One Company Used Tech as a Tool. Another Gave It a Role. Which Did Better?

"Traditionally, leaders and managers often treat technology as a tool or capability that can help get work done more efficiently, but doesn't drastically change the nature of that work. Email, for instance, allows for faster communication. The supply chain management (SCM) system reduces supply chain costs, shortens delivery cycles, and ensures that products are delivered to customers quickly and accurately. Increasingly, however, this view is out of date. In recent years, the role of technology in shaping organizations has undergone revolutionary changes."

"Jianjun Zhang is a professor at Guanghua school of Management, Peking University. He is an expert in the field of corporate social responsibilities, and organizational design and development."

"Bin Li is an EMBA student at Peking University. He has worked on organization design and capability-building at Fortune Global 500 companies, including top-tier internet platforms and state-owned enterprises."

Leaders and managers traditionally treated technology as a tool or capability to improve efficiency without fundamentally changing work. Examples include email enabling faster communication and supply chain management (SCM) systems reducing costs, shortening delivery cycles, and ensuring accurate, timely product delivery. That view has become outdated as technology increasingly shapes organizational structures, processes, and roles. The role of technology in shaping organizations has undergone revolutionary changes in recent years. Jianjun Zhang is a professor at Guanghua School of Management, Peking University, and an expert in corporate social responsibility and organizational design and development. Bin Li is an EMBA student at Peking University who has worked on organization design and capability-building at Fortune Global 500 companies, including top-tier internet platforms and state-owned enterprises.

Read at Harvard Business Review