Digital transformation isn’t a technology challenge. It’s a leadership challenge.

As well as radically changing what successful organisations look like, the internet era also demands radical change from those who lead them.

There are still a multitude of relevant and effective leadership styles, depending on the task at hand. But there are increasingly few places where leaders can thrive without being comfortable in adapting to change, or harbouring curiosity about technology that is fundamental to how their organisation works.

IT failures have ended executive careers, depressed share prices and lost votes. They have all been avoidable. And they have all, as a root cause, amounted to a failure of leadership.

Decisions about digital and technology can’t be written off as ‘IT’s problem’.

For any leader who wants to grasp their organisation’s strategy and purpose, to effectively manage the risks of major technology investments, to effect organisational change of any kind in response to opportunity, competition or political imperative, digital is an executive problem.