The document summarizes the key findings from a 2015 global survey on digital IQ. It identifies 10 attributes that correlate with stronger financial performance among digital leaders. These include having CEO commitment to digital, a shared digital strategy across executive teams, engaging external sources of innovation, making investments for competitive advantage, utilizing data to drive value, proactive cybersecurity planning, a multi-year digital roadmap, and consistently measuring returns on investments. The document also discusses trends around digital strategies, spending, roles and disruption within organizations as they pursue digital transformations.
The difficult art of quantifying return on digital investmentsBen Gilchriest
Measuring digital investments is proving to be a challenging task. Many companies have tried to create models that demonstrate the value of digital technologies, such as social media, applying traditional metrics to these. However, it's proving to be difficult to find a credible method.
So how do we make the difficult decision on where to invest in digital; especially when we are under so much pressure to do so much more? Whilst we need some sort of mechanism in place to make informed choices, traditional approaches to ROI are falling short. This paper describes these challenges in more detail (you are not alone, even amongst the world's leading digital companies, the 'Digirati', only 56% create a business case). It also describes three approaches you can take to define a digital business case, and provides perspectives on how to best approach digital investment decisions.
How to Win at Digital Transformation: Insights From a Global Study of Top Executives
Forbes Insights and Hitachi surveyed almost 600 executives across industries and geographies to learn about their digital maturity. IT and business leaders revealed the complexities, roadblocks and gains they face as they transform their organizations to digital enterprises.
Etude PwC "20ème édition de la CEO Survey" - Janvier 2017PwC France
Quelles sont les préoccupations des dirigeants en 2017 ?
Cette année, plus de 1300 dirigeants du monde entier ont témoigné de leur confiance en l’avenir, leur priorités stratégiques.
Recherche de talents et des futurs leaders de demain, stratégies de développement, poids de la technologie et son impact sur la confiance en l’entreprise, dynamiques opposées de mondialisation et de nationalismes impactent le quotidien des dirigeants. Quel regard portent-ils sur leur environnement ?
http://pwc.to/2k0a12Q
***************************************************************
For the last two decades, PwC has asked business leaders everywhere about the trends reshaping business and society. As we mark the 20th year of our annual CEO survey, we’ve observed just how much the world has changed.
Plus de 80% des dirigeants estiment que le digital est clé pour leur entreprise, mais seuls 20% s’estiment excellents dans le domaine. Pour relever le défi du numérique, l’étude de PwC "Digital IQ" a identifié 5 bonnes pratiques qui boostent la performance des organisations. Les entreprises les plus dynamiques sur le digital se révèlent aussi être celles les plus innovantes et les plus rentables. Loïc Mesnage, responsable du Consulting en Technologie de PwC, et Matthieu Aubusson, responsable Transformation Digitale de PwC, en décryptent les résultats.
Presenting the results of the 4th annual CIONET IT Trends, based on +2500 global responses, of which +800 European.
The study shows that, overall, IT is becoming more strategic and business focused. It appears that organizations are becoming more digitized with their focus shifting away from tactical and organizational IT issues like efficiency, service delivery, and cost reduction to more strategic and organizational priorities like business agility, innovation, the velocity change in the organization, IT time to market, and the value of IT to the business. Some suggest that IT is the business. Time will tell if this is a widespread trend, but it is here now among global and European organizations, and it is confirmed by a corresponding shift in how CIOs are spending their time.
Analytics/Business Intelligence (A/BI) remains in first place as the largest IT investment, a ranking it has held for six years straight. It has ranked in the top three since 2003, when it was first added to the list. A/BI was selected by 801 organizations
Comprehensive Report:
Analytics Trends 2015: A below-the-surface lookDeloitte Canada
Big Data is a big deal for everyone these days and only growing in importance, especially when it comes to analytics generating actionable insights. Deloitte has identified eight significant analytics trends to watch in 2015 – including one supertrend that will impact everything else.
The difficult art of quantifying return on digital investmentsBen Gilchriest
Measuring digital investments is proving to be a challenging task. Many companies have tried to create models that demonstrate the value of digital technologies, such as social media, applying traditional metrics to these. However, it's proving to be difficult to find a credible method.
So how do we make the difficult decision on where to invest in digital; especially when we are under so much pressure to do so much more? Whilst we need some sort of mechanism in place to make informed choices, traditional approaches to ROI are falling short. This paper describes these challenges in more detail (you are not alone, even amongst the world's leading digital companies, the 'Digirati', only 56% create a business case). It also describes three approaches you can take to define a digital business case, and provides perspectives on how to best approach digital investment decisions.
How to Win at Digital Transformation: Insights From a Global Study of Top Executives
Forbes Insights and Hitachi surveyed almost 600 executives across industries and geographies to learn about their digital maturity. IT and business leaders revealed the complexities, roadblocks and gains they face as they transform their organizations to digital enterprises.
Etude PwC "20ème édition de la CEO Survey" - Janvier 2017PwC France
Quelles sont les préoccupations des dirigeants en 2017 ?
Cette année, plus de 1300 dirigeants du monde entier ont témoigné de leur confiance en l’avenir, leur priorités stratégiques.
Recherche de talents et des futurs leaders de demain, stratégies de développement, poids de la technologie et son impact sur la confiance en l’entreprise, dynamiques opposées de mondialisation et de nationalismes impactent le quotidien des dirigeants. Quel regard portent-ils sur leur environnement ?
http://pwc.to/2k0a12Q
***************************************************************
For the last two decades, PwC has asked business leaders everywhere about the trends reshaping business and society. As we mark the 20th year of our annual CEO survey, we’ve observed just how much the world has changed.
Plus de 80% des dirigeants estiment que le digital est clé pour leur entreprise, mais seuls 20% s’estiment excellents dans le domaine. Pour relever le défi du numérique, l’étude de PwC "Digital IQ" a identifié 5 bonnes pratiques qui boostent la performance des organisations. Les entreprises les plus dynamiques sur le digital se révèlent aussi être celles les plus innovantes et les plus rentables. Loïc Mesnage, responsable du Consulting en Technologie de PwC, et Matthieu Aubusson, responsable Transformation Digitale de PwC, en décryptent les résultats.
Presenting the results of the 4th annual CIONET IT Trends, based on +2500 global responses, of which +800 European.
The study shows that, overall, IT is becoming more strategic and business focused. It appears that organizations are becoming more digitized with their focus shifting away from tactical and organizational IT issues like efficiency, service delivery, and cost reduction to more strategic and organizational priorities like business agility, innovation, the velocity change in the organization, IT time to market, and the value of IT to the business. Some suggest that IT is the business. Time will tell if this is a widespread trend, but it is here now among global and European organizations, and it is confirmed by a corresponding shift in how CIOs are spending their time.
Analytics/Business Intelligence (A/BI) remains in first place as the largest IT investment, a ranking it has held for six years straight. It has ranked in the top three since 2003, when it was first added to the list. A/BI was selected by 801 organizations
Comprehensive Report:
Analytics Trends 2015: A below-the-surface lookDeloitte Canada
Big Data is a big deal for everyone these days and only growing in importance, especially when it comes to analytics generating actionable insights. Deloitte has identified eight significant analytics trends to watch in 2015 – including one supertrend that will impact everything else.
The First Word: Digital Reinvention Requires a Radical CIO MakeoverCognizant
To lead digital transformation, CIOs need to go beyond technology prowess and develop new work styles, people skills, and political savvy to energize the organization for change.
The Last Word: Enabling the Digitally Enhanced BusinessCognizant
For established companies, digital transformation isn't straightforward and simple. But by applying the following lessons, they can quickly embrace new thinking, strategies and skills that yield short-and long-term business results.
Achieving digital maturity: Adapting your company to a changing worldDeloitte United States
Take a look at three key practices organizations that achieve digital maturity employ.
To read more and download the full report, visit: http://deloi.tt/2fm3Stq
The fifth annual MIT Sloan and Deloitte study of digital business reveals digitally mature organizations don't just innovate more, they innovate differently—leveraging ecosystems and cross-functional teams that play critical roles.
The Road to Innovation is Paved With Information TechnologyNetApp
Technology, which is producing so much disruption and so much opportunity, also serves as a key tool to facilitate innovation. And continual innovation, at every level, has never been more important for business success. NetApp asked 300 executives worldwide for their views on tech priorities today and in the future. Download this report to learn what they had to say.
Which Departments Wield the Most Influence Over Purchase Decisions in Your B2...LinkedIn
To reach the B2B buying committee, marketers and salespeople must spread their message across the organization. This research shows which internal departments (HR, IT, finance) wield the most influence over purchase decisions in 22 vertical industries.
Embracing Digital Technology: A New Strategic ImperativeCapgemini
New research from Capgemini Consulting and MIT Sloan Management Review reveals why organizations are struggling to drive Digital Transformation and the need for C-level leadership.
The study – involving over 1,500 executives in 106 countries – reveals that while the potential opportunity of Digital Transformation is absolutely clear, the journey to get there is not.
Do organizations have the right skills for the digital age? How can they plug the digital skills gap? Assess your digital skills maturity with a quick DIY assessment
Born to be digital - how leading CIOs are preparing for digital transformationEY
A core set of digital technologies - mobile, social, the cloud and data - are transforming companies at both an operational and a strategic level. For leading CIOs, these present a major opportunity to expand their role. Learn more by exploring the CIO program report “Born to be digital”.
The First Word: Digital Reinvention Requires a Radical CIO MakeoverCognizant
To lead digital transformation, CIOs need to go beyond technology prowess and develop new work styles, people skills, and political savvy to energize the organization for change.
The Last Word: Enabling the Digitally Enhanced BusinessCognizant
For established companies, digital transformation isn't straightforward and simple. But by applying the following lessons, they can quickly embrace new thinking, strategies and skills that yield short-and long-term business results.
Achieving digital maturity: Adapting your company to a changing worldDeloitte United States
Take a look at three key practices organizations that achieve digital maturity employ.
To read more and download the full report, visit: http://deloi.tt/2fm3Stq
The fifth annual MIT Sloan and Deloitte study of digital business reveals digitally mature organizations don't just innovate more, they innovate differently—leveraging ecosystems and cross-functional teams that play critical roles.
The Road to Innovation is Paved With Information TechnologyNetApp
Technology, which is producing so much disruption and so much opportunity, also serves as a key tool to facilitate innovation. And continual innovation, at every level, has never been more important for business success. NetApp asked 300 executives worldwide for their views on tech priorities today and in the future. Download this report to learn what they had to say.
Which Departments Wield the Most Influence Over Purchase Decisions in Your B2...LinkedIn
To reach the B2B buying committee, marketers and salespeople must spread their message across the organization. This research shows which internal departments (HR, IT, finance) wield the most influence over purchase decisions in 22 vertical industries.
Embracing Digital Technology: A New Strategic ImperativeCapgemini
New research from Capgemini Consulting and MIT Sloan Management Review reveals why organizations are struggling to drive Digital Transformation and the need for C-level leadership.
The study – involving over 1,500 executives in 106 countries – reveals that while the potential opportunity of Digital Transformation is absolutely clear, the journey to get there is not.
Do organizations have the right skills for the digital age? How can they plug the digital skills gap? Assess your digital skills maturity with a quick DIY assessment
Born to be digital - how leading CIOs are preparing for digital transformationEY
A core set of digital technologies - mobile, social, the cloud and data - are transforming companies at both an operational and a strategic level. For leading CIOs, these present a major opportunity to expand their role. Learn more by exploring the CIO program report “Born to be digital”.
Digital technologies are having a pervasive impact on businesses and yet many organizations fail to capture the full potential of digital technologies because their leaders lack a transformative vision. Some insights from Capgemini on the importance, structure, and value of a #DigitalT vision.
CIO Insights from the Global C-suite StudyCasey Lucas
Moving from the back office to the front lines - CIO insights from the Global C-suite Study
CIOs tell us that their place in the organizational pyramid has changed in the past five years. Many of them command more respect and possess more authority than before and they are working more closely with their C-suite colleagues.
The Digital Transformation Symphony: When IT and Business Play in SyncCapgemini
Digital Masters, such as Starbucks, that leverage digital technologies effectively, differentiate themselves from their peers by consciously striving to build a close relationship between IT and the business. However, Digital Masters are exceptions. The IT-business relationship in most organizations is often a fractious relationship rather than a marriage of equals. Business teams often find the IT department’s high costs and long implementation timelines unacceptable. In addition, IT leaders are often faulted for not speaking the language of business. Leading CIOs take this disconnect head on and try and fix it. Our research shows that leading CIOs take three key actions to align the IT department with the needs of the business: 1. redesign the IT department to unlock digital innovation; 2. create strong digital platforms; 3. rationalize IT Infrastructure to fund digital initiatives. We explore each of these actions in this research paper.
“The Vision Thing”: Developing a Transformative Digital VisionCapgemini
Digital vision: the cornerstone of successful digital transformation
Digital technologies are having a pervasive influence on business, transforming the customer experience, enhancing productivity in operations and improving the way employees collaborate.
Yet, many organizations fail to capture the full potential of digital technologies because their leaders lack a transformative vision. Executives with an incremental vision get what they aim for – incremental improvement. Those who realize the transformative power of digital can achieve much more.
Driving digital transformation new skills for leaders, new role for the cioPeerasak C.
EXECUTIVE SUMMARY
Digital acumen is essential for business leaders in today’s hyper-competitive, technologyenabled
world. But most companies lack the knowledge and skills needed to succeed in the digital
aspects of their business, according to a new survey of 436 business leaders by Harvard Business
Review Analytic Services.
The global survey found that while CEOs generally understand the strategic opportunities and
threats of digital business, many have yet to build and communicate a vision for their companies
or to develop a strategy to make that vision a reality. And most organizations’ functional leaders
lack the skills and knowledge they need to execute a digital strategy, even if there’s one in place.
Innovation labs. and processes are being setup to help with exploration and prototyping of emerging technologies but where are companies investing? And what approaches are driving results? This research brief provides a synopsis of a recent survey of business and technology leaders to uncover which emerging technologies they are investing in and the different results that proactive versus reactive companies are reporting from their innovation efforts.
The Implicit Strategy Model of the Past Decade
-One ideal competitive position in the industry
-Benchmarking of all activities and achieving best practice
-Aggressive outsourcing and partnering to gain efficiencies
Advantages rest on a few key success factors, critical resources, -core competencies
-Flexibility and rapid responses to all competitive and market changes
Sustainable Competitive Advantage
-Unique competitive position for the company
-Activities tailored to strategy
-Clear trade-offs and choices vis-à-vis competitors
-Competitive advantage arises from fit across activities
-Sustainability comes from the activity system, not the parts
-Operational effectiveness a given
Bullets are for guns & to-do lists ,not presentations.Umberto Tessitore
Humans process images 60,000x faster than words
We also recall information presented as image 6x more easily than text
Logic doesn’t flood the brain with dopamine, which is why logic alone doesn’t move mountains.
USE METAPHORS TO GIVE MEANING
USE SIMPLE LANGUAGE, FREE OF JARGONS
SEO stands for “search engine optimization.” It is the process of getting traffic from the “free,” “organic,” “editorial” or “natural” search results on search engines
First Things First, What Is SEO?
SEO is simply any work carried out to increase the number and more importantly the quality of visitors to your website by making sure the website ranks in the search engines (Google etc.) for words and phrases related to what you are selling. If you sell car insurance then you want to be on page 1 of Google, preferably number 1, when someone types in car insurance. Simple.
How Do You Start SEO?
You research what words and phrases people use to buy the products and services you are selling, this is known as keyword research. The purpose of this it to make sure your pages are optimised for relevant words and phrases. It's worth noting, just because lots of people use a particular phrase doesn't mean you should optimise for it, if the competition for the phrase is tough (lots of other established sites are chasing the phrase) then you might be better chasing other less competitive phrases.
OK, I Get That, What Next?
Next you optimise your pages using the words and phrases you found. There are certain elements of a web page (title, meta, headers) that search engines focus on and these need to be set-up correctly.
Is That It?
Sadly not, because anyone can carry out keyword research and optimise their pages there are loads of well optimised pages about any given subject so Google needs a way of deciding which ones are best. It does this by measuring the number and quality of the links to your pages from pages on other websites.
How Do I Do Link Building?
In summary there are two approaches to link building. You can buy them, which is against Google's guidelines or earn them, our preferred method.
What Do I Need to Watch For When Buying SEO?
Nobody can guarantee a ranking unless they are using techniques that could get you banned from the search engines, which isn't ideal.
And Finally...
SEO can get your head in a spin. Like many things in life there are lots of different opinions on what works and what doesn't. Although there may be some magical formulae kicking around - doubtful - one thing is for sure, if you get your basic site structure and on page tagging right you will be on track for search engine success.
eWallets
Easy and secure to use, this
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method becoming
increasingly popular across
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either use stored value or
take funds from a payment
type linked to their eWallet,
giving them choice and
convenience.
eInvoices
When using eInvoices,
consumers can pay for
goods after delivery,
without sharing credit card
or bank details.
It can be as simple as
entering their email
address and postcode to
make a payment.
Digital Media
Understand the audiences, platforms, and revenue models that fuel the demand ,creation, and monetization of digital content, including video, audio, images, text, and social media.
Mobile
Stay ahead of key elements in mobile device development,adoption, and usage ,including hardware, platforms, vendors, and apps, and the keycompanies influencingthe industry.
IoT
Become a domain expert on the "Internet of Things" ecosystem, including how businesses, consumers, and government entitiesare connecting theirassets and objects to thedigital world.
Payments
Keep abreast of the top developments,strategies, technologies, and networks that are disrupting how value is stored, managed, and transferred from one party to another.
E-Commerce
Gain comprehensive insight on the key trends, strategies, and companies impacting how consumers discover, purchase, and receive products online.
Pricing is a fundamental area of analysis in luxury goods. Higher prices correlate with superior margin performance and faster growth.
A correlation with "Made in" highlights a "cost plus" pricing approach by most brands.
Performance on Cross Channel; Interaction among websites,e-commerce & store
25%of startups fail within their first year.
36% of those left fail within their second year.
44%of those left fail in their third year.
50% of those left fail in their fourth year.
Entrepreneurs mold their dreams into the realities
that shape our world. To do that successfully takes
persistence, drive and business savvy. Entrepreneur Of
The Year winners exemplify all of this and more. They
pair fresh ideas with the vision and know-how to launch
a concept and develop it into a viable business, all while
advancing their industries and contributing to their
communities.
The 266 winners in the class of 2015 own and operate
some of the best and fastest-growing companies in the
U.S. today.
• They have added 81,000 jobs in the past two years—
a 29 percent boost in headcount.
• They have achieved an aggregate of US$169 billion
in revenue.
• Twenty-four percent are leading companies that were
started in the past five years.
They are taking advantage of funding opportunities;
59 venture-backed companies collectively raised over
$6.6 billion in private capital.
Ernst & Young the Luxury & Cosmetics Financial Factbook
The industry faces three main challenges in the year ahead:
• Manage demand worldwide — This year, the industry has been impacted by currency
volatility: many consumers have abandoned local markets and shopped abroad instead,
to benefit from pricing differences. Most dramatically, while domestic consumption
in mainland China dropped 3% in 2014, Chinese consumers increased their spending
globally by 8%. Luxury companies have started to re-think the idea of a consistent offer
throughout the world, to minimize further effects of currency variations. The choice
is between maintaining a consistent pricing policy without adapting to specific local
fluctuations, or presenting a variable price for each area, chasing exchange rates and
purchasing power.
• Define an omni-channel strategy — Most companies are refocusing their strategies on
the customer experience: omni-channel, flawless retail management, people excellence.
Brands are seeking to take control of their operations by managing a dedicated retail
network. In parallel, companies have to deploy their presence worldwide and thus
continue to develop their wholesale portfolio, focusing on the high quality of their
partners. Digital is increasingly important, both as a marketing tool and as a sales
channel. Companies can no longer focus on a single channel: they have to define a
consistent strategy for all distribution networks and adapt their DNA specifically for
each channel, including social media.
• Fine-tune the retail model — The muscular retail strategy carried out by the major
international brands in worldwide tier-one cities has lowered the return of top-line
growth that can be obtained by increasing direct distribution networks. Today clients
are well informed about what they want to buy because of a combination of continuous
on-line/off-line switches, word of mouth, social communities. This may lead to a partial
redefinition of retail strategies, with selected closures of less-performing retail shops,
focus on core locations and well-positioned flagships, reduction in the average size of
directly operated stores (DOS) to improve main sale ratios and reduce costs.
1.Wireless Communication System_Wireless communication is a broad term that i...JeyaPerumal1
Wireless communication involves the transmission of information over a distance without the help of wires, cables or any other forms of electrical conductors.
Wireless communication is a broad term that incorporates all procedures and forms of connecting and communicating between two or more devices using a wireless signal through wireless communication technologies and devices.
Features of Wireless Communication
The evolution of wireless technology has brought many advancements with its effective features.
The transmitted distance can be anywhere between a few meters (for example, a television's remote control) and thousands of kilometers (for example, radio communication).
Wireless communication can be used for cellular telephony, wireless access to the internet, wireless home networking, and so on.
ER(Entity Relationship) Diagram for online shopping - TAEHimani415946
https://bit.ly/3KACoyV
The ER diagram for the project is the foundation for the building of the database of the project. The properties, datatypes, and attributes are defined by the ER diagram.
This 7-second Brain Wave Ritual Attracts Money To You.!nirahealhty
Discover the power of a simple 7-second brain wave ritual that can attract wealth and abundance into your life. By tapping into specific brain frequencies, this technique helps you manifest financial success effortlessly. Ready to transform your financial future? Try this powerful ritual and start attracting money today!
Multi-cluster Kubernetes Networking- Patterns, Projects and GuidelinesSanjeev Rampal
Talk presented at Kubernetes Community Day, New York, May 2024.
Technical summary of Multi-Cluster Kubernetes Networking architectures with focus on 4 key topics.
1) Key patterns for Multi-cluster architectures
2) Architectural comparison of several OSS/ CNCF projects to address these patterns
3) Evolution trends for the APIs of these projects
4) Some design recommendations & guidelines for adopting/ deploying these solutions.
guildmasters guide to ravnica Dungeons & Dragons 5...
Digital iq-survey-2015 pwc
1. 2015 Global Digital IQ® Survey
September 2015
Lessons from digital leaders
10 attributes driving stronger
performance
2. 22015 Global Digital IQ®
Survey
Will your digital strategy drive top-line
growth or real disruption?
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.
3. 32015 Global Digital IQ®
Survey
Digital IQ leaders are twice as likely
to achieve rapid revenue and profit
growth as the laggards in our study.
4. 42015 Global Digital IQ®
Survey
What do the digital signs reveal
about your business?
Our research reveals clear signs that 2015 is a tipping
point. While we see some regional differences across
the globe, business leaders are poised to unlock real
competitive advantage through their digital investments.
Here’s why:
CEOs are all-in.
The vast majority (86%) of CEOs we spoke with in our
annual survey felt it was crucial to champion the use
of digital technologies.1
Are they walking the talk? Yes,
according to the nearly three-quarters of business and
IT executives in our Digital IQ survey. Even more telling
is the significant uptick we’ve seen over the last two
years: just 57% said their CEO champions digital in
2013, compared with 71% in 2014, and 73% this year. A
regional standout here is the Middle East where 84% of
executives point to a CEO champion in their organization.
Digital disconnect: how leaders see digital
Source: PwC, 2015 Global Digital IQ®
Survey; Base: 1,988
Q: How does your organization define digital? Select up to two statements that best describe your company.
Aggressive investment is occurring.
The CEO mandate is influencing significant investment
in digital: Nearly one-third of respondents (31%) say
their companies are investing more than 15% of revenue
into technology investments that span all areas of the
business, not just IT. This is considerably higher than
the single-digit spending forecasts that technology
analysts typically make. Regionally, executives in
Africa (42%) and Southeast Asia (40%) are most
likely to be investing more than 15% of revenue.
Confidence continues to rise.
Two-thirds of respondents rate their companies as
having a strong Digital IQ, slightly up from 64% last
year. Executives in Asia (64%), Scandinavia (59%),
and Western Europe (54%) are less confident.
Synonymous with IT
Customer-facing
technology activities
Technology investments
in all parts of business
Technology innovation-
related activities
Data andanalytics activities
62%
50%
14% 11% 13%
41% 41%
25%
29%
33%
41%
45% 46%
37%
49%
CIO CMO CDO
5. 52015 Global Digital IQ®
Survey
Lack of a common definition.
We asked executives to choose the two most-apt
definitions of digital for their business. While the
majority (53%) think of it as the activities related to
technology innovation, and a large share (41%) see
it as the investments made to integrate technology
into all parts of the business, a sizable number define
it as IT (37%) or customer-facing activities (36%).
CIOs and CDOs tend to be on the same page, but
CMOs have different priorities and expectations.
The regional picture is also mixed, with Central and
Eastern European executives most often viewing digital
as IT, while those in North America (48%) and the
Middle East (69%) most often view it more broadly.
New and evolving roles.
Where enterprise technology used to be the sole domain
of the Chief Information Officer (CIO), there’s a shift
happening in many organizations, with the traditional CIO
role fragmenting across new and existing leaders. Some
companies are appointing Chief Digital Officers (CDOs)
to lead digital transformation efforts, as evidenced by a
forthcoming PwC Strategy study, Digitizing the business:
The 2015 Chief Digital Officer Study. Executives in our
survey indicate that while many CIOs predominantly lead
all digital efforts today (40%), there will be a drop-off in
three years’ time (35%). At the same time, executives say
they expect the CIO will ramp up the internal focus on IT
and innovation from 32% today to 36% in three years. In
some regions the marginalization of the CIO role is even
more pronounced: In North America (44% today), CIOs
who have responsibility for digital across the business
is expected to sharply drop to 31% in three years.
Distributed technology spending.
The majority of spending (68%) is now coming from
budgets outside of IT’s, a significant increase from 47%
the prior year. In Central and Eastern Europe (73%)
and North America (71%), an even greater share of
spending is happening outside of the CIO’s control.
And just who’s ultimately responsible for investments
also has changed, with the CEO (34%) at the forefront,
followed by the CIO (27%), the CDO (14%), and the
CFO (13%). CIOs in North America and Western
Europe are more likely to be responsible for digital
investment, while in the Middle East it is CDOs.
CIO back to the back office?
Tech investment increasing
outside of IT
Source: PwC, 2015 Global Digital IQ®
Survey, 2014 Digital IQ®
Survey; Bases: 1,988, 1,494
2015: Q: In the last 12 months, what percentage of your organization’s digital enterprise
budget was spent in the following areas?; 2014: In the last 12 months, of all the spending
in your organization on technology, what approximate percentage of it was spent in the
following functions?
Source: PwC, 2015 Global Digital IQ®
Survey; Base: 1,988
Q: Which of the following best describes your CIO’s key responsibilities today?
In three years?
2014 Digital
IQ®
Survey
2015 Digital
IQ®
Survey
Lead IT efforts
and innovation
Lead IT efforts onlyLead all
digital efforts
68% 47%
29%32%
40%
29%
36%35%
Today In three years
6. 62015 Global Digital IQ®
Survey
We see signs that digital is
creating significant disruption
inside of organizations.
7. 72015 Global Digital IQ®
Survey
Collectively, these signals tell us
that businesses have raised the
stakes when it comes to digital.
There’s plenty of talk about
disruption, and what it takes to
challenge the status quo. But, in
fact, that’s not where companies
have put their time or money.
Just 1% of executives said their
number-one expectation for digital
was to disrupt their own or other
industries. (When asked to rank
the top-three ways digital will
provide value to the business,
the number rises to 8%.)
Instead, they seek more immediate
returns: 45% say the top priority
is growing revenue; 25% expect
digital to create better customer
experiences, and 12% see it
increasing profits. In short, digital
is a way to grow today’s business,
not necessarily tomorrow’s.
Leaving aside questions of short-
sightedness—for now—we
wondered: Are they succeeding?
Have they focused their efforts in
the most effective way, especially
given the hypercompetitive
environment in which they find
themselves? According to a
recent study by PwC Strategy2
,
executives continue to reiterate
their pursuit of growth, but they
also admit to lacking confidence
in their ability to achieve targets.
Chasing digital value:
what businesses really want
Disruption is top of mind—but
bottom of investment priorities
Source: PwC, 2015 Global Digital IQ®
Survey; Base: 1,988
Q: What value do you expect from your digital enterprise investments? Select the top three in ranked order. First-ranked.
45%
Grow revenue
25%
Create better customer
experiences
12%
Increase profits
5%
Innovate our products
4%
Achieve cost savings
2%
Improve talent retention
and recruitment
2%
Enhance brand and reputation
2%
Improve decision making
through better data analytics
1%
Disrupt our own or other industries
1%
Combat new industry entrants
1%
Other
8. 82015 Global Digital IQ®
Survey
Digital IQ
10 attributes that
fuel your digital
growth engine
9. 92015 Global Digital IQ®
Survey
01 02
03 04
05 06
07 08
09 10
Our CEO is a champion for digital. The executives responsible for
digital are involved in setting high-
level business strategy.
Business-aligned digital strategy is
agreed upon and shared at the C-level.
Business and digital strategy are
well communicated enterprise-wide.
We actively engage with external
sources to gather new ideas for
applying emerging technologies.
Digital enterprise investments are made
primarily for competitive advantage.
We effectively utilize all the data we
capture to drive business value.
We proactively evaluate and plan
for security and privacy risks in
digital enterprise projects.
We have a single, multi-year digital
enterprise roadmap that includes
business capabilities and processes as
well as digital and IT components.
We consistently measure outcomes from
our digital technology investments.
10. 102015 Global Digital IQ®
Survey
77.2
Global average
75.8
76.6
75.6
77.4
77.3
76.6
79.5
77.8
77.6
77.1
Automotive
Healthcare
Energyandmining
Hospitalityandleisure
Entertainment,media
andcommunications
Industrialproducts
Powerandutilities
Financialservices
Retailandconsumer
Technology
Our Digital IQ analysis reveals that despite high confidence in their capabilities, companies fall short in linking
digital to tangible gains. But there is a path forward. Based upon the responses from the nearly 2,000 executives in
our survey, we analyzed more than 25 factors, spanning strategy, innovation, and execution. Ultimately, we isolated
the 10 attributes that correlate with stronger financial performance; collectively these make up our overall Digital
IQ score. Companies with high Digital IQs (those in the top quartile) were twice as likely to achieve rapid revenue
growth and profit growth as the laggards in our study.
Our Digital IQ score provides a consistent way to assess how well organizations are capturing the value they expect
from technology investments—in particular the growth that so many seek. We use Digital IQ as a tool for quantifying
and benchmarking how well positioned companies are to realize returns—as individual organizations, within an
industry, or compared with other peer groups. While the overall score is directionally important, the real strength of
Digital IQ comes when evaluating scores for each of the 10 attributes to identify differences in a company’s digital
understanding, priorities, and gaps.
Source: PwC, 2015 Global Digital IQ®
Survey; Base: 1,988
What’s your Digital IQ?
11. 112015 Global Digital IQ®
Survey
Sharpen digital strategy—
from the boardroom to the
breakroom
Given the strategic importance of digital, it follows
that four of the 10 Digital IQ attributes fall within the
strategy pillar. The foremost is CEO leadership, which
must be backed up with ownership by the digital
leader and rest of executive team, then the ongoing
engagement with the rest of the organization.
12. 122015 Global Digital IQ®
Survey
CEOs have disruption on the radar, but
did rest of exec team miss the memo?
Financial value Disruption
54%
16%
CEO
50%
6%
CFO
47%
8%
CIO
54%
4%
COO
67%
3%
CDO
44%
7%
CMO
45%
4%
CTO
Source: PwC, 2015 Global Digital IQ®
Survey; Base: 1,988; Q: What value do you expect from your digital enterprise investments? Select
the top three in ranked order. (Grow revenue, increase profits; disrupt own or other industries; combat new industry entrants.)
01CEO champion
Tracking the relationship between CEO leadership and technology value has been an
area of Digital IQ study since its inception. In fact, we identified a correlation between a
CEO champion and stronger financial performance back in 2007 with our inaugural study.
The CEO is the natural leader as the focus on technology has shifted from operational
efficiency to growth, and the stakeholders and conversations have changed. CEOs have
ambitious expectations for digital, prioritizing disruption much more highly than the rest
of the executive team. Company boards are also more engaged in digital strategy. In our
forthcoming 2015 Annual Corporate Directors’ Survey, due in October 2015, we’ve found
that boards are spending more time discussing technology strategy and issues (especially
cybersecurity). While more directors (25% this year, up from 18% in 2012) now meet with
the company’s CIO at every formal board meeting, this signals an opportunity for CEOs
and their digital leaders to expand the discussion beyond cybersecurity.
13. 132015 Global Digital IQ®
Survey
02Digital leaders set strategy
CEOs may set the tone and vision for digital, but those responsible for operationalizing
digital, often the CIO or CDO, are instrumental in setting high-level business strategy.
This is especially true in companies where digital leaders are responsible for a
significant share of the business. For some organizations, one effective way to
foster co-development of strategy is through new organizational structures. A global
healthcare company, for example, created a digital council that brings together the
company’s dozen CIOs and CMOs. Instead of tackling issues in their respective
business units, they work together on both digital strategy and execution. To truly be
effective such a council must be collaborative and cross-functional, made up of those
in both IT and business roles.
03Executive team engaged
Beyond the CDO and CIO, the rest of the C-suite must also weigh in on—then buy-in
to—the strategy. Being on the proverbial same-page means there’s greater likelihood
to maximize investments, enabling the organization to identify areas of overlap and
bring to light any resource gaps that could derail efforts. As we’ve seen in the last
several years of our study, productive relationships among the executive team are
essential to maximizing value from investments. This collaboration is especially vital
when it comes to the CIO and CMO. Companies may have their work cut out for
achieving a productive partnership: This relationship is the weakest one of the nine
relationship pairs we track, with 54% rating it as strong; in comparison, a strong
CIO-CEO relationship comes in at 70%.
14. 142015 Global Digital IQ®
Survey
Digital spending for customer efforts surpasses IT
04Strategy-sharing across the organization
Finally, strategy isn’t complete without engagement by everyone in the organization.
We’ve seen the importance of this simple but powerful practice over the last three years.
While today 69% of companies say that business and digital strategies are shared
enterprise-wide, it hasn’t always been this way. Last year companies put that figure at
55%, and the prior year it was just 50%. Business leaders are often using technology
to help them get the word out and mobilize employees around the strategy. They’re
filming videos, taking to social media, and leveraging smartphones, not only to share
the strategy but to create a dialogue about how it affects their employees.
Source: PwC, 2015 Global Digital IQ®
Survey; Base: 1,988
Q: In the last 12 months, what percentage of your organization’s digital enterprise budget was spent in the following areas? Cateogry mean.
50%
40%
30%
20%
10%
0%
Africa Asia Central and
Eastern
Europe
Latin
America
Middle
East
North
America
Western
Europe
Other functionsIT Marketing and sales
31%
47%
23%
49%
33%
20%
27%
48%
28%
33%
50%
19%
33%
48%
21%
49%
29%
23%
35%
48%
20%
15. 152015 Global Digital IQ®
Survey
Accelerate innovation with an
expansive view of sources but a
diligent business focus
While many considerations guide a company’s
innovation strategy for shorter-term growth and longer-
term differentiation, there are two key factors that
inform Digital IQ: looking for innovation in new and
unexplored places, then decisively acting upon those
that are most competitively advantageous.
16. 162015 Global Digital IQ®
Survey
71% of digital disruptors
continually look for opportunities
to digitize the business, compared
with 63% of other companies.
05Outside-in approach
Top-performing companies take an outside-in approach to innovation, leveraging the
considerable knowledge base of other innovators, such as vendors or customers, to
uncover and apply new ideas for using technology. They’re also more likely to evaluate
many emerging technologies, characterizing their approach to adoption as one that’s
technology-driven (69% vs. 50% for other companies), as opposed to influenced
by the business or vendors. Our analysis also revealed that companies more keenly
focused on business model innovation—the 8% of companies looking to disrupt
their own or other industries—take an even more rigorous outside-in approach. They
have a broad view of innovation and continually look for opportunities to digitize the
business. Seventy-one percent of digital disruptors do this, compared with 63% of
other companies.
17. 172015 Global Digital IQ®
Survey
06Driven by competitive advantage
Actively engaging and learning from many outside sources creates an opportunity
for market differentiation. With so many potential ideas, you must filter and prioritize
those that hold the most promise for the business. The emerging technologies that
land on each company’s short-list will vary widely, but those that executives see as
being most strategically important in three to five years are cybersecurity, data mining
and analysis, data visualization, digital delivery, and private cloud. We also see less
mainstream choices like NoSQL databases, sensors for instrumenting the business,
and enterprise wearables as important bets for competitiveness.3
Tech advances most influence
emerging technology adoption
Source: PwC, 2015 Global Digital IQ®
Survey; Base: 1,988
Q: How do you characterize your approach to adopting new and emerging technologies?
100%
75%
50%
25%
0%
Technology driven Business driven Vendor driven
TechnologyRetail and
consumer
Power
and
utilities
Industrial
products
Hospitality
and leisure
HealthcareFinancial
services
Entertainment,
media, and
communications
Energy
and
mining
Automotive
18. 182015 Global Digital IQ®
Survey
Amp up execution with
critical capabilities and
a digital roadmap
While a company’s capabilities must be in lock-step with
its business strategy, and will be just as distinctive, two
capabilities are integral to Digital IQ: how you utilize data
and how you act upon cybersecurity and privacy are both
considered competitive necessities. Additionally, strong
Digital IQ is also tied to having a multi-year digital roadmap
and a way to consistently measure progress on the journey.
19. 192015 Global Digital IQ®
Survey
07Effective use of business data
Getting value out of the data you capture often means using it to guide strategic
decisions like how to grow the business or whether to collaborate with competitors. And
executives admit it’s a real challenge in their organizations. More than challenges with
capturing data, they cite behavioral and skills barriers, such as understanding which
data to use and how it benefits their role, nearly as much as issues with data quality or
accuracy.4
Top-performing companies see more potential in making use of their data
than lower-performing ones. They see the most promise in third-party data (78%), cloud
application data (70%), social media data (69%), and location-aware data (64%).
08Proactive cybersecurity
Keeping pace with security and privacy issues is another ongoing challenge, and one
that all companies contend with in their ecosystems. As they add new technologies,
customers, partners, devices, and data, there are ever more interdependencies and
risks to address. That’s the baseline today. What’s different when it comes to Digital
IQ is the level of proactivity. Businesses need to consistently think about how their
cybersecurity strategies can help build brand, competitive advantage, and shareholder
value. Top-performing companies are more likely to proactively evaluate and plan for
security and privacy in digital enterprise projects. They also feel more prepared to
manage these risks (80%), compared with lower performers (64%). One way leading
companies do this is by routinely including risk managers and security leaders in
conversations about new product and service development, especially those taking
advantage of emerging technologies like the Internet of Things.
20. 202015 Global Digital IQ®
Survey
09Digital roadmap
Rallying the business around a single, multi-year roadmap is another key practice that
we’ve been tracking since the inception of Digital IQ. It’s crucial to have the longer term
strategic plan at the forefront to help balance the more tactical, year-to-year priorities
that always arise in the annual planning and budgeting process. Here, we’ve seen
progress bottom out as digital has become more pervasive in the enterprise while at
the same time also more fragmented. Today, 53% of companies have a comprehensive
roadmap that includes business capabilities and processes, as well as digital and IT
components. Four years ago that figure was at 63%. The skills piece of the roadmap is
a serious challenge for many companies. Just 55% of executives said their organization
had all the technology skills needed to deliver on their enterprise vision.
Where are we headed? Businesses often
lack a cohesive digital roadmap
Source: PwC, 2015 Global Digital IQ®
Survey; Base: 1,988
Q: To what extent do you agree with the following statements about your operating model? We have a single, multi-year
digital enterprise roadmap that includes business capabilities and processes as well as digital and IT components.
60%
45%
30%
15%
0%
Africa Asia Central and
Eastern
Europe
Western
Europe
Latin
America
Middle East North
America
44%
59%
47%
50%
54%
9%
57%
21. 212015 Global Digital IQ®
Survey
10Consistent measurement
Business leaders demand to see the value they’re achieving from digital investments.
Top-performing companies lead lower-performing ones here again (79% vs. 72%).
Demonstrating this requires a combination of traditional metrics (like ROI) to track
against growth goals, as well as newer ones for measuring more disruptive investments.
Boards, in particular, are taking a strong interest here. They’re expanding their focus
from solely risk-based metrics to more broad-based “cybermetrics,” homing in on the
10 to 15 most meaningful for the company, such as trends identified as a result of data
capture activities impacting company strategy.5
Tech skills one of biggest barriers
to reaching digital goals
Source: PwC, 2015 Global Digital IQ®
Survey; Base: 1,988
Q: To what extent do you agree with the following statements about organization and
skills? We have all the technology skills we need to execute our digital enterprise vision.
65%
60%
55%
50%
45%
TechnologyRetail and
consumer
Power
and
utilities
Industrial
products
Hospitality
and leisure
HealthcareFinancial
services
Entertainment,
media, and
communications
Energy
and
mining
Automotive
59%
47%
55%
57%
55%
61%
57%
52%
54%
63%
22. 222015 Global Digital IQ®
Survey
Businesses have fully embraced digital, and they
expect their investments to drive growth and create
competitive advantage. Our Digital IQ analysis of
nearly 2,000 executives demonstrates that the goal
is attainable—if business leaders take a systematic
approach to their efforts. First, get a personal baseline
of where you think your organization stands with our
Digital IQ assessment. Then, consider these next steps:
1. Dig in to your Digital IQ.
Take the assessment with your business and IT
leadership team. We recently conducted a customized
Digital IQ benchmark of 125 global leaders of a large
industrial company. While their Digital IQ score was
quite strong, exploring each of the 10 attributes revealed
that they were significantly behind in the way they
communicate and develop a shared digital vision.
2. Conduct a digital strategy workshop.
Use the session to evaluate the areas for improvement
surfaced by your survey of company leaders. Also
discuss and develop a shared perspective on the:
§§ role of digital investments
§§ leadership and organizational roles needed to
drive digital, including responsibilities of the
CDO, CIO, CMO, and other key executives
§§ other internal disruptions that are occurring
but aren’t being directly addressed, such as
the organization’s increasingly distributed
but uncoordinated technology spending
3. Start a digital dialogue.
Consider an enterprise-wide Digital IQ benchmark
to serve as a way to begin engaging around digital
strategy with the full organization. Also think about
how to use technology—video, internal social media,
and mobile—to continue the digital conversation.
4. Develop a disruption strategy.
Create an explicit strategy and approach regarding
disruption. We are working with an energy company
with a strong desire to apply digital technologies
to reinvent their business years into the future.
However, when asked to articulate the attributes
of such a future business, they gravitated back to
more incremental goals, such as getting value from
all of the data they collect and improved operational
efficiencies, which are important but not disruptive.
5. Expand your ecosystems.
You can’t excel at digital growth, disrupt markets, or keep
up with tech talent alone. Digital innovation is emerging
from places your organization doesn’t likely frequent, such
as startup incubators, university labs, open source projects,
and maker communities. Now is the time to seek out and
experiment with an expanded set of the right relationships
to keep your ideas and skills fresh and flowing.
Find out your company’s Digital IQ
at www.pwc.com/digitaliq
Next steps for raising your Digital IQ
23. 232015 Global Digital IQ®
Survey
Global survey respondent breakdown
29%
North America
14%
Latin America
4%
Middle East
and Africa
7%
Central and Eastern
Europe
24%
Western Europe
22%
Asia
We’ve been conducting Digital IQ since 2007 and this year marks our seventh annual survey of
business and IT executives globally. This year’s survey was conducted July through September
2015 and included 1,988 respondents from 51 countries. Responses were aggregated into
7 regions and 10 industries. Respondents were evenly divided between IT and business leaders.
Reflective of the distribution of respondents globally, 21% work in organizations with revenues
of $1 billion or greater and 52% have revenues between $500 million and $1 billion.
About PwC’s Digital IQ research
End notes
1 PwC, 18th Annual Global CEO Survey, January 2015.
2 Strategy, 2015 Growth Survey, June 2015.
3 PwC, Digital IQ: Three surprising digital bets, January 2015.
4 PwC, Global Data Analytics Survey 2014: Big Decisions™, September 2014.
5 PwC, Achieving excellence—Cybermetrics: what directors need to
know (Audit Committee Excellence Series), September 2015.