Why are potentially disruptive forces so hard to see? And how can executives make sense of the endless headlines on the subject? John Hagel and John Seely Brown spoke with Tanya Ott on how executives might need to change their lens to identify patterns of disruption.

Patterns of disruption

Welcome to the Press Room, from Deloitte Insights, your source for the issues and ideas that matter to your business today. Host Tanya Ott interviews thought leaders and change makers on developments in business strategy, emerging technologies, growth, innovation, performance, risk and security, social impact, sustainability, talent and more. 

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Digital transformation seems to be a given in most organizations. It’s not a question of whether they will do it, but what sort of return they can expect from it. But finding those returns may depend more on the underpinnings of the transformation, not the top-level technologies or grand ambitions that are expressed. John Marcante and Tim Smith have been in the trenches of digital transformations. Marcante spent almost 30 years in both technology and business leadership positions at Vanguard, culminating in his role as Global CIO. He led the company’s digital transformation in 2012, changing not just the technologies used but also the way Vanguard’s teams operated. He is currently CIO-in-residence for Deloitte Consulting LLP. Tim Smith is the head of  Deloitte Consulting LLP’s Tech Strategy and Business Transformation practice in the United States and leads the global team in digital transformation research. He authored the article  Unleashing value from digital transformation: Paths and pitfalls, and is currently working on a new piece that identifies how organizations measure their digital transformation effects.  We spoke with Smith and Marcante about the importance of purpose in digital transformation, the factors that may lead to higher returns, and whether digital transformation is ever truly done.

Patterns of disruption

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