what enables digital maturity? - amazon s3€¦ · 2011 2017 dig·i·tal (a) ma·tu·ri·ty (n)1...
TRANSCRIPT
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What enables
digital maturity?
“When my organization implements digital business initiatives, they tend to start as:”
Only 25% of companies would rate themselves
as digitally mature:
TOP RESPONSE
The role of digital business is:
Digitally maturing companies make digital core to their business.
Digitally maturing companies look far ahead when setting strategy.
Digitally maturing companies are better able to scale their experiments enterprise-wide.
They create an environment that enables digital maturity.
Digitally maturing companies cultivate a culture that supports change and attracts talent.
Those not receiving digital development opportunities are at risk of leaving.
Commitment and leadership are required
Early Developing Maturing
Note: Charts do not total 100 percent due to N/A responses
M O S T L Y S M A L L E X P E R I M E N T S
M O S T L Y B I G , E N T E R P R I S E - W I D E E F F O R T S
B O T H S M A L L & B I G E N T E R P R I S E - W I D E E X P E R I M E N T S
M O S T L Y S M A L L E X P E R I M E N T S
M O S T L Y B I G , E N T E R P R I S E - W I D E E F F O R T S
B O T H S M A L L & B I G E N T E R P R I S E - W I D E E X P E R I M E N T S
EARLY DEVELOPING MATURING
1 2 3 4 5 6 7 8 9 10
7%
11%
16%
13%
14% 14%
12%
8%
2%
3%
34% 41% 25%
58%
8%
20%
45%
10%11%
41%
35%
52%
10%
1 2 3 4 5 6 7 8 9 10
60%
50%
40%
30%
20%
Early Developing Maturing
CIO VP/DIRECTORSALESSTAFF
43%
29%31%
3% 2%
7%
SALES
7%
VP/
2%3%
DIRECTOR STAFF
29%31%
34% 30% 66%100%90%
70%
80%
60%
40%
50%
30%
10%
20%
DIGITAL ISONLY TALK
SUPPORTS SOME DIGITAL OBJECTIVES,
BUT IS NOT CORE
DIGITAL IS AT OUR CORE
Early Developing Maturing
1 2 3 4 5 6 7 8 9 10
We’ve been studying how companies are doing business in the digital age for six years.
What is digital maturity?
2011 2017
dig·i·tal (a) ma·tu·ri·ty (n)1\ˈdi-jə-təl\ \mə-ˈtur-ə-tē
1Merriam-Webster
Digital maturity goes beyond technology*, and is about how businesses are adapting in a digital environment.
To wit: Are they fundamentally changing what they do and how they do it in order to compete effectively?
*Any technology: mobile, social, cloud, analytics, AI, blockchain, etc.
SCALE OF 1-10
How digital is your organization?
leadership are required
43%
Success is made of three components:
Digitally maturing companies are twice as likely as early-stage companies to develop strategies with time horizons of five years or more
3xM O R E L I K E LY T O B E S U C C E S SFU L
LEADERSHAVE
V I S I O N
SEN
3xM O R E L I K E LY T O B E S U C C E S SFU L
PROVIDES E M PLO YE ES
O PPO R T UNITI ES T O DE VE LOP
SSSP
2xM O R E L I K E LY T O B E S U C C E S SFU L
COMMITSS UFF I C I ENT
T I M E , E NE RGY, & R E S O URCES
ST,
S
Cross-functional teams enabledigital progress.
O F M AT UR ING O R GA N IZ ATI ONS S AY T HE Y A R E I NCREAS INGLYC R O S S-FUNCTI ONAL
71%
Organization's digital initiatives are multiple times more likely to be successful/very successful when the organization:
Percentage who say their organization primarily drives digital business adoption and engagement internally through:
Percentage who plan to leave their company in one year or less given digital trends
2x
Mandating from management
Expecting employees to be motivated to embrace digital
business opportunities
Cultivating a strong digital business culture that strives for risk-taking, collaboration, agility,
and continuous learning
Company does provide opportunities to develop in a digital environment
Company does not provide opportunities to develop in a digital environment
V P / D I RECT ORS A R E
15xA S L I K E L Y T O L E A VE
I N O N E Y E A R
To succeed, you have to be dedicated to investment, change, talent development, and have a clear vision.
...and be committed to it.
2
To read the full report, visit www.dupress.com/digitalmaturityTo understand the challenges and opportunities associated with the use of social and digital business, MIT Sloan Management Review, in collaboration with Deloitte**, conducted a sixth annual survey of over 3,500 business executives, managers, and analysts from organizations around the world.**As used in this document, “Deloitte” means Deloitte Consulting LLP and Deloitte Services LP, which are separate subsidiaries of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of our legal structure. Certain services may not be available to attest clients under the rules and regulations of public accounting.
Deloitte University Press | “Achieving Digital Maturity” @DU_Press @DeloitteDigital @MITSMR #DigitalEvolution
©2017 Deloitte Development LLC. All rights reserved.Research data ©2017 Massachusetts Institute of Technology