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The 2016State of
DIGITAL
TRANSFORMATION
By Brian Solis with Jaimy Szymanski
Includes survey data from 528 digital transformation leaders and strategists
PREVIEW COPY
Digital Darwinism continues to impact businesses as technology
and societies evolve. As a result, organizations are moving away
from “business as usual” as they pursue digital transformation
to compete. Today, companies are undergoing varying extents
of modernization, with systems, models, processes, and
architectures advancing along the way.
In the second edition of our “State of Digital transformation”
research, we set out to learn how companies are changing and
the challenges and opportunities they face while doing so. The
data and insights in this report are based on the input of more
than 500 digital transformation strategists and executives who
are leading change within their organizations. This year, we are
seeing companies evolve, with some changing faster and deeper
than others. But, what’s most clear is, two years after our previous
industry overview, companies are still facing significant challenges
to operate in a digital economy.
We learned that efforts in customer experience often serve as
the heart and soul of digital transformation, as we also saw in
2014. At the same time, many organizations continue to wrestle
with the balance of technology and organizational priorities to
define a collaborative and productive path toward change. In
many ways, IT remains influential in driving digital transformation.
As a result, companies are still prioritizing technology ahead
2
EXECUTIVE SUMMARY
of customer-centricity and investing in front- and back-office
solutions without a clear understanding of customer expectations,
preferences, or values. IT is the department most frequently
included in digital Centers of Excellence (CoEs), and updating
information technology is currently the second-highest priority in
terms of digital transformation initiatives.
But, focusing on customer experience (CX) through the lens of
technology has its limitations. For example, in 2014 we found
that 88% of companies were undergoing digital transformation
as a means to improve CX, but only 25% had mapped their
customer journeys.1
In 2016, companies are making progress,
but customer-centricity still appears to be more about words
than actions. Although CX remains a top driver of digital
transformation, only half of the companies we studied have
mapped or are mapping the customer journey. While CX
mapping is becoming more prominent, it still must gain greater
traction to counterbalance (and give purpose to) investments in
technology roadmaps.
In 2016, innovation has become a key priority in digital
transformation efforts. This trend is rapidly gaining momentum as
companies look to the startup ecosystem as a means to innovate
and tap into the new expertise and talent often missing from more
traditional organizations.
PREVIEW COPY
CX remains the top driver of digital transformation, but IT and
marketing still influence technology investments (even without fully understanding
customer behaviors and expectations).
Fifty-five percent of those responsible for digital transformation
cite “evolving customer behaviors and preferences” as their
primary catalyst.
Only half (54%) of survey respondents have completely mapped
out the customer journey within the last year or are in the process of doing so.
A mere 20% of digital transformation leaders are studying the
mobile customer journey and/or designing for real-time “micro moments” in
addition to customer journey work.
The top three digital transformation initiatives at organizations
today are accelerating innovation (81%); modernized IT infrastructure with
increased agility, flexibility, management, and security (80%); and improving
operational agility to more rapidly adapt to change (79%).
Digital transformation is largely led by the CMO (34%).
Just 29% of companies have a multi-year roadmap to guide digital
transformation evolution.
REPORT
HIGHLIGHTS
3
PREVIEW COPY
DEFINING DIGITAL TRANSFORMATION
Over our years of digital transformation research, we’ve learned that there are many
definitions for the topic depending on who you talk to in the ecosystem. And, when
rooted in the context of CX efforts, digital transformation carries even broader
implications and opportunities for companies. Based on interviews with digital and
innovation leaders over the past few years, we continually adapt our definition to reflect
its current state and direction. For this report, we define digital transformation as:
The realignment of or investment in new technology, business models,
and processes to drive value for customers and employees and more effectively compete
in an ever-changing digital economy.
4
Executives are going “all in” on exploring the impact and potential of digital on their
companies and markets. To what extent these companies change, and how quickly, is
dependent on a variety of elements ranging from culture to expertise to insights, and
everything in between.
Digital transformation is working its way from the edges of the organization to the
middle. Disparate efforts throughout the company, whether it’s IT, marketing, or
innovation, are starting to unite around a common effort to organize work, align
executives and direction, and reframe business models. One of the driving factors
behind those cross-functional efforts is CX.
THE 2016 STATE OF
DIGITAL TRANSFORMATION
4
PREVIEW COPY
Companies look to customer behavior
to inform and lead change, which puts
CX at the heart of accelerating digital
transformation initiatives. More than half
(55%) of those responsible for digital
transformation cite “evolving customer
behaviors and preferences” as their top
driver of digital transformation (see Figure 1).
But it’s not just about chasing digital
customers. As technology and customer
behavior evolve, businesses are
identifying new ways to increase reach,
revenue, and impact.
Fifty-three percent cite “growth
opportunities in new markets” as a driver
to not only reach existing customers in
better ways, but also to expand markets.
The better companies understand digital
customers, identify new markets, and
increase digital literacy, the more they
earn significant competitive advantages.
This causes pressure for other companies
to respond. Almost half of those surveyed
(49%) cited “increased competitive
pressure” as driving their efforts.
CX CONTINUES TO DRIVE
DIGITAL TRANSFORMATION EFFORTS
FIGURE 1.
TOP DRIVERS OF DIGITAL
TRANSFORMATION
Question: What are the key drivers
of digital transformation within
your organization? Drivers are
trends or factors that
catalyze change.
5
Evolving
customer
behaviors and
preferences
55%
Growth
opportunities
in new markets
53%
Increased
competitive
pressure
49%
New
standards in
regulatory and
compliance
42%
PREVIEW COPY
In 2016, we introduced the digital transformation OPPOSITE framework based on three
years of interviews with executives who are gaining traction in driving mature digital
transformation initiatives.2
OPPOSITE (see Appendix) is an acronym that represents a
step-by-step approach companies can take to accelerate and unify efforts around digital
transformation. These steps are based on a series of people-centric best practices, which
represent Orientation, People, Processes, Objectives, Structure, Insights and Intent,
Technology, and Execution. Specifically, we learned those companies that invested in
better understanding the customer experience, as well as the digital and mobile journeys,
were able to identify actionable insights and purpose. We found parallel trends and best
practices emerged in our 2016 State of Digital Transformation survey data.
MORE COMPANIES ARE MAPPING
THE DIGITAL CUSTOMER JOURNEY
In 2014, only 25% of companies undergoing digital transformation had mapped the
customer journey and had a clear understanding of new or underperforming digital
touchpoints. Yet, 88% cited CX as the driver for change. Technology was widely viewed at
the time as the solution for change. But now, businesses are investing in a customer-centric
approach that offers insights, purpose, and direction.
Today, 54% of survey respondents have completely mapped out or are in the process
of mapping out the customer journey (within the last year). That’s more than double the
figure from only two years ago. These companies do so to find the data to define and
prioritize their digital transformation roadmap.
Even though this is progress, to date only half (52%) of companies currently have a
customer research program in place to better understand digital customer behaviors.
DIGITAL TRANSFORMATION
BEST PRACTICES
6
PREVIEW COPY
7
PREVIEW COPY
TO DOWNLOAD THIS REPORT IN FULL
AT NO COST, PLEASE VISIT OUR WEBSITE AT
http://www2.prophet.com/The-2016-State-of-Digital-Transformation

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2016 State of Digital Transformation Survey Highlights

  • 1. The 2016State of DIGITAL TRANSFORMATION By Brian Solis with Jaimy Szymanski Includes survey data from 528 digital transformation leaders and strategists PREVIEW COPY
  • 2. Digital Darwinism continues to impact businesses as technology and societies evolve. As a result, organizations are moving away from “business as usual” as they pursue digital transformation to compete. Today, companies are undergoing varying extents of modernization, with systems, models, processes, and architectures advancing along the way. In the second edition of our “State of Digital transformation” research, we set out to learn how companies are changing and the challenges and opportunities they face while doing so. The data and insights in this report are based on the input of more than 500 digital transformation strategists and executives who are leading change within their organizations. This year, we are seeing companies evolve, with some changing faster and deeper than others. But, what’s most clear is, two years after our previous industry overview, companies are still facing significant challenges to operate in a digital economy. We learned that efforts in customer experience often serve as the heart and soul of digital transformation, as we also saw in 2014. At the same time, many organizations continue to wrestle with the balance of technology and organizational priorities to define a collaborative and productive path toward change. In many ways, IT remains influential in driving digital transformation. As a result, companies are still prioritizing technology ahead 2 EXECUTIVE SUMMARY of customer-centricity and investing in front- and back-office solutions without a clear understanding of customer expectations, preferences, or values. IT is the department most frequently included in digital Centers of Excellence (CoEs), and updating information technology is currently the second-highest priority in terms of digital transformation initiatives. But, focusing on customer experience (CX) through the lens of technology has its limitations. For example, in 2014 we found that 88% of companies were undergoing digital transformation as a means to improve CX, but only 25% had mapped their customer journeys.1 In 2016, companies are making progress, but customer-centricity still appears to be more about words than actions. Although CX remains a top driver of digital transformation, only half of the companies we studied have mapped or are mapping the customer journey. While CX mapping is becoming more prominent, it still must gain greater traction to counterbalance (and give purpose to) investments in technology roadmaps. In 2016, innovation has become a key priority in digital transformation efforts. This trend is rapidly gaining momentum as companies look to the startup ecosystem as a means to innovate and tap into the new expertise and talent often missing from more traditional organizations. PREVIEW COPY
  • 3. CX remains the top driver of digital transformation, but IT and marketing still influence technology investments (even without fully understanding customer behaviors and expectations). Fifty-five percent of those responsible for digital transformation cite “evolving customer behaviors and preferences” as their primary catalyst. Only half (54%) of survey respondents have completely mapped out the customer journey within the last year or are in the process of doing so. A mere 20% of digital transformation leaders are studying the mobile customer journey and/or designing for real-time “micro moments” in addition to customer journey work. The top three digital transformation initiatives at organizations today are accelerating innovation (81%); modernized IT infrastructure with increased agility, flexibility, management, and security (80%); and improving operational agility to more rapidly adapt to change (79%). Digital transformation is largely led by the CMO (34%). Just 29% of companies have a multi-year roadmap to guide digital transformation evolution. REPORT HIGHLIGHTS 3 PREVIEW COPY
  • 4. DEFINING DIGITAL TRANSFORMATION Over our years of digital transformation research, we’ve learned that there are many definitions for the topic depending on who you talk to in the ecosystem. And, when rooted in the context of CX efforts, digital transformation carries even broader implications and opportunities for companies. Based on interviews with digital and innovation leaders over the past few years, we continually adapt our definition to reflect its current state and direction. For this report, we define digital transformation as: The realignment of or investment in new technology, business models, and processes to drive value for customers and employees and more effectively compete in an ever-changing digital economy. 4 Executives are going “all in” on exploring the impact and potential of digital on their companies and markets. To what extent these companies change, and how quickly, is dependent on a variety of elements ranging from culture to expertise to insights, and everything in between. Digital transformation is working its way from the edges of the organization to the middle. Disparate efforts throughout the company, whether it’s IT, marketing, or innovation, are starting to unite around a common effort to organize work, align executives and direction, and reframe business models. One of the driving factors behind those cross-functional efforts is CX. THE 2016 STATE OF DIGITAL TRANSFORMATION 4 PREVIEW COPY
  • 5. Companies look to customer behavior to inform and lead change, which puts CX at the heart of accelerating digital transformation initiatives. More than half (55%) of those responsible for digital transformation cite “evolving customer behaviors and preferences” as their top driver of digital transformation (see Figure 1). But it’s not just about chasing digital customers. As technology and customer behavior evolve, businesses are identifying new ways to increase reach, revenue, and impact. Fifty-three percent cite “growth opportunities in new markets” as a driver to not only reach existing customers in better ways, but also to expand markets. The better companies understand digital customers, identify new markets, and increase digital literacy, the more they earn significant competitive advantages. This causes pressure for other companies to respond. Almost half of those surveyed (49%) cited “increased competitive pressure” as driving their efforts. CX CONTINUES TO DRIVE DIGITAL TRANSFORMATION EFFORTS FIGURE 1. TOP DRIVERS OF DIGITAL TRANSFORMATION Question: What are the key drivers of digital transformation within your organization? Drivers are trends or factors that catalyze change. 5 Evolving customer behaviors and preferences 55% Growth opportunities in new markets 53% Increased competitive pressure 49% New standards in regulatory and compliance 42% PREVIEW COPY
  • 6. In 2016, we introduced the digital transformation OPPOSITE framework based on three years of interviews with executives who are gaining traction in driving mature digital transformation initiatives.2 OPPOSITE (see Appendix) is an acronym that represents a step-by-step approach companies can take to accelerate and unify efforts around digital transformation. These steps are based on a series of people-centric best practices, which represent Orientation, People, Processes, Objectives, Structure, Insights and Intent, Technology, and Execution. Specifically, we learned those companies that invested in better understanding the customer experience, as well as the digital and mobile journeys, were able to identify actionable insights and purpose. We found parallel trends and best practices emerged in our 2016 State of Digital Transformation survey data. MORE COMPANIES ARE MAPPING THE DIGITAL CUSTOMER JOURNEY In 2014, only 25% of companies undergoing digital transformation had mapped the customer journey and had a clear understanding of new or underperforming digital touchpoints. Yet, 88% cited CX as the driver for change. Technology was widely viewed at the time as the solution for change. But now, businesses are investing in a customer-centric approach that offers insights, purpose, and direction. Today, 54% of survey respondents have completely mapped out or are in the process of mapping out the customer journey (within the last year). That’s more than double the figure from only two years ago. These companies do so to find the data to define and prioritize their digital transformation roadmap. Even though this is progress, to date only half (52%) of companies currently have a customer research program in place to better understand digital customer behaviors. DIGITAL TRANSFORMATION BEST PRACTICES 6 PREVIEW COPY
  • 7. 7 PREVIEW COPY TO DOWNLOAD THIS REPORT IN FULL AT NO COST, PLEASE VISIT OUR WEBSITE AT http://www2.prophet.com/The-2016-State-of-Digital-Transformation