Top Traits of Successful Digital Transformation Leaders According to Gartner, HBS, CIO, and Forbes

The number of guides and studies on digital transformation published by well-known and respected organizations demonstrates how important it is today. We decided to choose four interesting articles by Gartner, HBS, CIO.com, and Forbes and present the most important themes and create a brief and concrete text that you will find useful.

Carrying out a digital transformation process necessitates the appropriate knowledge and tools. But is that enough? The success of the digital transformation is also determined by the personality traits and behaviors that a CIO or leader should exhibit. Being a CIO entails a great deal of responsibility or the ability to deal with uncertainty and change.

During a digital transformation, changes occur at all levels, especially when it comes to talent and capabilities. According to a McKinsey survey, nearly 70% of all respondents said that during the transformation, the top teams in their organizations changed when new leaders with digital expertise joined the management team.

Be a Neophiliac (Gartner)

It's a person's tendency to seek novelty. Neophiliacs accept and implement ideas different from others, a key element in any successful digital transformation. Successful digital CIOs are creative and focused on innovation.

Be Innovative, but Also Copy (Gartner)

Successful digital leaders understand where their organizations must differ, where they can copy, and where they should innovate. Digital leaders concentrate on areas that offer the greatest advantage, acceleration, or value contribution.

Be a Pioneer and Look Beyond Industry Boundaries (Gartner)

Gartner defines "digital dragons" as leaders who actively seek value beyond any specific industry and create entirely new, redefined industries. Instead of viewing the industry as stable and unchanging, successful digital leaders recognize risks and make decisions while maintaining a clear vision of its future.

Never Consider Digital to Be the Outcome (Gartner)

Digital technology is a means to an end. Making something digital does not automatically increase its value. Digital tools like on-demand services, dynamic pricing, hyper-personalization, and real-time applications can help you improve your value proposition.

Be a Technology Geek (Gartner)

CIOs are responsible for creating a technologically enhanced environment in which learning is personalized, engaging, and collaborative. Geeking out on technology as a passion is one way to remain innovative and relevant in crowded and competitive business environments.

Be a Catalyst, Not a Planner (HBS)

Leaders must catalyze change rather than plan it, creating the conditions for the organization to achieve its goals and guide the organization through a continuous learning process.

Be an Explorer (HBS)

Leaders must be explorers while balancing curiosity with intentionality, figuring out when to be open-minded and when to be focused and dig deep. They must learn to pick up on weak signals about what's going on in their organizations.

Be Courageous (HBS)

Leaders must learn to experiment, iterate, and change if their organizations are to thrive. Leaders need a new approach to risk in order to manage inevitable mistakes.

Be Present (HBS)

Working in the digital age has become complex and demanding for employees. The best leaders are emotionally engaged and present, communicating openly and authentically. These managers are empathetic, sensitive, and experienced storytellers.

Live Values with Conviction (HBS)

Leaders must be clear about the organization's common purpose, as well as who they are (corporate values) and who they serve (customers and key stakeholders).

Adapt (CIO.com)

Adaptability is a skill that helps leaders significantly. Being a leader entails adapting to a different IT perspective on how teams do the work. The way we communicate with teams and motivate them has to change.

Be Capable of Navigating Uncertainty (CIO.com)

Successful CIOs are eager to embark on digital journeys with uncertain outcomes and are willing to accept ambiguity while making sure there is a risk management framework in place.

Have the Ability to Build Relationships (CIO.com)

The ability to understand the business partners' needs and collaborate with them on business processes and technology solutions defines success in digital transformation.

Have Excellent Communication (CIO.com)

Being able to clearly communicate goals and tactics and explain how every single employee plays a role in digital transformation helps establish a solid digital mindset and language to drive understanding, collaboration, and ownership.

Have a Clear Purpose (Forbes)

Humans are naturally resistant to change, and logic isn't a powerful enough motivator. Leaders who can answer the question "why" are more likely to move their companies forward.

Fix What's Broken (Forbes)

Agile leaders look for the root cause of a problem rather than just fixing it. During the digital transformation, difficult conversations will have to be had. Concerns should be addressed through open communication.