Have you ever come across a scenario where the business wasn't the driver of transformation?

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Director of IT in Software, 1,001 - 5,000 employees
Some may see this as an ideal situation that provides more control over outcomes and think, "This is great. I can be the owner of transformation and really design the staff that I think this company needs to have in order to get them from 300 million to a billion.” But in that scenario you could face reticence, lack of participation, and no business readiness which leads to other challenges.
CIO and Startup Advisor in Software, 10,001+ employees
What I’ve seen from Silicon Valley to Wall Street is that the technology teams are often driving digital transformation—or at least bringing it up—and trying to change the business model from the bottom up. And that does not work. The thing is, there are different kinds of digital transformation and technology is only one of a handful of key pillars needed to successfully drive transformation - and it’s generally the easiest.

Organizational change management is one of the most important elements and takes the longest. Our roles are the ones that have been pushing hard for digital transformation but we're not necessarily pushing the right way. One of the biggest challenges is that we never push back and say, "You want to implement a tool and technology’s merely an enabler. What are we changing on the process side?” You have to create the process or business model change first, and only then should you find the tool that works for that process.
CEO in Services (non-Government), Self-employed
Now that we have all these cloud vendors, SaaS vendors, IPaaS, IaaS, etc., transformation is not something that is driven by technology. It's driven by the business. If it's not supporting business value, it's not going to fly.
Senior Director, Defense Programs in Software, 5,001 - 10,000 employees
It is strange what we call “the business” even though IT, HR, Finance, act are all part of the business.

Those folks aren’t hanging out doing spreadsheets or driving transformation for fun, they’re employees (or contractors or owners etc) of the business.

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CTO in Software, 201 - 500 employees
Without a doubt - Technical Debt! It's a ball and chain that creates an ever increasing drag on any organization, stifles innovation, and prevents transformation.
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