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PUBLICATIE

Digital IQ Survey 2015

Dual Disruption & Digital Competitiveness

Since 2007, our unique research has asked one simple question: What actions can leaders take to confirm their digital investments deliver and sustain value? To get to the answer, we study the practices and performance of global companies, drawn from the experience of nearly 2,000 business and technology executives. This year we have identified 10 critical attributes that correlate with stronger financial performance.

Top-performing companies are more deliberate in their digital strategy, innovation, and execution. They are more likely to have CEO commitment, strategic clarity, and shared understanding. They are more apt to take
a broad view when applying technology and identifying sources of innovation. And they are more prone to being skilled at turning their data into insight, proactive in cybersecurity, and consistent in measuring outcomes from digital investments. Those organizations that displayed these attributes—our Digital IQ® leaders— were twice as likely to achieve more rapid revenue and profit growth as the laggards in our study.

In addition to establishing the direct linkage between digital investment and corporate performance, our research revealed important trends about the nature of disruption and the barriers organizations face in its wake.

1. Digital for today’s business—not tomorrow’s.

Despite the market fervor, companies are not investing in technology to disrupt their own or other industries. They are almost entirely focused on applying digital to grow their existing business models and the short-sighted view is cause for concern.

2. Yet plenty of disruption occurring inside of organizations.

Leadership’s desire to capitalize on digital technology
is so strong that it’s disrupting the enterprise operating model, as evidenced by shifting spending patterns, new digital roles, and undefined working relationships.

3. And companies are held back by a slow-tech approach.

Staying ahead of both market and internal disruption requires thinking and acting more like a nimble startup. Companies need to accelerate productive cross- functional relationships, how they learn and partner, and skills development.

Our Digital IQ findings have never been more relevant. As organizations continue to invest heavily in digital technology, and customers, employees, shareholders, and boards raise their expectations, management teams are under pressure to translate that considerable investment into real returns. We believe that, first, leaders must have a clear understanding of today’s digital climate. Only then will they be equipped to set themselves up for superior performance in their current business—and ones they have yet to reimagine. 

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