Digitization is changing people and markets. It causes disruptive upheavals in entire industries, creates new digital-centric companies and requires established companies to make considerable efforts to cope with the transformation activities associated with these digitization processes. New procedural models have to be learned, tried and tested thought patterns have to be broken and, last but not least, innovation activities have to be understood as continuous necessities. At the same time, there are significant opportunities in digital business to renew competitive advantages, improve existing process structures and realign your own products, services and business models (Source: Digital Business Leadership von Kreuzer et al.). In the aforementioned book: Digital Business Leadership, three very exciting questions were asked, which I would like to list here and which I would also like to try to answer in the course of the article: What distinguishes digital business leadership and how can this be achieved? But…

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