Digital transformation as distributed leadership: Firing the change agent

Abstract

Literature has tended to describe digital transformation (the implementation and use of new digital technologies to enable major business improvements) as a strategic and rational process with clear roles, the most important one being a Chief digital officer or Chief digital information officer, who is often an individual appointed as a temporary position to undertake the digital transformation. This study has testified to a less rational, more emergent process, where the digital transformation happens without a Chief digital officer and instead is managed conjoint in the top management team. Based on this study, it is argued that digital transformation can be understood as distributed leadership, which enables a more holistic approach to mobilizing and sustaining digital transformation.

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