Cutting through the hype

Antonio explains that one of the motivations for writing the original book was the gap between the hype surrounding digital transformation and the practical guidance available to leaders trying to deliver it.

As he discusses in the podcast, much of the management literature focuses either on high-level ideas or very narrow case studies, leaving leaders with a difficult question – what should they actually do next?

Antonio describes the book as an attempt to bridge that gap – offering practical guidance in a space that can often feel overwhelming. As he puts it, the goal was to help leaders navigate “a world of hype-heavy digital transformation where it’s slightly bewildering and dizzying” and work out “what actions should me and my team be taking”.

Why transformation programmes struggle

A central theme of the discussion is the persistent challenge of making transformation work in practice. Despite years of investment and attention, many change programmes still fail to achieve their intended outcomes. Part of the reason, Antonio argues, is that organisations underestimate how difficult change really is.

As he reflects during the conversation, “all change is hard – and I don’t think there’s anything materially different about digital change versus people-centred change.” Technology can enable new possibilities, but it does not remove the underlying challenge of changing behaviours, processes and organisational culture.

Eli builds on this point by reflecting on the human dynamics that leaders encounter when trying to implement change. From her experience working on transformation programmes, she observes that resistance to change is rarely irrational – instead it often reflects uncertainty, competing priorities or the pressures people face in their day-to-day roles.

The implication for leaders is clear – digital transformation cannot simply be mandated or implemented through technical delivery alone. It requires thoughtful engagement with the people responsible for making change happen.

The problem of optimism bias

Another reason transformation programmes struggle is the tendency for organisations to overestimate the benefits of new technology. Leaders are often enthusiastic about the potential of digital tools, but they can underestimate the complexity of implementation and the time required to see results.

Antonio reflects candidly on this dynamic, noting that organisations frequently “overstate the benefits because we have optimism bias – humans are innately optimistic.”

Eli adds that this optimism can be particularly powerful when organisations are under pressure to modernise quickly. Leaders want transformation to succeed – but ambition needs to be balanced with realism about what change actually requires. Recognising these patterns is important, because it allows organisations to plan transformation programmes more effectively and avoid common pitfalls.

What makes digital transformation in public services distinctive

The conversation also explores why digital transformation in public services presents its own unique challenges. Unlike many private sector organisations, public services must deliver value to the entire population – not just to a clearly defined market segment. This creates a fundamentally different design challenge.

Antonio highlights that it can be misleading to assume that public services can simply replicate digital strategies from consumer businesses. As he notes, it can be frustrating when people assume that organisations can simply copy the models of successful private sector companies. Public services operate in a different context – one that requires careful consideration of public expectations, accountability and equitable access.

Eli reflects that this complexity often makes digital transformation in public services slower – but it also means the outcomes matter more. When transformation works well, it can improve services for millions of people. This is why approaches such as Public Value Design emphasise understanding the needs of different groups within the population and designing services that deliver meaningful outcomes at scale.

What has changed since the first edition

Four years is a long time in technology, and the updated edition reflects the rapid pace of change in the digital landscape. One of the most significant developments has been the rise of generative AI. Reflecting on the first edition, Antonio notes with some humour that he once suggested AI might continue to disappoint.

Events since late 2022 have clearly proved otherwise. The new edition therefore includes updated perspectives on artificial intelligence, emerging technologies such as quantum computing and new insights from recent transformation programmes. At the same time, the core message of the book remains consistent – successful digital transformation is less about technology itself and more about leadership, culture and organisational design.

A practical guide for leaders

Ultimately, the conversation returns to a simple but powerful idea – digital transformation succeeds when leaders combine ambition with practical execution.Technology can enable change, but it cannot deliver transformation on its own.

Instead, leaders must focus on aligning technology with organisational purpose, building the right capabilities and creating environments where change can take hold. As Antonio emphasises throughout the discussion, digital transformation is not a single project or initiative – it is a long-term organisational journey.

The updated edition

The newly released second edition of The Practical Guide to Digital Transformation builds on the original book with updated insights, case studies and reflections from recent technological developments. For leaders navigating the challenges of digital transformation today, it offers a practical framework for turning ambition into action. You can get your copy at your local book retailer. 

And if you'd like to find out more about how The PSC can support you on your digital transformation journey, or discuss any of the themes in this podcast or the book, get in touch with Antonio Weiss - we'd love to chat.