A successful organizational digital transformation (DT) closely depends on how organizational resources (e.g., employees’ skills, digital technologies, culture, mindsets, practices, etc.) are allocated and orchestrated for strategy, organizational structure, and system (Schiuma, G. et al., 2024)
A recent study by Schiuma, G. et al., (2024) on 64 leaders of small-medium enterprises (MSEs) provides us with the idea about the importance of the leaders anywhere to change their strategies into digital transformational leadership. They should create a context for Digital Transformation for making agile and efficient, sustainable, pragmatic, being a communicator and facilitator. All these require the leaders to be digital transformation.
In some discussions globally, there are some future skills needed urgently. But, one of them is Digital transformation leadership. According to the summary of a recent discussion in an online conference, digital transformation leadership is essential. It is considered vital due to the leaders for navigating the complexities of evolving technology landscapes in organizations.
Effective leaders should not only understand technological advancements. They should be also capable of strategically aligning the technologies with the organization’s objectives to drive innovation. By having this capability, they can improve efficiencies, and enhance customer experiences (Westerman et al., 2014). Therefore, to be a successful digital transformation leader, we should embody adaptability, foster a culture that embraces change, and facilitate continuous learning among employees to ensure that technological adoption is optimized.
One of the primary factors in digital transformation success is cultivating a culture. This culture is that of making us able do innovation and change. As emphasized by Kane et al. (2015), employees’ openness to new processes and tools significantly influences an organization’s ability to embrace digital shifts. Using technology, every action is recorded systematically and summarized in the best data.
Besides the above, leaders can foster the organization environment by engaging in transparent communication. They can address potential concerns, and provide a clear vision for how technology will benefit both employees and the business (Kane et al., 2019). Building an agile workforce requires leaders to invest in skills development. By doing so, they can allow employees to adapt and contribute effectively to the transformation process (Bughin et al., 2017).
Furthermore, digital transformation leaders must prioritize data-driven decision-making. Westerman et al. (2014) suggest that leveraging analytics to gain insights into customer behavior, operational efficiencies, and emerging market trends empowers organizations. All of these actions will eventually make informed decisions and respond quickly to changes. Effective leaders embed data strategies at all organizational levels, ensuring that teams have access to relevant insights that drive improved outcomes.
Another critical success factor in digital transformation leadership is resilience and a focus on long-term strategies. Bughin et al. (2017) assert that leaders must anticipate disruptions, prepare contingency plans, and stay committed to transformation efforts despite short-term challenges. Leaders who can balance quick wins with long-term innovation maintain momentum and foster a continuous improvement mindset.
Being the best organization in digital society needs effective digital transformation leadership. This kind of organization is clearly characterized by fostering an adaptive culture, prioritizing data-driven insights, and maintaining resilience. Through strategic guidance, transparent communication, and skill development. Finally, digital transformation leaders enable organizations to harness technology effectively, securing competitive advantages in an increasingly digital world.
Dr. Djuwari is an Associate Professor at Universitas Nahdlatul Ulama Surabaya (UNUSA) Indonesia. Surabaya, the editor of some research journals in the Philippines and Indonesia. He is also a journalist in some newspapers in Indonesia; the President of International Association of Scholarly Publishers, Editors, and Reviewers (IASPER), a small business owner of Djuw Café.
