> Even more challenging, true digital transformation will almost always fail if executed from within the organization. Why? Because the change is so disruptive

> Even more challenging, true digital transformation will almost always fail if executed from within the organization. Why? Because the change is so disruptive that the existing organization chokes it off. Though I've never worked on these sorts of enterprise transformation projects (at least not at this scale), it's pretty interesting how the internal dynamics/politics can affect them and cause most of them to fail. Normally, my takeaway is that you can learn a lot more from failed projects. But this sort of project ends in failure so often, I think the reverse is actually true (for once). Consider the (resoundingly) successful example of Disney's Next Generation Experience (NGE) project team, which developed what was eventually known as MyMagic+ at Walt Disney World.[0][1] They were basically given carte blanche to interrogate every aspect of the vacation experience to reinvent it, settling on using RFID-equipped "MagicBands" that would replace tickets, photo cards, credit cards, etc. There wasn't an aspect of the vacation experience, or a department within the Parks division, that wouldn't have been radically changed by NGE. When the board approved the $1bn project, Bob Iger told the executive in charge of it "this better work." There was infighting, turf wars, and everything else; it's not that people wanted it to fail, but everyone had their own idea of how to define success. And yet, despite everything, it succeeded beyond even Disney's collective imagination. These projects might be damned infuriating when you're working on them, but they're fascinating to read about from afar. 0. https://www.fastcompany.com/3044283/the-messy-business-of-reinventing-happiness https://www.fastcompany.com/3044283/the-messy-business-of-re... 1. https://www.wired.com/2015/03/disney-magicband/ https://www.wired.com/2015/03/disney-magicband/