Digital Leadership and Strategy

Digital Transformation and Innovation October 25, 2025
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Introduction

The digital era demands a new kind of leadership: one that is visionary, agile, and fluent in the strategic application of technology. This course focuses on defining and executing a winning digital strategy that moves beyond simply adopting technology to fundamentally redesigning the business model. Leaders will learn to balance short-term performance with long-term strategic evolution, build ambidextrous organizations that can both exploit current business and explore new opportunities, and effectively govern the increasing complexity of a data-driven enterprise.

Objectives

Upon completion of this course, participants will be able to:

  • Formulate a clear, differentiated digital strategy that aligns with overall corporate goals.
  • Lead the process of digital business model innovation, focusing on platform and ecosystem strategies.
  • Understand and navigate the dual demands of running the core business while building future digital capabilities (organizational ambidexterity).
  • Develop a robust digital governance framework that manages risk, ethics, and decentralized decision-making.
  • Identify and prioritize the strategic technology capabilities (e.g., AI, Cloud, Data) required to execute the vision.
  • Build high-performing, autonomous digital teams and empower them through psychological safety.
  • Measure and articulate the financial and strategic ROI of digital investments to the board.

Target Audience

  • C-Suite Executives (CEO, COO, CFO)
  • Vice Presidents and Directors of Strategy
  • Heads of Business Units and P&L Owners
  • Chief Digital Officers and Chief Information Officers

Methodology

The methodology is high-level and cohort-based, focusing on peer discussion and executive decision-making. **Scenarios** involve presenting a strategic dilemma to the group (e.g., build vs. buy decision on a key technology). **Case studies** examine how industry leaders (e.g., Microsoft, Haier, financial institutions) successfully pivoted their core business models using digital levers. **Group activities** include using the Business Model Canvas to redesign a legacy service into a digital platform. **Individual exercises** require drafting the three-year strategic priorities for their organization. **Syndicate discussions** focus on the critical challenges of gaining board buy-in for significant technological and cultural transformation.

Personal Impact

  • Gain the strategic competence to lead enterprise-wide digital business model change.
  • Elevate personal credibility by speaking fluently on complex digital strategy topics.
  • Develop a clearer framework for balancing short-term performance with long-term vision.
  • Enhance ability to articulate the value of technology investments in business terms.
  • Build a strong executive network of peers navigating similar challenges.

Organizational Impact

  • Achieve a cohesive, differentiated, and executable digital strategy.
  • Ensure resource allocation is focused on the highest-impact strategic initiatives.
  • Accelerate market leadership by designing superior digital business models.
  • Minimize risk through robust, forward-looking digital governance.
  • Build organizational ambidexterity, ensuring both stability and innovation thrive.

Course Outline

UNIT 1: The Imperative for Digital Strategy

Defining the Digital Competitive Edge
  • The difference between IT Strategy and true Digital Business Strategy
  • Identifying sources of digital disruption and competitive threats
  • Understanding "Organizational Ambidexterity": Exploiting the Present and Exploring the Future
  • Analyzing the spectrum of digital models: Enhancers, Distributors, and Transformers

UNIT 2: Formulating the Digital Vision

Redesigning the Business Model
  • Tools for identifying new value pools and customer opportunities
  • Applying Platform Economics and the power of network effects to strategy
  • Developing a strategic roadmap that links initiatives to measurable outcomes
  • Defining the target operating model for a digitally transformed organization

UNIT 3: Governance and Portfolio Management

Managing Complexity and Risk
  • Developing a framework for strategic resource allocation (e.g., 70/20/10 model)
  • Implementing a digital governance structure for distributed decision-making
  • Portfolio management techniques for innovation and legacy maintenance
  • Navigating ethical and regulatory risks associated with data and AI deployment

UNIT 4: Cultivating the Digital Talent Pool

Leading People and Capability
  • Identifying the critical digital roles and skill gaps in the leadership team
  • Strategies for attracting, developing, and retaining top digital talent (The War for Talent)
  • Building a culture of high-velocity learning and experimentation
  • Empowering teams through clear mandates and decentralized authority

UNIT 5: Measuring and Sustaining the Strategy

Value Realization
  • Defining and tracking North Star Metrics for the digital transformation
  • Connecting strategic goals to OKRs (Objectives and Key Results) at the team level
  • Articulating the business case and ROI of long-term strategic investments
  • Institutionalizing the strategy process for continuous, adaptive evolution

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