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The 300 Essential Stats on Business & Digital Transformation You Need to Know: Part II - Direction/Leadership Edition (Wikibrands 2019 version)

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The biggest compendium on business & digital transformation available online - curated and assembled by Wikibrands (wiki-brands.com) - the first on-demand transformation and futureproofing firm helping organizations achieve their better futures.

This is the second of 6 editions focused on the direction, leadership and strategic aspects of business transformation.

Follow us at: @wikibrandsFT / @wikibrands and
Track our hashtag: #transformation300

Published in: Business

The 300 Essential Stats on Business & Digital Transformation You Need to Know: Part II - Direction/Leadership Edition (Wikibrands 2019 version)

  1. 1. Curated by Managing Director Sean Moffitt @SeanMoffitt and the @Wikibrands Transformation Collective    The 300 Essential 2019 Statistics on: Business & Digital Transformation Leading insights, foresights & Best Practices for Accelerating Business Change & Digital Maturity WIKIBRANDS The Transformation & Futureproofing Experts www.wiki-brands.com PART 2 – THE DIRECTION, LEADERSHIP & STRATEGY EDITION
  2. 2. THE BIGGEST COMPENDIUM OF BUSINESS TRANSFORMATION AND FUTUREPROOFING STATS AVAILABLE #TRANSFORMATION300
  3. 3. Our Insight-filled, Data-based Special Sauce ▶  Variety & Credibility - Distilled from 30 different reputable sources including 5+ of our own proprietary studies. ▶  Current - All 2017 and 2018-based statistics. ▶  Holistic - Deals with business transformation from 15 key relevant facets. ▶  Digitally-Savvy – Acknowledges the power of digital and technology to transform business in the connected age. ▶  Helpful – Designed to make the case for your business change, digital transformation and any angle of opposition to change.
  4. 4. www.wiki-brands.com
  5. 5. “The future is so VUCA(volatile, uncertain, complex, ambiguous). Companies really only have three choices for sustainable marketplace advantage. You can anticipate better and futureproof. You can disrupt the market and innovate. Or you can disrupt yourself and transform. Choose one, or all three, but do it now.” Sean Moffitt, Managing Director, Wikibrands
  6. 6. 15 Facets of Business Transformation ▶  Overall  Business  Transforma1on     1  Leadership,  Governance  &  Sponsorship     2  Purpose,  Vision  &  Strategy  Transforma1on   3  Change  Management  and  Organiza1onal  Commitment   4  Technology  &  Digital  Transforma1on   5  Digitaliza1on  &  Process  Transforma1on   6  Data,  Analy1cs  &  Key  Metrics   7  Culture  &  Values  Transforma1on   8  Talent  Transforma1on   9  Performance  Management  Transforma1on   10  Customer  Experience.  Touchpoints  &  Engagement     11  Brand  &  Content  Transforma1on   12  Channel  &  Commerce  Transforma1on   13  Business  Model,  Product  &  Services  Innova1on   14  Product  &  Services  Innova1on   15  Futureproofing  &  Marketplace  Foresight   WIKIBRANDS The Transformation & Futureproofing Experts
  7. 7. For the full deck of insights and foresights, become a Futureproofer : http://bit.ly/thefutureproofers
  8. 8. 12 Business Transformation Facets 1  Overall  Business  Transforma1on  &    Impera1ves     2  Digital  Transforma1on   3  Technology  Transforma1on   4  Purpose,  Vision  &  Strategy  Transforma1on   5  Leadership  &  Governance  Transforma1on   6  Brand  &  Content  Transforma1on   7  Customer  Experience  &  Engagement  Transforma1on   8  Talent  Transforma1on   9  Culture  Transforma1on   10  Opera1onal  Transforma1on   11  Innova1on  Transforma1on   12  Futureproofing  &  Foresight  Transforma1on   1. Leadership & Governance Transformation WIKIBRANDS The LEADERSHIP Transformation Experts
  9. 9. Transforma)on  Stat  #21  -­‐  Leadership  Support:   Leadership/Execu1ve  Support  is   the  biggest  enabler  of  innova1on.   Source:  Innova1on  Leader/KPMG,  2018   #LEADERSHIPTRANSFORMATION
  10. 10. Transforma)on  Stat  #22  –  Post-­‐modern  Leadership:   Traits  of  Great  Leadership:                        Front  Lines’  Ra1ng                              Leaders’  Ra1ng   #1                  Having  Integrity                                      Strong  Ethics   #2                    Being  Decisive                  Goal/Expecta1on  Se^ng   #3        Great  Communica1on                                Flexibility   Source:  Britain  Thinks/Sunnie  Giles,  2018   #LEADERSHIPTRANSFORMATION
  11. 11. Transforma)on  Stat  #23  -­‐  Digital  Leadership  Traits:   An  effec1ve  tech  &  digital  leader   needs  to  have:   #1  Change  Management  &  Transforma1on  Skills   #2  Innova1ve  &  Think  Out  of  the  Box   #3  Insight  for/Voice  of  the  Customer   #4  Technology  &  Digital  Media  Understanding     Source:  Wikibrands’  Digital  Periscope,  2018   #LEADERSHIPTRANSFORMATION
  12. 12. Transforma)on  Stat  #24  –  Board-­‐level,  Area  of  Concern:   17%  of  companies  say  that  digital   disrup1on  is  not  seen  as  worthy   of  board-­‐level  aeen1on,  down   from  45%  just  two  years  ago.   Source:  Digital  Vortex,  2017  &  2015     #LEADERSHIPTRANSFORMATION
  13. 13. Transforma)on  Stat  #25  -­‐  Board  Level  Digital  Radar:   Only  30%  of  boards  are  good  at   an1cipa1ng  evolving  technology   and  market  trends;     only  17%  of  boards  have   technology-­‐focused  directors.     Source:  PwC/BoardEx,  2017   #LEADERSHIPTRANSFORMATION
  14. 14. Transforma)on  Stat  #26    –  Leadership-­‐driven  Growth:   78%  of  CEOs  don’t  believe  their   leaders  are  excellent  at  driving   growth;  70%  are  concerned  about   the  digital  skills  of  their  senior   leadership  team.   Source:  Strategy&  and  PwC,  2017/18   #LEADERSHIPTRANSFORMATION
  15. 15. Transforma)on  Stat  #27    –  CEOs  Personally  Invested:   Almost  three  quarters  of  CEOs   are  personally  prepared  to  lead   their  organiza1on  through  radical   transforma1on  of  their  business   model.   Source:  KPMG,  2018   #LEADERSHIPTRANSFORMATION
  16. 16. Transforma)on  Stat  #28  -­‐  Leaders  as  Role  Models:   68%  of  CEOs  are  champions  of   digital  technologies;  only  33%   were  in  2007.   Source:  PwC  Digital  IQ,  2007,  2017   #LEADERSHIPTRANSFORMATION
  17. 17. Transforma)on  Stat  #29  -­‐    Who  leads  Transforma)on?:   Execu1ve  responsible  for  digital   transforma1on  ini1a1ves:   CIO  37%   CEO  20%   COO  13%   CDO  9%   CMO  2%   CSO  2%   Source:  Centric  Digital,  2017   #LEADERSHIPTRANSFORMATION
  18. 18. Transforma)on  Stat  #30  -­‐    Transforma)onal  Leadership  Focus:   The  transforma1onal  leader   should  spend  the  most  amount  of   1me  invested  in  learning:   #1  The  Customers  –  needs,  experiences,  touchpoints,  journeys   #2  Leadership–alignment,  commitment,  dynamics,  biases,  how  things  get  done   #3  Organiza1onal  Culture–the  whys,  values  and  ways   #4  The  Marketplace–trends,  compe11on  and  success  factors     Source:  Wikibrands  Digital  Transforma1on  Playbook  2018   #LEADERSHIPTRANSFORMATION
  19. 19. Transforma)on  Stat  #31  -­‐    C-­‐Suite  Cogni)ve  Dissonance:   2/3rds  of  leaders  believe  they   understand  digital  strategy,  yet   only  1/3  of  their  senior  managers   agree.   Source:  Forrester,  2017   #LEADERSHIPTRANSFORMATION
  20. 20. Transforma)on  Stat  #32    Influencing  Leadership:   My  company  needs  to  find  new   leaders  to  succeed  in  the  digital  age:   65%  strongly  agree/agree;     64%  of  digitally  maturing  companies   are  effec1vely  developing  leaders  but   only  14%  of  early  stage  digital   companies  are  doing  the  same.   Source:  Deloiee  2018`   #LEADERSHIPTRANSFORMATION
  21. 21. Transforma)on  Stat  #33  –  Senior-­‐level  Capabili)es:   Leadership  has  requisite  skills  to   guide  strategy:   In  digitally  mature  companies  –   86%  agree,   In  digitally  lagging  companies  –   4%  agree.       Source:  Deloiee,  2017   #LEADERSHIPTRANSFORMATION
  22. 22. Transforma)on  Stat  #34  -­‐  Senior  Level  Digital  Radar:   Leadership  understands   technology  and  trends:   In  digitally  mature  companies  –   96%  agree,   In  digitally  lagging  companies  –   7%  agree.       Source:  Deloiee,  2017   #LEADERSHIPTRANSFORMATION
  23. 23. Transforma)on  Stat  #35    Influencing  Leadership:   The  third  toughest  job  in   technology  &  digital  is     influencing  leadership  vision,   understanding  and/or  roadblocks   Source:  Wikibrands’  Digital  Periscope,  2018   #LEADERSHIPTRANSFORMATION
  24. 24. Transforma)on  Stat  #36  -­‐  Governance:   52%  of  business  leaders  plan  to   increase  new  digital  governance  in   the  next  12  months.   Source:  Accenture,  2017   #LEADERSHIPTRANSFORMATION
  25. 25. Transforma)on  Stat  #37-­‐  Agile  vs.  Bureaucra)c  Benefits   The  biggest  differences  between   corporate  agile  environments  and   bureaucra1c  environments:   Rapid  itera1on/experimenta1on  +52  pts.   Technology,  systems  and  tools  +45  pts.   Con1nuous  learning  +44  pts.   Sensing  &  seizing  opportuni1es  +40  pts.   Role  mobility  +40  pts.   Source:  McKinsey,  2017   #LEADERSHIPTRANSFORMATION
  26. 26. Transforma)on  Stat  #38  –  Agile  vs.  Startup  Benefits:   The  biggest  differences  between   corporate  agile  environments  and   start-­‐up  environments:   Shared  &  servant  leadership  +36  pts.   Ac1onable  strategic  guidance  +  34  pts.   Performance  orienta1ons  +  34  pts.   Cohesive  community  +33  pts.   Fit-­‐for-­‐purpose  Accountability  +  33  pts.       Source:  McKinsey,  2017   #LEADERSHIPTRANSFORMATION
  27. 27. Transforma)on  Stat  #39–  The  Power  of  Listening:   Listening  to  stakeholder  needs   leads  to  75%  more  success  in  the   CEO  role   Source:  University  of  Chicago,    2017   #LEADERSHIPTRANSFORMATION
  28. 28. Transforma)on  Stat  #40  -­‐    Connected  Networks:   The  average  CEO  Linkedin   connec1ons  =  910,   The  average  LinkedIn  member   connec1ons  =  394.     Source:  LinkedIn,  2018   #LEADERSHIPTRANSFORMATION
  29. 29. 7 REASONS WIKIBRANDS… …IS BETTER
  30. 30. 12 Business Transformation Facets 1  Overall  Business  Transforma1on  &    Impera1ves     2  Digital  Transforma1on   3  Technology  Transforma1on   4  Purpose,  Vision  &  Strategy  Transforma1on   5  Leadership  &  Governance  Transforma1on   6  Brand  &  Content  Transforma1on   7  Customer  Experience  &  Engagement  Transforma1on   8  Talent  Transforma1on   9  Culture  Transforma1on   10  Opera1onal  Transforma1on   11  Innova1on  Transforma1on   12  Futureproofing  &  Foresight  Transforma1on   2. Purpose, Vision & Strategy Transformation WIKIBRANDS The STRATEGIC Transformation Experts
  31. 31. Transforma)on  Stat  #41–  Aligned  &  Bold  Vision:   The  #1  driver  to  master  an   organiza1on’s  transforma1on   “Aligned/Bold  Vision,  Purpose     &  Strategy”.   Source:  Wikibrands  Digital  Periscope,  2018   #strategyTRANSFORMATION
  32. 32. Transforma)on  Stat  #42–  Codifying  Strategy:   37%  of  today’s  businesses  believe   they  have  a  well-­‐defined   transforma1on  &  innova1on   strategy.   Source:  PwC,  2017   #strategyTRANSFORMATION
  33. 33. Transforma)on  Stat  #43–  Biggest  Impasse:   The  majority  of  mainstream   companies  find  the  biggest   obstacles  to  digital  transforma1on   are  “too  many  priori1es”  and  “lack   of  strategy”.   Source:  Deloiee,  2017   #strategyTRANSFORMATION
  34. 34. Transforma)on  Stat  #44–  Change  Failure:   60%  of  digital  transforma1ons  will   not  be  able  to  scale  because  of   lack  of  strategic  architecture.   Source:  IDC,  2017   #strategyTRANSFORMATION
  35. 35. Transforma)on  Stat  #45  –  Wrong  Target:   The  key  indicator  of  digital   immature  companies  is  they  look   to  digital  to  increase  efficiencies,   not  to  drive  customer  experience,   topline  growth  or  business   transforma1on.   Source:  Deloiee,  2017   #strategyTRANSFORMATION
  36. 36. Transforma)on  Stat  #46  –  Digital  Prominence  in  Strategy:   67%  of  the  Global  2000  will  have   digital  transforma1on  at  the   centre  of  their  corporate  strategy   by  2018   Source:  IDC,  2017   #strategyTRANSFORMATION
  37. 37. Transforma)on  Stat  #47    –  Digital/Organiza)onal  Alignment:   Only  1  in  3  business  leaders  agree   that  their  digital  priori1es  are  fully   aligned  with  their  organiza1onal   priori1es.   Source:  Fujitsu,  2017   #strategyTRANSFORMATION
  38. 38. Transforma)on  Stat  #48    –  Digital  Strategy  Implementa)on:   The  second  biggest  challenge  of   digital  transforma1on  efforts  is   implemen1ng  digital  strategy   organiza1on-­‐wide.     Source:  The  CIO  Report,  2017   #strategyTRANSFORMATION
  39. 39. Transforma)on  Stat  #49    –  Vision  Dis)nc)vity  &  Impact:   The  most  common  values/table   stakes  of  companies’  vision   statements:   Integrity,  Respect,    Innova1on,  Teamwork,  Excellence,   Customer-­‐focus,  Trust,  Diversity,  Accountability,  Openness,   Quality,  Honesty,  Passion,  Safety,  Community,  Service,   Collabora1on,  Responsibility,  People,  Commitment.     Source:  Forty,  2018   #strategyTRANSFORMATION
  40. 40. Transforma)on  Stat  #50    –  What  Keeps  CEOs  Up  at  Night:   Top  strategic-­‐level  uncertain1es   in  a  company’s  future  growth   according  to  CEOs:   #1  Over-­‐regula1on   #2  Terrorism   #3  Geopoli1cal  Stability   #4  Cyber  Threats   #5  Availability  of  key  skills   #6  Speed  of  tech  change.     Source:  PwC  CEO  Survey,  2018   #strategyTRANSFORMATION
  41. 41. Transforma)on  Stat  #51    -­‐  Longer  Term  Strategic  Perspec)ve:   30%  of  digitally  mature   organiza1ons  have  a  strategic   planning  horizon  of  5+  years,  only   13%  of  early  digital  companies  do.   Source-­‐  MIT  SMR,  2017   #strategyTRANSFORMATION
  42. 42. Transforma)on  Stat  #52    –  Guiding  Purpose:   Companies  with  a  strong  sense  of   purpose  cause  people  to  believe   they  can  stay  ahead  of  industry   disrup1ons     (83%  agreement  vs.  42%  companies  without  strong  purpose).     Source:  Deloiee,  2017   #strategyTRANSFORMATION
  43. 43. Transforma)on  Stat  #53    -­‐  Mission  has  a  Margin:   90%  of  execu1ves  recognize  the   importance  of  “an  aspira1onal   reason  for  being  which  inspires  and   provides  a  call  to  ac1on  for  an   organiza1on,  and  provides  a   benefit  to  society.”     Source:  EY  Beacon,  2018   Consult wikibrands for putting into your purpose
  44. 44. www.wiki-brands.com
  45. 45. 12 Business Transformation Facets1  Overall  Business  Transforma1on  &    Impera1ves     2  Digital  Transforma1on   3  Technology  Transforma1on   4  Purpose,  Vision  &  Strategy  Transforma1on   5  Leadership  &  Governance  Transforma1on   6  Brand  &  Content  Transforma1on   7  Customer  Experience  &  Engagement  Transforma1on   8  Talent  Transforma1on   9  Culture  Transforma1on   10  Opera1onal  Transforma1on   11  Innova1on  Transforma1on   12  Futureproofing  &  Foresight  Transforma1on   3. Change management & Organizational COMMITMENT WIKIBRANDS The CHANGE MANAGEMENT Experts
  46. 46. Transforma)on  Stat  #54–  Commitment  Effect  on  Change  &  Transforma)on:   The  #3  driver  to  master  an   organiza1on’s  digital   transforma1on   “Commitment  to  Change,   Urgency,  Investment  &  Candor”.   Source:  Wikibrands  Digital  Periscope,  2018   #TRANSFORMATIONISCHANGE
  47. 47. Transforma)on  Stat  #55  –    We  Know  the  What,  Not  The  How:   88%  of  execu1ves  believe   building  an     “organiza1on  of  the  future”     is  a  very  important/important   issue;  only  11%  know  how.   Source:  Deloiee,  2017   #TRANSFORMATIONISCHANGE
  48. 48. Transforma)on  Stat  #56  –  Innova)on  Teams  are  Facing  Resistance:   60%  of  companies  have  adopted   separate  innova1on  units  over  the   last  5  years,  77%  of  these   innova1on  teams  have  failed  to   deliver  10%  revenue  of  the  overall   business.   Source:  Oliver  Wyman,  2018   #TRANSFORMATIONISCHANGE
  49. 49. Transforma)on  Stat  #57  –  Innova)on  &  Change  Management  Obstacles:   The  innova1on  barriers  in  large   companies  are:  poli1cal/turf  wars,   cultural  issues  and  inability  to  act   on  cri1cal  signals/developments.   Source:  Innova1on  Leader   #TRANSFORMATIONISCHANGE
  50. 50. Transforma)on  Stat  #58–  Commitment  Effect  on  Transforma)on:   People  “afraid  or  unable  to   change”  is  the  #1  barrier   preven1ng  people  from  delivering   growth  -­‐  22%  rate  very  high/27%   fairly  high.   Source:  Accenture,  2018   #TRANSFORMATIONISCHANGE
  51. 51. Transforma)on  Stat  #59–  Change  Urgency:   75%  of  CEOs  believe  the  next   three  years  are  more  cri1cal  for   their  company  than  the  last  30   years.   Source:  KPMG,  2018   #TRANSFORMATIONISCHANGE
  52. 52. Transforma)on  Stat  #60–    Change  Communica)on  &  Understanding:   64%  of  company  staff  are  aware   their  company  has  digital   transforma1on  as  a  priority;     69%  of  people  say  they  wouldn’t   be  confident  explaining  it  to   somebody  else.   Source:  Salesforce  2018   #TRANSFORMATIONISCHANGE
  53. 53. Transforma)on  Stat  #61    –  Collabora)on,  Maybe?:   85%  of  top  execu1ves  believe   their  organiza1on  promote   collabora1on  internally;   only  41%  of  employees  agreed   with  same  statement.   Source:  Capgemini,  2017   #TRANSFORMATIONISCHANGE
  54. 54. Transforma)on  Stat  #62    –  Stuck  in  the  Slow  Lane:   Only  26%  of  companies  rate  their   agility  as  high/extremely  high.   Source:  Oliver  Wyman,  2018   #TRANSFORMATIONISCHANGE
  55. 55. Transforma)on  Stat  #63  –  Real  Change  begs  Structural  Change:   Transforming  companies  see  5X  the   level  of  organiza6onal  structure   change  than  their  non-­‐transforming   peers.    Source:  SAP,    2018   INVITE WIKIBRANDS TO COME IN AND STRUCTURE YOUR CHaNGE
  56. 56. We are an on-demand business transformation and futureproofing company focused on advancing our clients’ digital maturity and ability to anticipate & change. We provide: -  clarity & boldness for leadership, vision and strategy -  digitalize & transform companies through emerging technology & digital platforms -  innovate & incubate new business models, products & services -  tap into brand, demand generation and customer experience gaps and -  guide the organizational & cultural change required to identify and survive disruption. We deliver’ this value uniquely through a collective of experienced independent talent that have transformed global companies, business models & brands. Our resources are spread across Canada, USA, Europe and Australia. ABOUT  US   Wikibrands
  57. 57. ALSO VISIT OUR FIVE OTHER 2019 EDITIONS VISIT Wiki-brands.com, become a futureproofer or track OUR other editions III- OPERATIONS/TECH IV- CULTURE/TALENT V- CUSTOMER/BRAND VI- INNOVATION/FORESIGHT I - OVERALL
  58. 58. www.WIKI-BRANDS.COM We accelerate your business transformation, advance your digital maturity and anticipate better futures. @wikibrands

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