The world is experiencing unprecedented technological advancements, but also increased geopolitical uncertainty, rapid AI regulation, and a growing realization that digital transformation is not just about creating value for customers and citizens—it is about benefiting society as a whole.
This is roughly how the third edition of my book begins, which focuses on the organizational capabilities and skills an organization must master to transform its practices into an increasingly digital reality. I am in the process of finalizing the manuscript, but I want to use this column to introduce the book, as it contains messages that I believe are particularly important given the many uncertainties, choices, and challenges that individuals, businesses, and public institutions are facing right now.
The third edition of my book, Digital Transformation, has evolved alongside this reality. Since the last edition, the need for digital leadership has only become more urgent. In my generational model for digital maturity, Generation 6 is now a reality. This generation is not just about mastering technology and innovation but also about addressing data ethics, sustainability, and the complex societal impact of digital choices.
For leaders, this means new demands—and new opportunities.
As I write this, Europe has been at war for more than three years. Immediately after the COVID pandemic, Russia invaded Ukraine in February 2022. And now, in the winter of 2025, we see a United States that has shifted from being our and Europe's most important ally in the liberal world order to increasingly acting as a direct counterpart in several areas.
At the same time, it is becoming increasingly clear to the public that social media platforms like X—formerly Twitter—and Facebook are no longer just places where people exchange opinions, ideas, and thoughts. Their owners are actively using them to promote specific messages and political agendas. This has led several businesses and public organizations to reconsider their presence on these platforms. Other platforms are emerging—as of now, it remains uncertain whether Bluesky, Substack, or others will take over the roles of X and Facebook.
The most significant technological shift since the last edition of the book is arguably the breakthrough of AI, artificial intelligence. The concept has appeared in all my books, including previous editions, but it may have seemed somewhat science fiction-like to most. This was precisely how Generation 5 felt when it was introduced in 2019, as AI is a prerequisite for fulfilling the promise of digital technologies: delivering personalized, proactive services.
However, generative AI, such as ChatGPT and other large language models (LLMs), has given much of the world an idea of the profound changes AI can bring. And we are only at the beginning. The competition is also just starting. Most recently, the Chinese AI model DeepSeek has entered the scene, claiming to achieve the same as ChatGPT but with a fraction of the energy consumption. But can we trust Chinese platforms? The issue of technological sovereignty and data ethics has become even more pressing.
At the same time, demands for transparency and integrity in businesses and organizations are growing, particularly in the realm of data. Data ethics and cybersecurity play a larger role in this new edition of the book than in previous ones because they have become critical at a new level. Moreover, citizens and customers have become more skeptical about how their data is used. This could create pressure for individuals to gain ownership of their own data, allowing them to share it voluntarily—provided they deem the recipient worthy of access, which is precisely what Generation 6 addresses.
These changes will be reflected in the third edition of the book. Since the second edition, I have published Mind the Gap, which discusses six digital generations of digital maturity and the various gaps that can arise between each generation—or between an organization's capabilities and the expectations placed upon it. The two books complement each other well but can also be read and understood independently.
The developments outlined above entail a series of changes in what organizations and leaders must master.
Compared to the first edition, several changes have been made. Most notably, new skills have been added, and they are now structured in a way that clearly shows how strategy, technology, organization, and leadership interact. Each of these areas requires specific organizational capabilities and corresponding leadership skills. In total, there are now 16 capabilities: four strategic, four technological, four organizational, and four leadership-related.
The original book described ten skills. Later, three leadership skills were added, and in the upcoming edition, three more have been introduced: Ecological Fitness, Cybersecurity, and Maturity Leadership. The expansion is primarily due to technological opportunities and risks, but the world has also become more complex in the meantime. Expectations for what both private companies and public organizations should deliver have increased.
At the same time—despite setbacks—it has become clear that businesses and organizations must provide solutions that are not only beneficial for the company, organization, and customer or citizen but are also perceived as constructive in a broader societal context, particularly in relation to the UN’s Sustainable Development Goals.
As I work hard to complete the manuscript for the new book, you may already begin—or continue, as many of you are likely already well on your way—thinking about what the outlined developments mean for your organization, your leadership, and your life in general.
I hope the new third edition of the book will be well received when it is expected to be released in late summer 2025 in both Denmark and Norway.
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