Interview with Steve Andriole, Professor at Villanova University

In this interview, Steve Andriole, Thomas G. Labrecque Professor at Villanova University elaborates on the major drivers for digital transformation – fear and failure, the necessity to ‘see’  and uncover inefficiencies and how existing tech infrastructures may actually impede DX. Steve is the Thomas G. Labrecque Professor of Business Technology in the Villanova School of Business at Villanova University where he teaches strategic technology, innovation and entrepreneurialism. He is also the author/co-author/editor of 35 books on information technology, technology trends and business technology management.

Question : Tell us a little about your business and your specific role?

Answer From Steve Andriole : I am a professor in the Villanova School of Business at Villanova University where I research and teach emerging business technology and digital transformation. I have also helped companies, government organizations and even universities adopt emerging technology to transform their business processes and whole business models. I have worked in industry as a Chief Technology Officer and a Chief Information Officer, and have consulted with companies, government organizations and universities whose business processes and business models need emerging digital technologies to stay competitive.

Question : What is the typical nature of challenges you encounter from enterprises looking to move the needle on digital transformation?

Answer From Steve Andriole : The most powerful motivation (to engage in digital transformation projects I’ve encountered) is fear. Many companies and organizations see digital technology as a weapon that can be used against them – or by them – to capture market share. But the same companies and government organizations are usually constrained by organizational change, cost and challenges integrating new technologies into existing (and resistant) technology architectures and infrastructures: many companies and organizations are constrained by massive investments in “older” technologies architectures and infrastructures, such as enterprise resource planning (ERP) systems and other applications that are decades old.

Digital transformation is by nature disruptive and many companies, government organizations and universities are intimidated by change on any level, especially change that requires new investments and re-engineered business processes. There’s also often a lack of knowledge about emerging technologies – like AI, RPA, distributed ledger technology, Regtech, cryptocurrency, virtual/augmented reality and even IOT. When combined with only a modest modeling of existing business processes, the lack of knowledge about emerging technologies places many companies at major competitive risk – even if they fail to understand the nature or severity of the risk.

Question : Using technology to effect transformation usually starts with a transformation of beliefs and mindsets. How do you consult clients and help them make that important shift in mindset to move ahead on a particular project or implementation?

Answer From Steve Andriole : My approach generally begins with opportunity costs – what organizations are losing by failing to adopt new technologies. Yes, I deliberately leverage the “fear card” because it’s effective:

Once they’re scared enough, the “pitch” shifts to opportunity gains with preliminary transformation ROI models. All of that said, if the key decision-makers suffer from a severe case of “if-it-ain’t-broke-don’t fix-it” the fear/opportunity approach will fail. So the “best” opportunities for digital transformation ironically often come from the most distressed companies and organizations.

Read the full interview of Steve Andriole, Professor at Villanova University on The Digital Enterprise.