Digital transformation seems to be a given in most organizations. It’s not a question of whether they will do it, but what sort of return they can expect from it. But finding those returns may depend more on the underpinnings of the transformation, not the top-level technologies or grand ambitions that are expressed.
John Marcante and Tim Smith have been in the trenches of digital transformations. Marcante spent almost 30 years in both technology and business leadership positions at Vanguard, culminating in his role as Global CIO. He led the company’s digital transformation in 2012, changing not just the technologies used but also the way Vanguard’s teams operated. He is currently CIO-in-residence for Deloitte Consulting LLP.
Tim Smith is the head of Deloitte Consulting LLP’s Tech Strategy and Business Transformation practice in the United States and leads the global team in digital transformation research. He authored the article Unleashing value from digital transformation: Paths and pitfalls, and is currently working on a new piece that identifies how organizations measure their digital transformation effects.
We spoke with Smith and Marcante about the importance of purpose in digital transformation, the factors that may lead to higher returns, and whether digital transformation is ever truly done.
Mary Ludgin, director of global investment research for Heitman, makes the case for lateral moves, role models, and redefining the criteria for a good hire
Holly Snyder, president of Nationwide Life Insurance, shares why courage, empathy and authenticity are key components of her leadership toolkit
Mary Mack, CEO of Consumer and Small Banking at Wells Fargo, shares how she’s led teams through layoffs, mergers, massive disruption, and personal tragedy
The road to leadership is different for everyone—for Vanguard’s Crystal Hardie Langston, it meant seeing the upside of disruption, insisting on accountability, and using data to shape the conversation around DE&I.
Employee well-being programs are a good start, but work processes and management practices might need to change too, according to two Deloitte workforce professionals
Employee well-being programs are a good start, but work processes and management practices might need to change too, according to two Deloitte workforce professionals
Employee well-being programs are a good start, but work processes and management practices might need to change too, according to two Deloitte workforce professionals
Ensuring equipment is compatible is only the first step—real interoperability shares goals, harmonious systems, and a whole lot of trust.
The road to leadership is different for everyone—for State Farm’s Sarah Mineau, it meant learning from disappointments, leaping at new opportunities, and having the courage to step off an established path.
Increasing reliability and smoothing out the customer experience could be key to making the holiday season bright for the retail and travel industries
Complex supply chains, data trustworthiness, manual spreadsheets - these are all challenges the consumer industry will have to overcome to make green claims more than hot air.
About 200,000 people leave the US military every year. Making the transition to the civilian workforce can be challenging, and private-sector employers are stepping up to help. Wells Fargo is tackling the issue with one-on-one support, intensive programs, and the understanding that one size does not fit all.
About 200,000 people leave the US military every year. Making the transition to the civilian workforce can be challenging, and private-sector employers are stepping up to help. Wells Fargo is tackling the issue with one-on-one support, intensive programs, and the understanding that one size does not fit all.
About 200,000 people leave the US military every year. Making the transition to the civilian workforce can be challenging, and private-sector employers are stepping up to help. Wells Fargo is tackling the issue with one-on-one support, intensive programs, and the understanding that one size does not fit all.
The financial services industries are living in interesting times – with all the upheaval and uncertainty that implies. But Deloitte’s Monica O’Reilly and Jim Eckenrode say opportunities are there for companies that concentrate on talent, technology and purpose.
The road to leadership is different for everyone. For Platinum Equity’s Stephanie Barter, it meant starting early, trusting herself, and looking for potential in unexpected places.
The road to leadership is different for everyone. For American Express’ Stacy Portizky, it meant embracing hybrid work before it was cool, knowing her non-negotiables, and discovering new opportunities without leaving her company.
The road to leadership is different for everyone. For Prudential Financial, Inc.’s Peggy Foran, it meant embracing grit, pushing search firms out of their comfort zones, and homing in on what’s really important.
The road to leadership is different for everyone. For Prudential Financial, Inc.’s Peggy Foran, it meant embracing grit, pushing search firms out of their comfort zones, and homing in on what’s really important.
Organizations that make an extra effort to recruit, retain, and nurture neurodivergent workers can gain a competitive edge from increased diversity in skills, ways of thinking, and approaches to problem-solving
Tanya talks with Scott Buchholz and Mike Bechtel about cyber threats, charismatic AI, and the other factors that are automating, streamlining, and completely reinventing the world of IT.
COVID-19 variants, semiconductor shortages, labor-force issues … there’s a lot of uncertainty in our economic future. Tanya Ott asks Ira Kalish to break down the factors that will influence the global economy over the next year.