Introduction. Digital transformation and digital leadership are ubiqutous terms that have recently invaded the public space in TV shows, in business press, also in academic books and articles. The term transformation in itself is not new – for decades now consulting companies and academics have coined terms like corporate transformation or „business process re-engineering” (Hammer, 1990) to brand and to customize some specific organizational interventions’ frameworks used on commercial basis.
Aim of the study. Data collected so far suggests that digital transformation is not fundamentally different from the change management interventions that were so popular before the 1990s and even more so in the 1990s. What is different is the massive presence and impact of the technology in every aspect of organizations today. As noted by David Rogers from Columbia University, „Digital transformation is fundamentally not about technology but about strategy”