Digital Leadership: How leadership determines the success of digital transformation.
We are at a turning point: supply chains are collapsing, economies are faltering and the digital future with all its new technologies is no longer knocking – it is kicking down the door. Anyone who only looks at day-to-day business now risks being left behind. Time is of the essence and companies need more than just adaptation – they need leadership that not only understands change, but shapes it. In our interview with Helen Gebre Jocham, an expert in transformation and agility, you can find out how a new approach – digital leadership – is bringing organizations and the people behind them into the new era. Because it’s about much more than technology: it’s about mobilizing teams with critical skills, clear commitment and targeted empowerment and ensuring sustainable, measurable success – because in a world in transition, standing still in terms of leadership is not an option.
What does digital leadership mean to you and how do you define this term?
Digital leadership can easily be imagined as a multi-armed figure that reaches in all directions at the same time in order to master the most diverse organizational challenges. Each of these “arms” stands for a central ability of modern leadership: agility, change management, employee orientation, technological affinity and innovative strength. These skills act as interlocking levers with which digital leaders recognize complex situations, intervene in a targeted manner and implement sustainable solutions. In a working world characterized by disruptive innovations and constant digital communication, the real art lies in building a trusting relationship with employees – while at the same time continuously developing the business model. Managers must network teams virtually and on site, manage uncertainty and have the courage to hand over responsibility. This is the only way to create a culture in which experiments are possible and fault tolerance is practiced.
Five key skills form the foundation for this: firstly, a digital mindset that creates openness to new technologies and data-driven decisions. Secondly, the willingness to trust and delegate responsibility to others. Thirdly, the ability to break down silos and establish overarching networks. Fourthly, absolute transparency in objectives, processes and results. And finally, strong relationship management, with which managers empathically strengthen loyalty and commitment. Those who combine all these elements into a coherent whole will make their company flexible, innovative and fit for the future.
What is the focus of your consulting portfolio for digital and data-driven transformation projects?
Digital leadership is the cornerstone of our data-driven transformation projects: Only with a strong, digitally sovereign management level will data strategy and governance actually become effective in the company. At Ventum Consulting, we therefore initially focus on developing a holistic data strategy that is firmly anchored in your business and digital strategy. Together, we formulate a precise transformation roadmap, define guard rails for AI, analytics and knowledge management initiatives and ensure data quality, compliance and transparent data governance structures from the outset. A three-phase maturity assessment objectively evaluates the status quo, identifies areas for action and provides a clearly structured action plan. We can identify capability gaps in compact starter workshops with your management teams. In this way, we not only create the technical and organizational prerequisites in a short space of time, but also develop the leadership and change skills that are essential for sustainable growth and measurable success in the digital age.
Can you give us a specific project example?
We supported a team at a large automotive financial services provider in the transformation of B2B and B2C processes. The aim was to standardize processes and minimize system disruptions. We introduced AI-supported tools to automate documentation and trained employees intensively to enable them to work in a data-driven way. The key was not just to introduce technology, but to empower the teams – a point we also see in other projects: Technology is often implemented, but without enablement, success fails to materialize. This is our approach to creating sustainable change.
What distinguishes digital leadership from traditional leadership?
Digital leadership differs from traditional leadership primarily through a more flexible, people-oriented management style: instead of largely hierarchical top-down instructions, it relies on empowerment, coaching and independent action by employees. The aim is to use and optimize the proven strengths of the existing business model and to create targeted space for digital innovations, continuous learning and change processes. Digital leadership is therefore more adaptable, person-centered and coaching-oriented. It is less about transactional leadership and more about empowerment. This change demands and promotes flexibility and strategic thinking, which traditional approaches have often been unable to achieve.
Which key skills are essential for digital leadership?
Core competencies include a digital mindset – i.e. the willingness to engage with technology trends – innovative thinking, networking within the organization, building trust through dialogue and relationship building, the courage to move forward and humility to put the team first. Resilience is another important skill, for example to be able to lead teams as a role model through uncertainty.
How can the success of digital leadership be measured?
This is a complex question as digital leadership is a leadership competence that is made up of soft and hard criteria. Traditionally, the effects can be evaluated using metrics such as the Net Promoter Score, Employee Engagement or ROI. Interview-based 360-degree surveys can help to evaluate the ability to innovate, data-driven decision-making and technology affinity in order to assess and further identify areas for action.
I see KPIs such as the speed of achieving results – for example through virtual teams instead of endless meetings -, cost savings through automation and customer satisfaction. One example is a hotline project in which bot systems accelerated recording and reduced personnel costs, while employees were freed up for more innovative tasks.
It is important to consider digital leadership not just in individual aspects, but holistically – from leadership behavior and digital maturity to the impact on customers, processes and culture.
How important is it for managers to understand and apply current trends and, above all, how do you keep yourself informed?
It is one of the most important skills. Germany was ranked 23rd in the IMD Ranking 2024 – this shows how statically we often think. Managers need to adapt trends such as AI or IoT in order to remain competitive. I keep myself informed via specialist publications, conferences and networks such as LinkedIn. Openness to new ideas is crucial, because restraint slows down innovation.
Digital leadership also offers a solution to the fear of the unknown – a hurdle that characterizes Germany’s risk-averse culture in particular – by reducing uncertainty and creating confidence in change through iterative approaches, data-based decisions and a culture of experimentation.
In view of possible resistance to change: What strategy do you recommend to overcome these hurdles?
The key lies in the example set by managers – as the saying goes: “The fish stinks from the head.” If management is not behind digitalization, the team lacks motivation. Transparent communication, taking employees along on the journey, celebrating small successes and offering training, such as on ChatGPT use, are essential. From my experience, I can say that small pilot projects and visible benefits can reduce resistance enormously.
What specific steps should companies take now to introduce digital leadership?
Secondly: Anchoring in the strategic mission statement
Thirdly: Deriving digital goals and roadmap
Fourthly: Developing digital champions as role models and multipliers in the organization
Fifthly: Training and networking formats to experience the topics
Sixthly: Managers as innovators who actively contribute disruptive ideas and trends.
Helen Gebre Jocham
