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Moving digital transformation forward
The research 3,700 OVER Survey of business executives, managers, and analysts from organizations globally to understand ho...
“imagine an ideal organization transformed by digital technologies and capabilities that improve processes, engage talent ...
Digital maturity needs cultivation and vision INTERNALOBSTACLES ARETHEBIGGEST REASONCOMPANIES FALLBEHIND. The results: ©20...
Digitally maturing organizations typically experiment rapidly, take risks, invest in their own talent, and value soft skil...
Most organizations are still striving to reach maturing level Organization digital maturity (on a scale of 1–10) Source: 2...
Source: 2016 MIT SMR and Deloitte Digital business research feel their organizations are adequately preparing for disrupti...
“Many business leaders still believe that if your product exists in the physical world, you can't be digitally disrupted.”...
“That’sthewrongattitude.Any responsiblecompanytodayshould viewdigitaltechnologiesasameans tocreateamoreefficient organizat...
Talent Maturing companies develop from within. People who aren’t getting digital opportunities may leave. WAIT...WHERE’S E...
Source: 2016 MIT SMR and Deloitte Digital business research Talent gap is acute, and may grow MYORGANIZATION’S EMBRACEOFDI...
…and the war for digital talent is heating up; talent may take flight % who plan to leave their company in less than one y...
Culture Motivating cultural traits are shared across maturing companies. CORPORATEDIGITAL CULTUREMATTERS…ALOT. ©2016 Deloi...
Digitally maturing organizations adhere to a distinct culture mindset Source: 2016 MIT SMR and Deloitte Digital business r...
In-house talent becomes critical as you mature Source: 2016 MIT SMR and Deloitte Digital business research MATURING&DEVELO...
Digitally maturing companies are consistent in how they work across the enterprise ORGANIZATIONALCONGRUENCE INPUTS STRATEG...
Leadership Leaders with vision are critical to driving digital changes. STEADYAT THEHELM ©2016 Deloitte Development LLC. A...
Leadership requirements don’t change 18% FORWARD LOOKING20% TECHNOLOGY UNDERSTANDING CHANGE ORIENTED 18% TRANSFORMATIVE VI...
Effective change management is imperative to making the transformation from “doing” digital to “being” digital. ©2016 Delo...
Strategy Take a long-term view. Longer than that. No, even longer. WHEREDOYOU GOFROMHERE? ©2016 Deloitte Development LLC. ...
“Time frames greater than 10 years may be needed in a digital environment.” John Hagel, co-chairman of the Center for the ...
Digital strategies are evolving Source: 2016 MIT SMR and Deloitte Digital business research 23% 54% 81% 38% 64% 86% 34% 46...
Silicon Valley companies follow a ‘Zoom Out and Zoom In’ approach: Source: 2016 MIT SMR and Deloitte Digital business rese...
Toreadthefullreport,visit sloanreview.mit.edu/digital2016 To understand the challenges and opportunities associated with t...
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Moving digital transformation forward: Findings from the 2016 digital business global executive study and research report

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Are you ready for a digital future? Nearly 90 percent of managers and executives surveyed expect “great” or “moderate” digital disruption, but fewer than half say their organizations are adequately preparing. Companies can take steps toward digital maturity, though—without necessarily putting technologists in charge.

To read more and download the full report, visit: http://deloi.tt/2fnahoe

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Moving digital transformation forward: Findings from the 2016 digital business global executive study and research report

  1. 1. Moving digital transformation forward
  2. 2. The research 3,700 OVER Survey of business executives, managers, and analysts from organizations globally to understand how the digital enterprise is evolving 34% 66% Respondents were countries 131 27 industries org sizes Executives & subject matter specialists15 Feature report to be published United States other VARIOUS JULY2016 ©2016 Deloitte Development LLC. All rights reserved.Source: 2016 MIT SMR and Deloitte Digital business research
  3. 3. “imagine an ideal organization transformed by digital technologies and capabilities that improve processes, engage talent across the organization and drive new value- generating business models.” rate their company against that ideal on a scale of 1 to 10. Three maturity groups were observed, ‘early’ (1-3), ‘developing’ (4-6), and ‘maturing’ (7-10). Weasked respondentsto: Wethenasked themto: Source: 2016 MIT SMR and Deloitte Digital business research ©2016 Deloitte Development LLC. All rights reserved.
  4. 4. Digital maturity needs cultivation and vision INTERNALOBSTACLES ARETHEBIGGEST REASONCOMPANIES FALLBEHIND. The results: ©2016 Deloitte Development LLC. All rights reserved.
  5. 5. Digitally maturing organizations typically experiment rapidly, take risks, invest in their own talent, and value soft skills in leaders more than technology expertise.©2016 Deloitte Development LLC. All rights reserved.
  6. 6. Most organizations are still striving to reach maturing level Organization digital maturity (on a scale of 1–10) Source: 2016 MIT SMR and Deloitte Digital business research ©2016 Deloitte Development LLC. All rights reserved.
  7. 7. Source: 2016 MIT SMR and Deloitte Digital business research feel their organizations are adequately preparing for disruptions projected to occur in their industry due to digital trends of respondents believe digital technologies will disrupt their industry ©2016 Deloitte Development LLC. All rights reserved.
  8. 8. “Many business leaders still believe that if your product exists in the physical world, you can't be digitally disrupted.” Arun Sundararajan, professor of business at New York University and author of The Sharing Economy Source: 2016 MIT SMR and Deloitte Digital business research ©2016 Deloitte Development LLC. All rights reserved.
  9. 9. “That’sthewrongattitude.Any responsiblecompanytodayshould viewdigitaltechnologiesasameans tocreateamoreefficient organizationoradifferentformof customerengagement,irrespective ofhowphysicaltheproductmaybe.” Arun Sundararajan, professor of business at New York University and author of The Sharing Economy Source: 2016 MIT SMR and Deloitte Digital business research ©2016 Deloitte Development LLC. All rights reserved.
  10. 10. Talent Maturing companies develop from within. People who aren’t getting digital opportunities may leave. WAIT...WHERE’S EVERYONEGOING? ©2016 Deloitte Development LLC. All rights reserved.
  11. 11. Source: 2016 MIT SMR and Deloitte Digital business research Talent gap is acute, and may grow MYORGANIZATION’S EMBRACEOFDIGITAL ATTRACTSNEWTALENT (% of respondents agree/strongly agree) MYORGANIZATIONNEEDS NEWTALENTTOCOMPETE INTHEDIGITALECONOMY (% of respondents agree/strongly agree) Organizational Digital Maturity Respondents ©2016 Deloitte Development LLC. All rights reserved.
  12. 12. …and the war for digital talent is heating up; talent may take flight % who plan to leave their company in less than one year given digital trends: as many VP level leaders at risk of leaving in 6TIMES 1YEAR Source: 2016 MIT SMR and Deloitte Digital business research ©2016 Deloitte Development LLC. All rights reserved.
  13. 13. Culture Motivating cultural traits are shared across maturing companies. CORPORATEDIGITAL CULTUREMATTERS…ALOT. ©2016 Deloitte Development LLC. All rights reserved.
  14. 14. Digitally maturing organizations adhere to a distinct culture mindset Source: 2016 MIT SMR and Deloitte Digital business research ©2016 Deloitte Development LLC. All rights reserved.
  15. 15. In-house talent becomes critical as you mature Source: 2016 MIT SMR and Deloitte Digital business research MATURING&DEVELOPING COMPANIESTENDTOFIRST LOOKINSIDE,NOTOUT 1. Hire Contractors/ Consultants Develop Employees Develop Employees 2. Don't know External Relationships Recruit Digital Employees 3. External Relationships Hire Contractors/ Consultants External Relationships 4. Develop Employees Recruit Digital Employees Recruit Digital Leaders How is your organization primarily strengthening digital innovation capabilities? ©2016 Deloitte Development LLC. All rights reserved.
  16. 16. Digitally maturing companies are consistent in how they work across the enterprise ORGANIZATIONALCONGRUENCE INPUTS STRATEGY TASKS STRUCTURE PEOPLE CULTURE OUTPUTS Continuous feedback; learning and adapting Based on concepts from A Model for Diagnosing Organizational Behavior, David Nadler, Michael Tushman, American Management Association. ©2016 Deloitte Development LLC. All rights reserved.
  17. 17. Leadership Leaders with vision are critical to driving digital changes. STEADYAT THEHELM ©2016 Deloitte Development LLC. All rights reserved.
  18. 18. Leadership requirements don’t change 18% FORWARD LOOKING20% TECHNOLOGY UNDERSTANDING CHANGE ORIENTED 18% TRANSFORMATIVE VISION 22% Source: 2016 MIT SMR and Deloitte Digital business research REGARDLESSOFMATURITYLEVEL,ARANGEOFSKILLSAREVALUED ©2016 Deloitte Development LLC. All rights reserved.
  19. 19. Effective change management is imperative to making the transformation from “doing” digital to “being” digital. ©2016 Deloitte Development LLC. All rights reserved.
  20. 20. Strategy Take a long-term view. Longer than that. No, even longer. WHEREDOYOU GOFROMHERE? ©2016 Deloitte Development LLC. All rights reserved.
  21. 21. “Time frames greater than 10 years may be needed in a digital environment.” John Hagel, co-chairman of the Center for the Edge at Deloitte ©2016 Deloitte Development LLC. All rights reserved.Source: 2016 MIT SMR and Deloitte Digital business research
  22. 22. Digital strategies are evolving Source: 2016 MIT SMR and Deloitte Digital business research 23% 54% 81% 38% 64% 86% 34% 46% 52% Clear and coherent Integrated into overall company strategy Forward looking (2 years or greater) …BUTDIGITALSTRATEGIESEVENFORMATURINGCOMPANIESMAYNOTLOOKLONGENOUGHINTOTHEFUTURE. Company’s digital maturity level: My company’s digital strategy is… ©2016 Deloitte Development LLC. All rights reserved.
  23. 23. Silicon Valley companies follow a ‘Zoom Out and Zoom In’ approach: Source: 2016 MIT SMR and Deloitte Digital business research Consider Address the next time horizon by defining what the market will likely look like and what customers will expect. and identify the two or three business initiatives that will have the greatest potential to accelerate movement toward the longer-term destination. ©2016 Deloitte Development LLC. All rights reserved.
  24. 24. Toreadthefullreport,visit sloanreview.mit.edu/digital2016 To understand the challenges and opportunities associated with the use of social and digital business, MIT Sloan Management Review, in collaboration with Deloitte*, conducted a fifth annual survey of over 3,700 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 the legal structure of Deloitte LLP and its subsidiaries. Certain services may not available to attest clients under the rules and regulations of public accounting. Deloitte University Press |“Aligning the Organization for Its Digital Future” @DU_Press @DeloitteDigital @MITSMR #digitalevolution ©2016 Deloitte Development LLC. All rights reserved.

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