Dr Natalie Smith has spent her career trying to work out how to improve outcomes of digital transformation projects. She looked at project management methods, project manager accreditation, organisational change and project assurance and, while all these factors help, Natalie found that all roads lead back to the role of the Board and C-Suite. Hence her PhD at the University of Queensland (UQ) supported by a DHCRC top-up scholarship.
In a short article, published in the Information Systems Journal, Natalie asks ‘why do so many digital transformations still fall short – even with significant investment and executive backing? Her research conducted in collaboration with Professor Andrew Burton-Jones at the UQ Business School offers some answers. Based on conversations with over 100 organisational leaders, the study identifies a concept called transformation friction and four practical ways Boards and executive teams can reduce it. These findings challenge the traditional “noses in, fingers out” governance mindset and offer fresh guidance for leaders navigating complex change.
The research insights are currently being translated in practice, including within industry-research collaborations at the newly-established Digital Transformation and Governance Leadership Consortium (UQ); in guidance supporting the leadership and governance of UnitingCare Queensland’s award-winning digitally-enabled transformation of community care; and capability development programs for University of Sydney and University of Queensland.
If you would like to learn more about transformation friction, the role of the Board and C-suite in reducing it, and why it is important to disarm chardonnay terrorists, click the following article links:
Full access (behind a paywall)
If you are interested in connecting with Natalie, she welcomes invitations via LinkedIn.
