Digital transformation is often described as a technology journey but in reality, it is a change journey. It involves people, mindsets, operating models, and governance just as much as it involves platforms, data, and systems.
What inspired you to join this programme at this stage of your career, and what did you hope to achieve?
Digital transformation is often described as a technology journey but in reality, it is a change journey. It involves people, mindsets, operating models, and governance just as much as it involves platforms, data, and systems. That is exactly why I chose to join INSEAD’s Leading Change in an Age of Digital Transformation program.
At this stage of my career, I lead digital transformation initiatives in a complex, high-stakes environment where reliability, coordination, and execution matter every day. My goal was not only to deepen my understanding of digital strategy, but also to strengthen my ability to lead change that lasts change that moves from plans and presentations into real adoption and sustained impact.
Which aspects of the experience stood out most for you?
The programme stood out for three reasons. First, the faculty provided clear, structured frameworks grounded in real-world experience. The learning was practical and focused on the realities leaders face: alignment, resistance, execution, and sustained momentum. Second, the peer experience was truly valuable. Learning alongside a diverse cohort across industries, countries, and roles expanded my perspective and highlighted how common many transformation challenges are, even when the contexts differ. Third, the content and format were highly applicable.
I came away with tools and approaches I could immediately use, not “nice ideas” that remain theoretical.
Can you describe a moment or insight that particularly resonated with you?
One insight that resonated with me strongly was the importance of treating digital transformation as an organisational and behavioural change effort not simply a deployment of new technology. The program reinforced the need to build commitment early, communicate with clarity and consistency, and address resistance thoughtfully rather than reactively. Just as importantly, it highlighted the value of creating a strong operating rhythm to reinforce change after the initial launch—because real transformation is measured by adoption and outcomes over time.
Now that you've returned to your role, how has the programme shifted your perspective or influenced your approach to work?
Since returning to my role, the program has influenced how I structure change initiatives. I am more intentional in stakeholder mapping, more disciplined in communication cadence, and more focused on adoption metrics and reinforcement mechanisms. I also place greater emphasis on building coalitions and empowering change agents across the organisation, rather than relying only on top-down directives.
I would absolutely recommend this programme to leaders who are responsible for digital transformation and want a practical, people-centric approach to change.
What makes it meaningful is how it bridges strategy and execution. It equips you with frameworks that are immediately usable and it helps you lead transformation in a way that creates real organisational movement, not just digital activity.
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