The rapid rate of technological innovation is bringing waves of disruption across various industries as competitive dynamics shift and new business models emerge. Given the threats of such disruptive innovations, incumbent companies are scrambling to jump onto the digital transformation bandwagon. Many organizations, however, are struggling to develop an effective approach to transform themselves digitally. The success rates for these transformation efforts are consistently low: less than 30% succeed. Many large established organizations suffered lack-luster performance after spending millions on digital transformation. To succeed as a “future ready” company, a digitally transformed enterprise should be designed to strive towards greater ambidexterity and a more pervasive business-IT fusion. It needs to be agile and adaptable, an ambidextrous organization designed for both exploitation and exploration (i.e., in repositioning its existing core businesses, and in driving new growth strategies). It needs to rethink the role of IT from a supporting function (aligned but always subordinate to business) to one where IT is increasingly the driver of many business innovations. It must shift from the traditional business-IT alignment perspective to a business-IT fusion perspective where business strategy is closely intertwined with IT strategy. DBS is a large commercial bank headquartered in Singapore with a strong presence in Greater China, Southeast Asia, and South Asia. It exemplified a digital transformation that was widely seen as value-creating in the industry. Its share price more than doubled over the transformation period and it was named “World’s Best Digital Bank.” The dedication to learning new competencies prompted the decision to bring DBS’s technology infrastructure team in-house, going from the initial 85% outsourcing to 85% insourcing. In the same way, DBS also sought to create an ambidextrous business foundation. As a 50-year-old bank with a huge legacy workforce, it was already adept at exploitation skills, but it was lacking exploration skills. DBS wanted to nurture its people to embrace entrepreneurial qualities to be agile, customer-focused, continually experimenting, and risk-taking. They decided on a “whole enterprise” transformation approach. The mandate for digital transformation was applied pervasively to every single unit, creating a strong and galvanizing force towards the new vision. Every unit was expected to digitize its existing business and to become more digital over time. DBS also pushed the boundary in driving mindset shift from being “digital first” to being “digital to the core” by equipping its employees enterprise-wide with digital skills. Organizations are most effective when their design characteristics match the demands of their environments. The lessons from DBS Bank illustrate what a “future-ready” business looks like. To learn more, read “Designing a Future-Ready Enterprise: The Digital Transformation of DBS Bank” by Siew Kien Sia et al in California Management Review, Volume 63, Issue 2.