Digitally transforming is a delicate process that does require a human touch.

A successful digital transformation team can effectively implement and manage a company's digital strategy, by leveraging technology and digital tools to optimise business processes and improve overall performance. 

Some key characteristics of a successful digital transformation team include:

• A clear vision and strategy: The team should have a clear understanding of the company's goals and objectives, and be able to align the digital transformation efforts with these goals. 
• Strong leadership: The team should be led by an experienced and visionary leader who can inspire and guide the team through the transformation process.
• Multidisciplinary skills: The team should have a diverse set of skills, including technical expertise, business acumen, and project management skills, to be able to handle the various aspects of the digital transformation.
• Collaborative mindset: The team should be able to work effectively with different departments and stakeholders within the company, as well as with external partners and vendors
• Adaptability: The team should be able to adapt to changes in technology, market trends and customer needs, and continuously improve its approach to meet the company's evolving needs.
• Strong communication: The team should have strong communication skills, both internally and externally, to effectively communicate the company's digital vision and progress.
• Focus on data: The team should have an analytics mindset and be able to leverage data to inform decision-making and measure the success of the digital transformation.

Real Australian story - an example of a company that outsourced and offshored their digital transformation project and failed publicly...

One example of a company that outsourced and offshored a digital transformation project and failed publicly is the Australian National Broadband Network (NBN) project. The project was intended to upgrade Australia's telecommunications infrastructure to provide high-speed internet access to all Australians.

In 2009, the government announced that the project would be delivered through a public-private partnership model, with the majority of the work outsourced to private companies, including overseas contractors. However, the project faced several challenges, including delays, cost overruns, and technical issues.

One of the major issues was the outsourcing and offshoring of key technical work to companies based in India and the Philippines. This led to communication and cultural challenges, which resulted in delays and quality issues in the rollout of the network. Additionally, the project was also plagued by political interference and changes in government policy.

In the end, the project failed to meet its original goals, and as a result of these challenges, the government had to step in and take control of the rollout to complete the project. The cost overruns and delays in the project ultimately led to a significant loss of public trust in the government and the companies involved in the project.

This example illustrates the importance of considering the potential risks and benefits of outsourcing and offshoring when embarking on a digital transformation project and the need to carefully manage such projects to avoid similar issues.