In the 2016 critically acclaimed science fiction movie Arrival, linguistics expert and language translator Louise Banks is told by visiting aliens, called heptapods, that because she has learned their language, she can now see the future [1]. This new knowledge and capability presents her with new choices. As a result, she makes decisions that others would not. Similarly for this book and its readers. If you are a futuristic business leader, strategist, or change agent, then this book is a must-read [2].

Shaping the digital enterprise is an edited collection of 15 chapters compiled by a SAP business transformation services (BTS) team. It is organized into three sections: (1) “Cross-Industry Trends”; (2) “Industry-Specific Trends”; and (3) “Use Cases.” Most chapters have tables or diagrams that highlight important concepts. Some of these feature SAP products, services, and solutions. “Key learnings” and references are at the end of each chapter. The chapters are not numbered. The editors and authors are accomplished international researchers, consultants, and practitioners. They all have important things to say about the digitalization of enterprises. The book concludes with an epilogue and a puzzling disclaimer that the information in the book is confidential and proprietary to SAP, and may not be disclosed without its permission. Such is the state of intellectual property these days.

Edward Schreckling and Christoph Steiger, SAP BTS leaders and the authors of chapter 1, define digitalization as “the process of moving to a digital business.” They assert that it is the “only reasonable reaction to persistent digitization in any industry.” In the preface, the editors sketch out the five pillars of SAP’s business framework for developing a digital business strategy: (1) an engaged workforce; (2) supplier collaboration (business networks); (3) core business processes; (4) assets and the Internet of Things (IoT); and (5) customer experience (omni-channel). Most of the material maps to this framework. Two chapters take a deep dive into concomitant topics: the people side of digitalization, and the SAP business model innovation methodology. Be sure to read these.

Unexamined by this text, and most of the considerable consultant reports and fanfare on this topic, are considerations and reflections about the intended and unintended human consequences of organizations, industries, and society becoming fully digital. Collins and Kusch articulated several key questions in 1998: “What can humans do? What can machines do? How do humans delegate actions to machines?” [3]. I would add, “What actions should humans delegate to machines?” In this light, members of the European Parliament (EP) voted recently to “regulate the rise of robots, and develop an ethical framework for their development and deployment” [4].

What it seems we also need is a young version of pragmatic Sheldon Cooper of The Big Bang Theory fame to pair with Banks in order to examine decisions made in the past prior to making them, and to say “Don’t do that” [5]. Until then, read this book and help shape the digital future to create positive business and social change.