Industry 4.0 denotes the fourth industrial evolution: “the interconnection of value creation processes beyond the boundaries of individual companies.” For this to happen, “powerful Internet access must be available.” The corollary then is: “there are no more nondigital companies.” Thus, “all companies are digital--varying [only] in their intensity,” whether sending digital bills or online appointment scheduling. Extending the concept further, “integration should not stop at the company borders, but [should] also involve the customer” as a digital business partner in Industry 4.0.

So, for the sustenance and “renewal of competitive advantages due to digitization,” the authors state that “new process models have to be learned, proven patterns of thinking have to be broken, and ... innovation activities have to be understood and used as a continuous challenge.” This requires not just strong leadership, but effective and transformative digital business leadership. The book goes on to define digital business leadership, including how is it achieved, what new concepts must be learned, and how the necessary changes can be done.

The book (five chapters) starts by emphasizing “the need for developing a digital business leadership whose driver is the increasing digitization of entire value chains.” It then develops “eight ... areas of action for the construction of a digital business leadership.” Four case studies (all from Europe) illustrate the building of a digital business leadership. A small but introspective chapter on change management encourages self-assessment as readers are asked to identify where their companies stand in the process of digital transformation. The book concludes with the aptly titled “Beginning Is the Most Difficult: Our Call to Action.” Each chapter includes references. There is a short preface before the table of contents.

The book has a very cogent and convincing flow. Its design and layout are excellent--particularly the graphics and the very professional looking figures. The figures representing memory box, think box, and act box are not only visually appealing, but help reinforce the book’s ideas. However, the four European case studies are not representative in terms of all business domains or geographies. For example, I would have loved to find a case study from Southeast Asia or Africa, as well as examples from mainstream business domains.

The authors rightly conclude that “the road to digital business leadership does not include a singular sprint.” It corresponds to a marathon, which requires endurance and a vision of effective digital business leadership. This book explains the need for a new management framework for digital business leadership. It will mostly appeal to practitioners rather than academia, because it gives “concrete recommendations for action to meet an increasingly digitally shaped business world.”