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Brain Circuits

Hacking Digital 1: Building credibility as a new digital transformation leader 

Published October 2, 2025 in Brain Circuits • 3 min read

Credibility is difficult to build and easy to lose for any leader, especially newly appointed digital leaders. Here are some concrete actions and insights that will help you on the journey, but start by checking that everything is in place for you to succeed.

Checklist

  • Is your role as a digital leader clear to you and the organization’s stakeholders? 
  • Do you have an aligned view of “what good looks like” for the transformation? 
  • Do you have the organizational resources and levers to achieve your objectives? 
  • What behaviors and actions will project competence and trustworthiness for you and your team? 
  • What visible signals and quick wins will help build your reputation?  

 

Concrete actions  

  • Make some noise! 

Enlist the support of communication teams to transmit and market the strategy and objectives of the digital transformation. Communicate progress and achievements widely, transparently, and often.

  • Send strong signals 

Make visible moves that depart from the organization’s traditional ways of working. This will intrigue people, demonstrating that you have the drive to do things differently.  

  • Find quick wins 

Find an initiative that you can conclude relatively fast, or an existing end-to-end initiative you can accelerate. If this isn’t possible, a succession of smaller quick wins can also help to build credibility.

  • Build a coalition of believers 

Internal politics and resistance to change are hurdles for any transformation effort. Build a network of people who support the digital strategy. This network need not be formal, but it must be actively nurtured.  

 

Hacker’s insights 

  • Iconic moves  

Look for possible iconic moves in things that are widely known and regularly encountered, yet small enough to create cheap and quick effects.  

  • Stakeholder map 

Build a detailed stakeholder map of the business leaders with whom you could partner. Nurture this network by sharing knowledge and empowering them.

  • Communicate strategic intent 

Colleagues must understand what you want to achieve. This also provides freedom for others to provide input and collaborate on how to get there together.  

  • Make the team look good 

When selecting quick wins, focus on accomplishments that would make the entire team look good. Work with the team to brainstorm collective quick wins.  

 

 

Further reading

Hacking Digital Best Practices to Implement and Accelerate Your Business Transformation 

AI digital transformation: Reshaping organizations, work, and our global future 

21 Digital Transformation Strategies for Success in 2025

The Value of Digital Transformation

All views expressed herein are those of the authors and have been specifically developed and published in accordance with the principles of academic freedom. As such, such views are not necessarily held or endorsed by TONOMUS or its affiliates.

Authors

Michael Wade - IMD Professor

Michael R. Wade

TONOMUS Professor of Strategy and Digital

Michael R Wade is TONOMUS Professor of Strategy and Digital at IMD and Director of the TONOMUS Global Center for Digital and AI Transformation. He directs a number of open programs such as Leading Digital and AI Transformation, Digital Transformation for Boards, Leading Digital Execution, Digital Transformation Sprint, Digital Transformation in Practice, Business Creativity and Innovation Sprint. He has written 10 books, hundreds of articles, and hosted popular management podcasts including Mike & Amit Talk Tech. In 2021, he was inducted into the Swiss Digital Shapers Hall of Fame.

Didier Bonnet

Professor of Strategy and Digital Transformation

Didier Bonnet is Professor of Strategy and Digital Transformation at IMD and program co-director for Digital Transformation in Practice (DTIP). He also teaches strategy and digital transformation in several open programs such as Leading Digital Business Transformation (LDBT), Digital Execution (DE) and Digital Transformation for Boards (DTB). He has more than 30 years’ experience in strategy development and business transformation for a range of global clients.

Tomoko Yokoi

Tomoko Yokoi

Researcher, TONOMUS Global Center for Digital and AI Transformation

Tomoko Yokoi is an IMD researcher and senior business executive with expertise in digital business transformations, women in tech, and digital innovation. With 20 years of experience in B2B and B2C industries, her insights are regularly published in outlets such as Forbes and MIT Sloan Management Review.

Nikolaus Obwegeser

Nikolaus Obwegeser

Professor and Director at the Institute for Information Systems and Digital Transformation

Nikolaus Obwegeser is a professor and Director of the Institute for Digital Technology Management at Bern University of Applied Sciences and an expert in digital business transformation and innovation. His articles have been published in MIT Sloan Management Review, Technovation, and the Journal of Product Innovation Management. Prior to joining IMD, he was an associate professor of information systems at Aarhus University in Denmark. He provides advisory and consulting services for public and private organizations.

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