Findings from the 2016 digital business global executive study and research report

Moving digital
transformation
forward

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

“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.

Digital
maturity
needs
cultivation
and vision
INTERNALOBSTACLES
ARETHEBIGGEST
REASONCOMPANIES
FALLBEHIND.
The results:
©2016 Deloitte Development LLC. All rights reserved.

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.

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
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

“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

“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

Talent
Maturing companies develop from within.
People who aren’t getting digital
opportunities may leave.
WAIT...WHERE’S
EVERYONEGOING?

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

…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

Culture
Motivating cultural traits are shared
across maturing companies.
CORPORATEDIGITAL
CULTUREMATTERS…ALOT.

Digitally maturing
organizations adhere to a
distinct culture mindset

In-house talent
becomes critical as
you mature
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?

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.

Leadership
Leaders with vision are critical
to driving digital changes.
STEADYAT
THEHELM

Leadership requirements don’t change
18%
FORWARD
LOOKING20%
TECHNOLOGY
UNDERSTANDING
CHANGE
ORIENTED 18%
TRANSFORMATIVE
VISION 22%
REGARDLESSOFMATURITYLEVEL,ARANGEOFSKILLSAREVALUED

Effective change
management is
imperative to making
the transformation
from “doing” digital
to “being” digital.

Strategy
Take a long-term view.
Longer than that.
No, even longer.
WHEREDOYOU
GOFROMHERE?

“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

Digital strategies are evolving
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…

Silicon Valley companies follow a
‘Zoom Out and Zoom In’ approach:
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.

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

Findings from the 2016 digital business global executive study and research report

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Findings from the 2016 digital business global executive study and research report