Giulio Toscani is one of Europe’s most respected AI speakers and a leading authority on digital transformation. With over 20 years of experience, he has advised global corporations—including Nike and Telefónica—on AI strategy, data governance, and innovation.
He is a professor at ESADE Business & Law School and has lectured at institutions such as Politecnico di Milano, the University of Bath, and the African Leadership University.
In this exclusive interview, Toscani shares his insights on AI integration, digital business models, and the structural challenges companies face in a rapidly evolving tech landscape.
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SubscribeQ: In your view, what are the strategic imperatives for adopting AI technologies in the workplace—and how do they go beyond operational efficiency?
Giulio Toscani: “It’s not just a benefit—it is a must. At the moment, you cannot simply decide whether to adopt it… you must be there. And being there doesn’t mean, as I said before, just having your processes digitalised. It means being digitally transformed. That means the business model is integrated into a digital process.
“When we think about it, we have to consider that it requires some investment, but the outcome is that you start seeing results in real time—and not just in single units.
“It’s not that we invest in marketing and marketing sees some benefits in isolation—no. We start seeing a flow of data which, when we’re thinking about real digital transformation, becomes accessible not just to one department, but to the entire organisation.
“And the whole organisation will contribute to and improve this data. More data will come from the sales department, more from the legal department. It becomes a fully orchestrated system. Why? Because it’s not just about technology—it’s about business. And now, it’s also about legal constraints.
“Especially in Europe, when we talk about GDPR, it’s very typical that companies deploying new digital projects will bring together a highly technical person, a business person (to ensure the product is customer-centric), and increasingly, a third role: a legal expert. This legal expert ensures that everything—from GDPR compliance to the latest AI Act passed by the European Union—is respected.”
Q: As a digital strategist, how should businesses reframe their approach to digital transformation in order to build sustainable, data-driven models?
Giulio Toscani: “Yes, when we talk about digital transformation, we’re really talking about a new way of doing business, of navigating a changing digital landscape, and redefining the business model entirely.
“It’s not just about digitalising things. You need to have an omnichannel approach—a website, an app, and other touchpoints depending on your business. You need a constant stream of data collection that allows you to understand your customers.
“A classic example of both failure and eventual success in digital transformation is The New York Times. When they first decided to digitalise the newspaper, they simply thought about transferring information to a CD or website. They didn’t consider how the flow of data could affect and improve their business model.
“Surprisingly, companies like The Huffington Post were taking more advantage of The New York Times’ online content than The New York Times itself. Why? Because the Times was just putting information online—they weren’t collecting data, they weren’t optimising for SEO, and they weren’t leveraging that data to better serve their readers.
“Eventually, after five years of financial loss, they started to connect all their content—from crosswords and recipes linked with interviews with famous chefs, to archival news and reports—to build deeper offerings like investigative documentaries.
“That’s what an omnichannel approach to business looks like. It’s not just putting everything online and building a nice website—it’s offering the customer a genuinely new digital experience.”]
Q: What are the most common organisational and cultural challenges companies face when implementing digital transformation—and how can leadership navigate them effectively?
Giulio Toscani: “Digital transformation is tough because it requires a change in the business model. You will face resistance from people who feel they’re losing their advantages—those advantages might be as simple as knowing how to use a specific tool, meaning they don’t have to think beyond that.
“A simple example—probably familiar to all of us—is when an app updates and moves a button from the top right to the bottom left. That small discomfort can be enough to stop people from updating the app, because they know every update will force them to rethink, re-adapt, and re-learn how to use it.
“This process is typical in every company. It’s not just that people need to learn a new way of working—they need to learn new tools. And this is a constant process. You don’t do it once and you’re done—you start now, and you keep going.
“Digital transformation is not a destination. It’s a journey. So how do you overcome these hurdles? First, explain to people what is happening and why it’s happening. Then give them the freedom to decide how it should happen.
“Digital transformation is a top-down process. But the how—how it’s implemented in each unit, each country, each team—needs to be decided locally. I’ve seen this in a very large organisation during deployments across 20 countries. The how must come from team and unit leaders.
“To create motivation, you must offer this freedom. Once the top-down mandate is clear, it becomes easier to engage people. Then you train them. Then you let them recruit new talent who align with the strategy. And from there, you start to see the results.”
This exclusive interview with Giulio Toscani was conducted by Mark Matthews.
