Peter Bendor-Samuel

Do digital transformation initiatives start with a leader having a vision for the future and making the case for that change? Sometimes. But that’s rarely the case. At most companies, it happens like this: People at many levels in the company realize that things in the business world are changing. Dramatic change can be

The disruptive turmoil of the digital revolution is felt in all corners of the world, particularly among India’s service providers. In several blogs, I’ve discussed the differing tactics third-party IT and business service providers are using to address the steep challenges in the changing market. The steps they’re taking to clamp down on the

Disruption from new technologies and new business models fundamentally changes companies’ competitive positioning. Most CEOs and boards of directors today recognize their business is at risk if they don’t change, as disruptive competitors will gain ascendency over them. Because they recognize the power of disruptive technologies and the need to change, many invest in

If your company only wants to achieve an incremental outcome from your change initiative, it is fine to maintain your current business model. However, achieving breakthrough performance requires a fundamental change in the company’s business model. That kind of change is difficult. But given the enormous benefits that are available for companies in customer

Organizations that view digital transformation as mainly a technology difference from traditional transformation through business process engineering will end up missing the power of digital transformation. How is digital transformation different from business process re-engineering? A digital transformation journey moves an organization from a process-defined world to a data-driven world. Let’s look at why

If you follow my blogs, you won’t be surprised that I’m passionate about helping organizations drive to success in business transformation and achieve breakthrough performance. As the demand for digital transformation accelerates, I find companies setting out on the required multiyear journey without understanding what lies ahead – and then failing. I’ve blogged about

IT faces two realities: a legacy environment and a digital environment. When your company commits to a digital future, your legacy environment doesn’t go away. But adopting a bimodal strategy is not successful. Here’s the reality: digital transformation is a game changer that requires changing your business model; therefore, you must drive change into

Is innovation to improve competitive positioning at the top of your company’s agenda? A common approach is to look at the technologies leading companies use to transform their business, then set up an incubator or innovation lab (either internally or externally in a service provider’s business) and provide funding to experiment with the technology.

The promise of Lean Six Sigma is continuous improvement and that it will deliver business performance improvement by 3% every year. That was great in a business world where 3% was enough. But not today, when organizations can gain performance breakthroughs of 40-60% or more. Plus, Lean Six programs didn’t enable organizations to change

As I’ve been working with companies that are in the process of digital transformation, nearly all mention a common challenge: “How can we create a budget for digital transformation initiatives for a multi-year digital journey?” I’ve blogged before about funding for digital initiatives veering off track due to the complex, cross-functional nature of a