The piece presents a case-based look at digital transformation by analyzing how six companies approached it. It focuses on approaches rather than abstract theory, using concrete company examples to show what organizations actually did. By concentrating on “how” across multiple cases, it highlights that there is no single template for transformation. The six-case format provides a comparative lens, making similarities and differences easier to see. The framing suggests a progression from strategy to execution, with attention to what each company prioritized and how it organized the work.
For executives, the value lies in seeing multiple valid routes to transformation and the trade-offs behind them. The cross-company view helps readers benchmark their own efforts against recognizable patterns. It emphasizes that context matters and that choices must reflect a firm’s goals, capabilities, and constraints. The structure makes it easier to map approaches to current initiatives and identify gaps. It invites discussion on where to start, how to sequence changes, and how to align stakeholders.
Possible actions include reviewing the six approaches and extracting elements that fit your situation, translating them into concrete steps, and stress-testing plans against the patterns shown. Leaders can use the cases to clarify priorities, governance, and investment focus. The comparative framing also cautions against copy-pasting any single model without adaptation, underscoring the risk of misfit between approach and context. Overall, the article offers a practical, example-driven way to think about digital transformation through six company experiences.
👉 Pročitaj original: Harvard Business Review
