperimentation) while they should push decision making to lower levels.Finally, in the last chapter of the book the authors conclude with anactionable guide on how organizations can reach digital maturity.What I really liked about this book is that it is evidence-driven, with each chapterpresenting results accumulated through rigorous testing, while also being quitereadable for the average person. Based on hard data, the authors did a great jobgiving actionable insights of how organizations can achieve digital maturity, andhow managers and employees can evolve to succeed through this digitaltransformation. The cherry on top is the graphics of the book, which areparticularly informative and allow for improved clarity.Overall a great book on technological disruption, that both managers and employeesshould read to better understand their opportunities and duties in this changingenvironment.

From my years of consulting, I’d have to say that understanding the transformation of organizations to truly enable the maximum benefit of the continually evolving digital revolution is number one on the list of most misunderstood and baffling business difficulties. Too often the approach is tactical only, consumed with the technology versus the required mindset. With “The Technology Fallacy, How People are the Real Key to Digital Transformation,” we finally have a deeply intellectual and practical analysis of, as well as guide to, how organizations need to change—right down to their cultural DNA—to truly “harness the power of technology,” and to keep at it, as it will inevitably continue to disrupt into the future. Researched and authored by a brain trust of experts through the MIT Sloan Management Review, this clearly written and easy-to-understand book is both highly strategic and philosophical—drilling deep into the foundational aspects of its premise—as well as alive with meaningful examples and chapter-ending takeaways that line up “what we know” and “what we can do about it.” It offers advice for use by any level of management and is a must- read for any organization that wants to ensure they stay out ahead of technology and use it to ensure organizational success rather that being led by it. Buy a copy for every manager in your organization. Replace when dogeared.

I used this book for my 'Managing and Leading Tech Teams' course. This book helped me a lot thoughout the course. It is easy to understand. I have learned many tips and tricks on managing technical teams because of this book. I would definitely recommend it.

The Technology Fallacy is written by a Professor at Boston College and 3 people from Deloitte and published by MIT. It is based on a survey of 16,000 business leaders. In it they explain that digital transformation does not come from technology, it comes from people and process. Most importantly empowering people with digital skills.The books shows that there is a direct correlation between business leadership and growth and the investment in the digital skills of the people. They also explain how these leaders are the ones that get access to the best talent. As you can imagine, that these leaders start to accelerate away from the digital laggards. Interesting enough, the research shows that digital laggards do not invest to catch up, so the gap widens.While there is a lot of discussion about the research, there is also practical stuff and advice around rethinking leadership and talent for the digital age and becoming a digital organisation.While this does read like a textbook. There is a lot of insight buried in here.

Digital transformation isn't a one time affair. It transcends technology and aims to bring the people and process aspect along for the ride too. The authors of this book make this point compellingly, with good data to back it up. Whether you are a CEO fighting against organizational inertia, or just starting out in your organisation and want to move the dial on digital success, definitely give this book a read.

A great book and excellent introduction to building digital capability into your organisation. I will be using this as reference material for my next assignment

This book walks the reader on the challenges that digital disruption is posing to all companies. Based on a research done with MIT and Deloitte, with more than 16.000 individuals surveyed, the research examines the traits of three clusters of companies based on various degree of digital maturity. And comes to create a concept of Digital DNA where each company should understand its own DNA in order to stop doing digital and start being digital.

Great condition - like new - arrived promptly