DIGITAL TRANSFORMATION
Sheldon outlines the critical mindset shift required at the board level:“ Leaders need to look at how their business operates today and challenge their core assumptions like‘ Did we design it this way simply because that’ s how it’ s always been done?’,‘ What do we need to change now that this technology is here to reimagine the business end-to-end?’.
“ You don’ t have to tackle the entire enterprise all at once. Instead, take on whole domains at a time – like the supply chain example. Pick a segment material enough to break down organisational silos, address processes end-to-end and re-examine every underlying assumption.
“ Be prepared to reinvent and reimagine rather than just automate. That is the bottom line. Shift the focus away from tactical automation, which stems from a legacy mindset, toward true business reimagination.”
Breaking free from tool creep A major hurdle facing modern IT estates is the sheer fragmentation of point solutions. The product-led growth wave left enterprises managing isolated pockets of capability, which rapidly dilutes intelligence and inflates costs.
“ The product-led growth wave flooded the market with thousands of niche AI tools,” Sheldon asserts.“ The result? Enterprises are trapped stringing together disconnected islands of automation – one tool for project managers, another for developers, another for ops.
“ This fragmentation creates friction. Every disconnected AI tool forces context transfers between
126 September 2026