The C-Suite Vantage Point: Digital Transformation

Discover how C-suite executives approach digital transformation, leveraging technology to foster innovation, agility, and efficiency amid economic pressures while highlighting the collaboration needed for successful organisational change.

Digital transformation is essential for organisational success, especially in today's challenging economic environment. Executives must drive strategic initiatives that harness cutting-edge technologies to promote agility, innovation and efficiency.

In this roundtable debate on digital transformation, technology leaders from different sectors delved into how different C-suite members collaborate on transformation efforts and identified the levers each needs to pull to achieve their goals.

With Former Bloomberg and Sky News presenter Sasha Qadri moderating, the panellists included:

• Jon Townsend, CIO, National Trust
• Angela Cretu, Former CEO, Avon
• Tracey Jessup, Chief Transformation Officer, De Montfort University
• Tony Johnson, Chief Operating and Technology Officer, Copyright Licensing Agency

Digital transformation: key takeaways

• The role of a CEO involves balancing short-term shareholder expectations with long-term strategic investments, often requiring reshuffling resources to fund crucial transformations. Angela explained: “You are a connector, an enabler, a multiplier. This is what a CEO, any leader should be. So then you just attract the right people.”

• Collaboration with the right CTO and other leadership team members is the key to success. Angela emphasised the importance of curiosity, humility and connecting with the right people to drive this radical transformation and innovate. 

• When it comes to the different roles and responsibilities in digital transformation, Jon Townsend argued that: “the most important thing for me with any executive team is that everybody is galvanised around a strategic purpose.” Once this is achieved, everyone understands what the outcomes are.

• Jon emphasised a collaborative approach to digital transformation. “It's a team game, but as long as everybody remains laser-focused on the strategic objectives we're trying to achieve as an organisation, you won't go far wrong.”

• In the higher education sector, Tracy discussed how COVID-19 forced rapid digital transformation, pushing universities to adopt new technologies for remote learning. The focus has since shifted to using digital tools to enhance the educational experience. Tracy also emphasised the importance of building digital confidence among staff and integrating digital strategies to support the university's goals.

• Digital transformation is not a finite project with a definitive start and endpoint. “Think of digital transformation as a continuous program of aligning technology and how it can support business to what business is looking to achieve.” - Tony Johnson

• Panellists discussed the challenges of changing strategies in response to shifting business environments. Jon argued that successful digital transformation often requires cultural changes within the organisation to become more agile and outcomes-focused. 

• Collaboration, decisive action in ambiguity and the ability to learn from failures are crucial for navigating changing strategies. Tracey believes that “if you can't act in ambiguity you're actually never going to do anything realistically.”

• There is a correlation between the CEO’s engagement, commitment and visibility — the panellists agreed that an engaged and supportive CEO is vital for driving successful transformation initiatives. There is an evolving need for C-suite executives to become more tech-savvy, highlighting the importance of fostering a culture that supports continuous learning and improvement.