“A good digital strategy should identify the business challenges, make options, and take stepwise actions based on a clear roadmap to achieve the well-defined business goals and objectives”
Source: Digital Boardroom: 100 Q&as
“You have to collect enough information, listen to different POVs, as everything has more than one side and you have to master them all.”
Source: Digital Boardroom: 100 Q&as
“In practice, even in the simplest organizations, the industrial “speed” is not homogeneous across the enterprise.”
Source: Digital Boardroom: 100 Q&as
“Organizations should both develop the updated digital practices to manage performance and the digital methodologies to unleash the business potential.”
Source: Digital Boardroom: 100 Q&as
“Accountability and oversight are all part of the game changes that boards must address.”
Source: Digital Boardroom: 100 Q&as
“The corporate board plays a significant role in making the judgment on and assurance of corporate action within a framework of practical knowledge.”
Source: Digital Boardroom: 100 Q&as
“The digital board needs to know when to push the gas pedal to accelerate the business speed, and when to push the brake to practice governance discipline.”
Source: Digital Boardroom: 100 Q&as
“To overcome the business vulnerability to changes, new competitors or a new breed of customer behaviors, digital organizations today should have a degree of variability.”
Source: Digital Boardroom: 100 Q&as
“The deeper you can perceive the holistic digital impact, the further you can reach the digital vision and pinnacle.”
Source: Digital Boardroom: 100 Q&as
“The corporate board can help to make an objective assessment of the maturity of digital capabilities as well as how further and how deep your digital transformation can reach.”
Source: Digital Boardroom: 100 Q&as