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Digital disruption –
dive in to thrive
A recent global survey of KPMG International member firms’
advisors who work closely with end-user organizations found
that the majority of clients profiled are concerned about digital
disruption – but few are adequately prepared to address it.1
While digital disruption may threaten current businesses, it
also creates opportunities for those organizations that embrace
change. Organizations that do not dive in stand to lose, and will
find it ever more difficult to catch up as technology advances.
Understanding the impact that digital disruption will have
on a firm’s products services and business model is the first
step. Developing a digital business strategy, acquiring the
necessary digital skills, and getting the organization to buy
into the required changes represent the next steps. Additional
data from the survey reveals that this will not be easy.
Key findings from KPMG’s CIOAdvisory Survey
Just as Amazon changed how we buy things and
Netflix transformed how we consume videos,
companies like AirBnB and Uber have shaken up the
hotel and transportation industries. With new disruptive
technologies, products, services and business models
being introduced almost daily, CIOs need to take charge
of their organization’s response now to secure long-term
business success.
1
	The CIO Advisory Pulse survey polled 118 KPMG advisors globally in all major markets.
CEOs and CIOs must take the reins
The majority of CIOs (58 percent) and almost half of the CEOs
(43 percent) are involved or very involved in their firm’s digital
business strategy, but only a small number are actively leading
the effort.This low rate of leadership is troubling. Given the
magnitude of the impact that digital disruption is likely to have
and the significant organizational change effort required for
transformation, the absence of strong executive leadership is
likely to present a greater risk to success.
Lack of critical skills and IT systems are big challenges
Responding to digital disruption involves mastering and
implementing new technologies that require new skills. Many of
these new skills are in short supply, and this will only get worse
as more organizations undertake digital business initiatives. A
strong majority of respondents cited a lack of critical skills and
the limitations of existing IT systems as their biggest challenges.
There are no easy or quick solutions to the challenges
created by digital disruption. However, without a clear
vision, it is impossible to tackle the other challenges. CIOs
should work with the business to define what ‘digital
disruption’ specifically means to the organization at all levels –
enumerating its threats and opportunities and identifying
ways to meet implementation challenges and requirements.
Once the vision is in place, a clearer picture of the required
skills and systems changes will become apparent.
(n=72) Major Challenge
What are the biggest challenges in responding to digital disruption?
Poor
understanding
of impact
Lack of
critical skills
Limitations of
IT systems
Cultural
resistance
Lack of
vision
No sense
of urgency
Funding Support
from IT
Support
from the
C-suite
65% 64% 56% 55% 52% 29% 25% 26% 19% 12%
Support
from
business
leaders
23%
35%
35%
Involved Very involved Leading it
If your client has a digital business strategy, how involved is the CIO and CEO in formulating and/or executing it?
18%
34% 25%
18%
5%CEO CIO 5% 3%
Not involved Somewhat involved
Source: KPMG Global CIO Advisory Pulse Survey 2014
Source: KPMG Global CIO Advisory Pulse Survey 2014
© 2014 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.
The information contained herein is of a general nature and is not intended to address the circumstances of any particular
individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such
information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on
such information without appropriate professional advice after a thorough examination of the particular situation.
© 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of
independent firms are affiliated with KPMG International. KPMG International provides no client services. No member
firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does
KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International.
Designed by Evalueserve. Publication name: Digital disruption – dive in to thrive
Publication number: 131794 Publication date: November 2014
kpmg.com/socialmedia kpmg.com/app
Matt Bishop
Principal
Global CIOAdvisory Leader
KPMG in the US
T: 1-214-840-2749
E: mbishop@kpmg.com
Marc Snyder
Advisory Managing Director
CIOAdvisory
KPMG in the US
T: 1-978-807-0522
E: msnyder@kpmg.com
Contact us:
IT capabilities are weakest where
needed most
High on the CIOs’ agenda is acquiring new skills and
capabilities as well as improving the maturity and performance
of existing capabilities required for digital transformation.
Some of these improvements will come from developing
existing IT staff and recruiting internally from other
departments, but some will require acquiring capabilities
from external sources whether through direct hiring, or from
outsourcing/contractor relationships. Either way, this will be
challenging given that demand for these capabilities is very
high while the supply is thin.
Thriving amid disruption
What can organizations do?To help transform the enterprise
into an agile digital business, CIOs need to tackle three areas
in particular:
1.	To optimize the value from their investments, clients need
to develop a digital business strategy at the enterprise
level with sub-strategies that account for varying needs
across business units, geographies, functional areas
and for different classes of employees, customers and
business partners.
2.	By taking a more active role in defining and driving the
implementation of their digital business strategy, CIOs
can reduce risk and increase the likelihood of success.
3.	CIOs need to shift from ‘big bang’ IT projects to the use
of agile development processes, which see IT and the
business working together on discrete digital initiatives
in an incubator or lab-type environment.This allows the
organization to move ideas from design to testing to reality
much more quickly.
CIOs’ unique vantage point gives them a window into the
technological and information needs of each part of the
organization. By combining this perspective with knowledge
of current and emerging technologies and a comprehensive
digital business strategy, CIOs can drive value for the
company and evolve their role from IT service provider to
digital business strategist.
High – Very High
In the context of digital initiatives how would you rate your client's
capabilities in the following areas? (n=76)
IT governance
23
%
16%
Mobile technologies
20
%
Sour
cing  vendor managem
ent
14%
Cloud technologies
17%
Solut
ions development  deli
very
12%
Big data/analytics
17%
Enterprise architecture
12%
Social media
Source: KPMG Global CIO Advisory Pulse Survey 2014

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Digital disruption – dive in to thrive

  • 1. Digital disruption – dive in to thrive A recent global survey of KPMG International member firms’ advisors who work closely with end-user organizations found that the majority of clients profiled are concerned about digital disruption – but few are adequately prepared to address it.1 While digital disruption may threaten current businesses, it also creates opportunities for those organizations that embrace change. Organizations that do not dive in stand to lose, and will find it ever more difficult to catch up as technology advances. Understanding the impact that digital disruption will have on a firm’s products services and business model is the first step. Developing a digital business strategy, acquiring the necessary digital skills, and getting the organization to buy into the required changes represent the next steps. Additional data from the survey reveals that this will not be easy. Key findings from KPMG’s CIOAdvisory Survey Just as Amazon changed how we buy things and Netflix transformed how we consume videos, companies like AirBnB and Uber have shaken up the hotel and transportation industries. With new disruptive technologies, products, services and business models being introduced almost daily, CIOs need to take charge of their organization’s response now to secure long-term business success. 1 The CIO Advisory Pulse survey polled 118 KPMG advisors globally in all major markets.
  • 2. CEOs and CIOs must take the reins The majority of CIOs (58 percent) and almost half of the CEOs (43 percent) are involved or very involved in their firm’s digital business strategy, but only a small number are actively leading the effort.This low rate of leadership is troubling. Given the magnitude of the impact that digital disruption is likely to have and the significant organizational change effort required for transformation, the absence of strong executive leadership is likely to present a greater risk to success. Lack of critical skills and IT systems are big challenges Responding to digital disruption involves mastering and implementing new technologies that require new skills. Many of these new skills are in short supply, and this will only get worse as more organizations undertake digital business initiatives. A strong majority of respondents cited a lack of critical skills and the limitations of existing IT systems as their biggest challenges. There are no easy or quick solutions to the challenges created by digital disruption. However, without a clear vision, it is impossible to tackle the other challenges. CIOs should work with the business to define what ‘digital disruption’ specifically means to the organization at all levels – enumerating its threats and opportunities and identifying ways to meet implementation challenges and requirements. Once the vision is in place, a clearer picture of the required skills and systems changes will become apparent. (n=72) Major Challenge What are the biggest challenges in responding to digital disruption? Poor understanding of impact Lack of critical skills Limitations of IT systems Cultural resistance Lack of vision No sense of urgency Funding Support from IT Support from the C-suite 65% 64% 56% 55% 52% 29% 25% 26% 19% 12% Support from business leaders 23% 35% 35% Involved Very involved Leading it If your client has a digital business strategy, how involved is the CIO and CEO in formulating and/or executing it? 18% 34% 25% 18% 5%CEO CIO 5% 3% Not involved Somewhat involved Source: KPMG Global CIO Advisory Pulse Survey 2014 Source: KPMG Global CIO Advisory Pulse Survey 2014 © 2014 KPMG International Cooperative (“KPMG International”). KPMG International provides no client services and is a Swiss entity with which the independent member firms of the KPMG network are affiliated.
  • 3. The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation. © 2014 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. Designed by Evalueserve. Publication name: Digital disruption – dive in to thrive Publication number: 131794 Publication date: November 2014 kpmg.com/socialmedia kpmg.com/app Matt Bishop Principal Global CIOAdvisory Leader KPMG in the US T: 1-214-840-2749 E: mbishop@kpmg.com Marc Snyder Advisory Managing Director CIOAdvisory KPMG in the US T: 1-978-807-0522 E: msnyder@kpmg.com Contact us: IT capabilities are weakest where needed most High on the CIOs’ agenda is acquiring new skills and capabilities as well as improving the maturity and performance of existing capabilities required for digital transformation. Some of these improvements will come from developing existing IT staff and recruiting internally from other departments, but some will require acquiring capabilities from external sources whether through direct hiring, or from outsourcing/contractor relationships. Either way, this will be challenging given that demand for these capabilities is very high while the supply is thin. Thriving amid disruption What can organizations do?To help transform the enterprise into an agile digital business, CIOs need to tackle three areas in particular: 1. To optimize the value from their investments, clients need to develop a digital business strategy at the enterprise level with sub-strategies that account for varying needs across business units, geographies, functional areas and for different classes of employees, customers and business partners. 2. By taking a more active role in defining and driving the implementation of their digital business strategy, CIOs can reduce risk and increase the likelihood of success. 3. CIOs need to shift from ‘big bang’ IT projects to the use of agile development processes, which see IT and the business working together on discrete digital initiatives in an incubator or lab-type environment.This allows the organization to move ideas from design to testing to reality much more quickly. CIOs’ unique vantage point gives them a window into the technological and information needs of each part of the organization. By combining this perspective with knowledge of current and emerging technologies and a comprehensive digital business strategy, CIOs can drive value for the company and evolve their role from IT service provider to digital business strategist. High – Very High In the context of digital initiatives how would you rate your client's capabilities in the following areas? (n=76) IT governance 23 % 16% Mobile technologies 20 % Sour cing vendor managem ent 14% Cloud technologies 17% Solut ions development deli very 12% Big data/analytics 17% Enterprise architecture 12% Social media Source: KPMG Global CIO Advisory Pulse Survey 2014