The survey report provides insights into perceptions of digital transformation among leaders in Europe's private and public sectors. Some key findings: - Most organizations have started their digital transformation journey, with 44% applying new technologies and 20% moving to data-driven decisions. - 15% see themselves as fully digital, while only 6% consider themselves non-digital. Maturity varies by sector and business model. - Over 85% see opportunities to positively impact customer experience, operations, and business models through digital transformation. - Common capabilities being used or planned include digital marketing, mobility, analytics, customer intelligence, and collaborative tools.

1. ENTERPRISE DIGITALTRANSFORMATION
www.enditra.com
SURVEY REPORT 2015

2. We are pleased to present the first edition
of Copperberg Research’s Enterprise Digital
Transformation survey report
The Enterprise DigitalTransformation (EDT) survey is
a long-term initiative to shape a trustworthy,forward-
thinking overview of the impact digital transformation
will have on multiple business sectors and verticals.
Over future editions we will look at the usage and
maturity of EDTin Europe,from both private and
public perspectives.The survey provides insight into
the current perception of EDTas held by leaders in the
public and the private sector.
We invite you to learn more about current and future
EDTinitiatives,trends and challenges across different
sectors and organisations across Europe.
To get involved,join our community online.
Enterprise-Digital-Transformation
www.copperberg.com
©2015 Copperberg
2 Enterprise DigitalTransformation 2015

3. Content
5 Executive summary
7 About the Survey
9 Results
9 General statistics
11 Digital Maturity
12 Opportunities
13 Challenges
14 Ways forward
15 The rise of CDO
16 Pace of DigitalTransformation
17 CompetitiveAdvantage
18 Departments affected
19 CapabilitiesofDigitalTransformation
20 Technology trends
Enterprise DigitalTransformation 2015 3
EXECUTIVE SUMMARY
Designedtoprovideinsightintothecurrentperceptionof
DigitalTransformation as held by leaders in the private
and the public sector throughout Europe,the survey
shows increasing digital maturity across sectors,and
good awareness of digital capabilities.Although the
respondentsarecomingfromvariousindustryverticals
andjobroles,manyseesimilaropportunitiesandchallenges.
The research shows that digital transformation is on
the top of the agenda for many organisations.15% of
the respondents are developing a vision or a digital
roadmap for digital transformation,44% are applying
new technologies to support the vision and 20% are
moving from“gut to data”driven decisions.15 % see
themselves as a‘’fully digital’’company.
Furthermore,33%haveadedicatedpersonresponsible
for digital transformation or a Chief Digital Officer
(CDO) and 57% believe their organization will gain a
competitive edge within the next 18 months,by trans-
forming digitally.
The digital transformation in general is advancing at
a good pace and more than 85% of the respondents
believe that digital transformation will positively affect
their customer experience,operational processes and
business models.Digital transformation will mostly
affect operation,sales,marketing,ITand supply chain.
40%-55%arealreadyusingand25%-40%areplanning
tousedigitalmarketing,mobility,businessanalytics,
customer intelligence and collaborative tools or
consultancy services.

4. ABOUTTHIS SURVEY
TheEnterpriseDigitalTransformation(EDT)surveyisalong-terminitiative to
shape a trustworthy,forward-thinking overview of the impact digital trans-
formation will have on multiple business sectors and verticals.Over future
editions we will look at the usage and maturity of EDTin Europe,from both
private and public perspectives.The survey provides insight into the current
perception of EDTas held by leaders in the private and the public sector.
METHODOLOGY
An online surveywas conducted from 15th
of September to 20th
of December
2014.Atarget group from our community members (4870) were invited in the
survey; 620 responded,for an overall response rate of 12.7 %.The surveywas
answered by respondents from various organisations across Europe.
Althoughtheresultsofthesurveyaresatisfactory,theyshouldnotbegeneralizedsince
there is clear difference between sectors,industryverticals and organisation
size.This requires further investigation and analysis.
ABOUTCOPPERBERG RESEARCH
Copperberg Research is the specialist research division of Copperberg,the
leading events organiser for the Global Manufacturing industry.Created
to provide timely reports and analysis on key industry developments,the
division supports the manufacturing communitywith targeted research and
surveys.The division supports a portfolio of Midfield Media branded products
dedicated to keeping senior executives from global organisations informed
and educated.
The Copperberg team aims to provide the communitywith the perfect
combination of premium content,networking and education.Giving leading
edge ideas,innovative case studies and filled with key insights from leading
organizations combined with hundreds of minutes of organized networking.
For more information please visit: www.copperberg.com
4 Enterprise DigitalTransformation 2015

5. GENERAL STATISTICS - SECTORAND INDUSTRY BREAKDOWN
The vast majority of the respondents (87.4%) identified themselves as being part of the private sector,while the
public sector was represented with 12.6%.
The highest represented industrywithin the private sector was the manufacturing with 39.2%,followed by IT
(13.7%),banking and insurance (7.8%),utility (7.1%),telecom (4.3%) and retail (5.4%).The remaining answers
varied,with the only two other significant percentage being the media,travel and leisure.
Within manufacturing,the most represented industryvertical was industrial machinery (23.4%),followed by
automotive (18.9%),consumer goods (16.1%) and life science (13.2%).
In terms of business type,most of the respondents identified themselves as being part of the B2B sector
(47.1%) followed by B2C (19.8%),B2B2C (19.6%) and non-profit (13.4%).
INDUSTRY BREAKDOWN
12.6%
Public
87.4%
Private
Banking & Insurance
IT
Retail
Telecom
Oil & Gas / Utility
Public sector
Online gaming &
gambling
Manufacturing
Other
7.8%
13.7%
5.4%
4.3%
7.1%
12.5%
3.4%
39.2%
6.6%
Automotive
Consumer goods
Electronics
Industrial Machinery
Life Science
Defence and aerospace
Chemical
Marine
Agriculture
Process Industry
Other
18.9%
16.1%
10%
23.4%
13.2%
6.9%
1.7%
1.6%
1%
4.1%
3.1%
B2B - Business to Business
B2C - Business to Consumers
B2B2C - Business to Business to Consumer
Non-profit
47.08%
19.81%
19.64%
13.47%
Manufacturing %Industry %
How would you best describe your business?
Enterprise DigitalTransformation 2015 5

6. Operations
Sales
Marketing
Finance
IT
Procurement
Supply Chain
R&D
HR
Other
12.36%
22.47%
16.48%
5.24%
14.98%
2.25%
2.81%
8.24%
1.5%
13.67%
Department %
CXO
SVP
VP
Senior Director
Director
Senior Manager
Manager
Profesor
Consultant
Other
5.9%
1.8%
4.6%
7.3%
16.3%
23.4%
26.4%
1%
1.8%
11.5%
Job function %
MostoftherespondentswereManagers(26.4%),SeniorManagers(23.4%),Directors(16.3%),SeniorDirectors(7.3%),
VP´s(4.6%)andCxO´s(5.9%).ThemostrepresenteddepartmentswereSales(22.47%),Marketing(16.48%),IT
(14.98%)andOperation(12.36%).
DIGITAL MATURITY
To investigate the current digital maturitywe asked the respondents to grade the maturity in the organisation
on a scale from 1 to 5,as they perceive it.The scale used was:
DIGITALMATURITY
Traditional - Non
Digital company
Developing a vision -
digital roadmap
Applying new
technology to
support the vision
Moving from gut to
Data Driven
Decisions
“Fully Digital”
Company - Every-
thing’s digital
6 Enterprise DigitalTransformation 2015

7. FormerCEOofBurberry,AngelaAhrendtssaid:“Wehadavision,andthevisionwastobethefirstcompanytobefullydigital
end-to-end.The[resulting]experiencewouldbethatacustomerwillhaveaccesstoBurberryacrossalldevices,anywherein
theworld”.
Althoughtherearemanydefinitionsondigitalmaturity,wehavetakentheoneoffullydigitalcompaniestobethosewhohave
managedtointegratedigitaltechnologyinallaspectsoftheorganisation.Theseorganisationsarefocusingonenablingdiffer-
entgenerationsfordigitalproficiencyandmanagedtotransformtheiroperationalprocesses,businessmodelsandcustomer
journey.Non-digitalcompanieshavestillnotstartedthejourneyoftranslatingdigitalcapabilitiesintoaroadmapforexecu-
tion,eventhoughtheymightbeadvancedinusingtraditionalapplicationsuchasERP,e-commerce,inventorymanagement
systemsandsoon.
Consideringthatthemajorityoftherespondentsarecomingfromthebusinessside,theresultsofthesurveyshowsgood
awarenessofdigitalmaturitybothinthepublicandintheprivatesector.Themajorityoforganisationshavealreadystarted
theirjourneyoftransformingtheirorganisationstoturnthedigitalopportunitiesintoaroadmapforexecution.
Mostoftheorganisationsareapplyingtechnologytosupportthevision(44.18%)andmovingfromguttodatadrivendecisions
(20%).15.27%arejuststartingtheirjourneybydevelopingavision-digitalroadmap,while14.55%areplacingtheirorganisa-
tionasfullydigitalcompanywhereeverythingisdigital.Only6%oftherespondentshaveindicatedthattheirorganisationstill
remainstobeatraditionalcompanywithnoclearvisionorindicationfordigitallytransformation.Asexpected,ingeneralthe
maturitygrowsobversetothesize,typeandtraditionofthecompany.
Asthesize,complexityandtraditionofthecompanygrowssodoesthechallengestodigitallytransform.Ontheotherhandas
thesize,complexityandyearsofestablishmentgrowssodoestheneedfordigitaltransformation.Thesecompaniesarethe
onestobenefitthemostfromdigitallytransformation.
Traditional,Non - Digital company
Developing a vision - digital roadmap
Applying new technology to support the vision
Moving from gut to Data Driven Decisions
“Fully Digital”Company - Everything’s digital
6%
15.27%
44.18%
20%
14.55%
Digital Maturity %
Enterprise DigitalTransformation 2015 7

8. DIGITAL MATURITY BY BUSINESS MODEL
If we look closely at the results based on the type of the business and take B2B2C model first,we will see that
the digital maturity here is to some extent higher.B2B2C Business to Business to Consumer (B2B2C) is an
emerging e-commerce model that combines Business to Business (B2B) and Business to Consumer (B2C) for a
complete product or service transaction.
More and more companies are defining their business models as to B2B2C.Considering current trends as a
compass,our prediction is that majority of the companies in manufacturing will slowly move to this model by
2020. This will enable them to find new revenue streams,increase customer satisfactions and increaseprofit
margins.Anddigitaltransformationisthekeytomakingthishappen.MostoftheB2B2Ccompanies are moving
or already moved from gut to data driven decisions,meaning applying analytics and technology in the way they
work,how they approach customers and how they approach business.Less than 2% of B2B2C respondents
have ranked their company as a traditional or non-digital company.The B2C and B2B companies are following
with more than 45% already applying technology to support the vision,20% are moving from“gut to data”
driven decisions and 13%-18% already digitally transformed.
Asexpectedthepublicsectorisalessrapidadopterwitharound30%oftherespondentsnotingthattheirorganisationis
starting the digital transformation journey and only 3.4% finding themselves as fully digital.
Type of
business
B2B
B2C
B2B2C
Non Profit
Traditional,
Non - Digital
company
6.2%
7.3%
1.8%
10%
Developing a
vision - digital
roadmap
15.5%
12.1%
15.8%
20%
Applying new
technology to
support the
vision
45.3%
41.2%
38.9%
51.6%
Moving from gut
to Data Driven
Decisions
20%
21.1%
22.2%
15%
“Fully Digital”
Company -
Everything’s
digital
13%
18.3%
21.3%
3.4%
= 100%
= 100%
= 100%
= 100%
8 Enterprise DigitalTransformation 2015

9. As expected,digital maturityvaries between industries.Companies born digital and industries that were the
firsttobeimpactedbyintroductionofsmartphonesandtabletsarefarmorematuredigitallythanthecompanies
in other industries.For an example,75% of the companies working with online gaming,gambling or media are
fully digital and in the last stages of their digital transformation journey.Amongst the traditional industries,the
ITsector leads the way although the research shows that 12% are still at the start of their journey.Right after
comes banking,retail and telecom with between 19 - 27% of the respondents rating their companies as fully
digitally transformed.
With a lot of companies already far ahead in the digitalisation journey,it won’t be surprising if this percentage
dramatically increases in next 12 to 15 months.The manufacturing industry,although less digitally mature,
is investing heavily in digital transformation.Most of the organisation in the manufacturing industry are now
applying new technology and developing analytical culture to support the digital vision.Although not shown
on the graph,it is important to mention that companies from the oil and gas,pharmaceutical and utility sector
show great awareness of digital capabilities and have already started their digital transformation journey.
DIGITAL MATURITY BY INDUSTRY
Type of
business
Manufacturing
IT
Banking
Retail
Telecom
Media
OnlineGaming
andGambling
Traditional,
Non - Digital
company
8.2%
1.3%
0
0
0
0
0
Developing a
vision - digital
roadmap
15.6%
11%
9.6%
15.8%
18.1%
0
0
Applying new
technology to
support the
vision
49.4%
30.1%
45.2%
47.2%
27.3%
8.4%
18.8%
Moving from gut
to Data Driven
Decisions
20%
27.5%
25.9%
15.9%
27.3%
16.6%
6.2%
“Fully Digital”
Company -
Everything’s
digital
6.8%
30.1%
19.3%
21.1%
27.3%
75%
75%
= 100%
= 100%
= 100%
= 100%
= 100%
= 100%
= 100%
Enterprise DigitalTransformation 2015 9

10. Customer Experience
Operational Processes
Business Models
88,8%
92,1%
85,4%
Opportunities
OPPORTUNITIES - DRIVERS - CHALLENGES
Yes
11,2%
7,9%
14,6%
No
Morethan85%oftherespondentsagreethatthebiggestadvantageofdigitallytransformingwillbeimprovedoperational
efficiencyinallbusinessrelationsandinternalsupportleadingtoamuchbetterorganizedflowofknowledge,information
anddecisions,bothwiththeorganisationaswellasintheinteractionbetweenthecompany,itssuppliersanditscustomers.
Globalorganisationscanbenefitbygettingmoreconsistentprocessesandmoretimelyworkflowacrossmanybusinesses,
globaloperationsandsubsidiaries.
Butisisnotallaboutcuttingcostandimprovingefficiency.Thatisonlyabeginningtosomethingfarmoreimportant.
Knowingthecustomersiswhatmakesdigitaltransformationanecessity.Ourcustomersarechangingandsomustour
businesstoo.Thenewgeneration(GenerationY)isintelligent,mobile,connected,serviceminded,andmultichannel.
Andiftheyarenotalreadyourcustomers,theywillbeintheupcomingfewyears.Understandingthecustomersand
theirbuyingbehaviourisakeytounlockingfutureprofitability.Improvingoperationalprocesseswillenableorganisations
togetdeepercustomerinsightandutilizethisdatatoimprovecustomerexperienceandcustomersatisfaction.Most
ofthesurveyrespondentsbelievethatthemainadvantageofdigitaltransformationwillbeinmovingfromaproduct
basedprocesstoamorecustomercentricvision.
Finallybychangingthewayofworkandcustomerapproach,organisationswillbeenabledtodevelopnewbusiness
models,createnewproductsandopennewrevenuechannels.
MANUFACTURING
Bydigitallytransforming,manufacturerscangainagilityandflexibility,bettercommunication,higherquality,less
redundantbackofficeprocesses,availabilityofpaperlessinfoondemand,betterdecisionmaking,speed,dataquality
anddatacoherence.Thiswillaffect:
• Sales - increased sales and customer satisfaction
• Communication - improved internal communication
• Marketing - more qualified leads pushed to sales
• Sourcing - boosting sourcing process - adopting e-sourcing platform
• Operation - more equipment uptime and more effective field service personnel,
real time information from the field with remote connections
• Finance - end to end Enterprise Performance Management
• Supply Chain - better inventory management
• Pricing - advanced pricing optimisation across all channels
10 Enterprise DigitalTransformation 2015

11. ThePublicsectorhasforyearsbeenlookingforamodeltoincreaseefficiencyandofferbetterservicestothecustom-
ers/citizens.DigitalTransformationmightjustbetheanswer.Surveyrespondentsseeopportunityincreatingcustomer/
citizencentricdrivenservices,automatedprocesses,easiercommunicationwithcustomers/citizens,unifiedand
coordinatedworkmethods.Forthehealthcareservices,digitaltransformationwillbringmoreefficienthealthcare,
higherqualityandquickerpatientcare,patientsafetyandlesshumanerrors.Anotheropportunitywillbereducing
redundancyininformation,accesstorequireddocumentswhenoutoftheoffice,aholisticcommunicationplatform
andbetterdecisionsupport.Thebiggestchallengethough,istheneedofgovernmentalnationalvision,changeof
regulationsandfinance,thatusuallytakestimeorgetsstuckinthebureaucracy.
Oneoftherespondentswrote-“ThefirstthingwouldbethegovernmenttoprovideadigitalIDtoallinhabitants.This
mustincludedigitalsignatureandencryptioncapabilitiesonstationary,portableandmobileequipment.thisdigitalID
mustbesupportedbyallsuppliersofsoftwareandhardwaresolutions.ThisIDalsowillsupportNFCandsimilartech-
nologies.ThisIDmustalsobeapprovedforuseoutsideofthecountry(EUorGlobalrule),inthesamewaysasinthe
country.Governmentmustprovidecommonsolutionsforallgoverningbodiesinthecountry,including,butnotlimited
to,municipalities.Lastlytheinhabitantsmustbeinformedaboutthebenefitsofsuchasolutionandtechnology”.
Itisaninterestingthoughtbecauseitenablesoneversionofthetruthforthecitizenandallsolutionsbasedonacommon
platformthatcanbeusedbyanygovernmentalinstitutionandfurtherdownbanks,retailsandsoon.
IT
FortheITsector,everythingisaboutspeed,agility,salesandcustomersatisfaction. IntheITsector,digitaltransforma-
tioncanbringstrongmutualisation,enablingorganisationstoleveragebestpracticesandtoimproveaccesstotheir
assets.Furthermore,betterinternalcollaborationbyenablingmorerapidlywiththosewhocanbringavaluetoaproj-
ectandexternalcollaborationwiththeirclientsandpartnersbeyondthewaysoftheircompany.Digitaltransformation
willimprovedecisionmakingprocesses.Datavisualisationandrealtimedataanalyticswillenableorganisationsto
makequickerturnaroundofleads,findnewwaysofimprovingmarketingandsalesprocesses,gethigherflexibility,
standardiseproductsandservicesandimprovecustomerexperience.
RETAIL
Opportunitieswithintheretailsectorlieinomnichannelcustomerrelationship,bettercustomerservice,streamlining
processesandefficiencyinthemarket,decreaseoftransactionaltimeinoperationsandwaystoindividuallycommuni-
catewiththecustomers(personalisation)byapplyingcustomerintelligenceandbehaviouralanalytics.
PUBLIC SECTOR
Enterprise DigitalTransformation 2015 11

12. TELECOM
Therespondentscomingfromthetelecomseeopportunitiesmostlyincreatingsimplicityandcustomerengagement,
acquiringnewcustomers,lowercost,fasterdecisions,increasedefficiencyandincreasedresponsiveness.Furthermore
fasterandeasieraccesstoinformationandshortenedtimetomarketofourservicesincosteffectiveway.
ONLINE GAMING
Forthissectordigitaltransformationisnotonlyanopportunitybutalsoanessentialneed,mainlytoreachnewtargets
andrenewalofcustomerbase. Mostoftheseorganisationareborndigital,sotransformationwillbringnewconcepts
toimproveconceptsandcompetitiveness.Futheron,itcanhelpinenlargingcustomerbaseandgivingacompletely
newcustomerexperience.
BANKING
AgilityisawordthatisoftennotassociatedwithITdepartmentsinthebankingindustry.Butcloudcomputingis
changingthis.Bankshavemanyreasonstolikecloudcomputing,includinglowercost,standardisationandconsistency.
Banksareincreasinglyembracingthecloudbecauseitmakesthemmoreagileandresponsivetochangingmarket
conditionsandcustomerneeds.Cloudisbecomingawayforbankstodelivernewproductstomarketfaster,acceler-
atetheirgrowthagendasandenternewforeignmarkets.Thismeansoperationinnewenvironmentsandusingnew
applications,andallthiswillneedtobeaccomplishedwithinanincreasinglyregulatedandinterconnectedworld.Ina
moregeneralterm,digitaltransformationcanbringfullviewonthebusiness,supportmanagementdecisions,bringing
companiesclosertothecustomers,targetedclientcommunication,betteranalysis,andincreasedproductivity.
OILAND GAS + UTILITY
Respondentsfromthissectorbelievethatopportunitieslieinagility,efficiency,effectiveness,transparency,faster
decisionmakingandlowercost.Furthermoreleaner,clearerandfasterprocesses,improvedassetbackedtrading,
maximizationofintegratedvalue,valuebasedsellingtoB2Bcustomersandintegrationofcustomerrelationsfrom
salesthroughdeliverytoservice.ItisimportanttomentionthatsomeoftherespondentsbelievethatEnterpriseAsset
ManagementandBigDataarethedriverstothetransformation.Thiswillenableorganisationstoimproveprocesses
fromexploration/productionto assetmanagementandfinallysalesandcustomerinteraction/satisfaction.
TRAVELAND LEISURE
Thetravelandleisuresectorhasmarkedopportunitiesindevelopingtargetedcustomerpromotion,proactivecommu-
nicationwithcustomers,moreefficiencyandaccuracyindataprocessing.Bydigitallytransforming,organisationswill
beabletoofferbetterproducts,effectiviseoperationandcreatemoremarketingopportunities.
12 Enterprise DigitalTransformation 2015

13. CHALLENGES
Aswitheverytransformation,Digitaltransformationiscomingwithclearchallenges.
Organisationsfeelthatthebiggestchallengewillbetogetthecommitmentfromtheseniormanagementwhichis
directlylinkedwiththeabilitytodefineacleardigitalvision.Thetimefromstarttofulltransformationwilldependon
thescaleoftheprojectandtheorganisationalcomplexityitself.Inordertokeeptheseniormanagementengaged
andcommitted,theprojectneedstohaveashortimplementationtimeortobedividedinseveralsteps.Whathinders
organisationsnottoadoptfastisnaturallythecost.
Oneofthebiggestchallengesindigitaltransfor-
mationischangemanagement.Alltransformation
programsaffectdifferentlevelsoftheorganisa-
tion.Changemanagementrequiresstrongleader-
ship,skilledpersonnelandaclearcommunicated
urgency.Inordertosucceed,peopleneedto
changetheirmindset.Asdigitaltransformation
istechnologyandprocessbased,thiswillhappen
graduallyastheorganisationisinvestingingrowingskillsandcapabilitiesaccordingtothedigitalrequirements.
Digitaltransformationisanenterprisewidetransformationandthereforerequirestimeanddetermination.Keeping
peoplefromgoingbacktooldhabitsisprobablyoneofthekeysuccessfactorsinchangemanagement.Finallywe
mustnotneglectthefactthatdigitaltransformationrequiresknowledgeonhowtousecommonornewtechnologies.
Inaglobalorganisationwithmanylocationsorinanorganisationwithaclearagedifferencebetweenworkers,change
managementcantakesometime.
Onceasingledigitalvisionhasbeenestablishedfromseniormanagement,newprocessesneedtobesetinplaceto
supportthisvision.DevelopingsimpleandtransparentprocesseswasrankedasthethirdbiggestchallengesinDigital
transformation.AnotherandprobablyoneofthebiggestchallengesisconsolidationofITSystems.Oneoftherespon-
dentssaid“wehavetoomanyITsystems.Dataisstaggeredacrossdifferentsystemsmakingitdifficulttointegrate
andhaveaccuratemasterdatacontrol.Lackofbusinessstrategytoachieveenterprisewidedigitalorganisation.There
areonlyorganisationalpocketsofexcellence”. Oncethischallengeisovercomethequestionofsecurityanddataquality
follows.
Thechallengesrelatedtotechnologycanbedividedintospeed,accuracy,connectivity,complexity,security,andintegrity.
Surveyrespondentsagreethatspeedofnewtechnologyadvancementiscrucialforwidespreaddigitaltransformation.
Althoughmostoftheorganisationsarestillstrugglingwithapplicationanarchyandlegacysystems,thespeedoftech-
nology implementation,boostedbyIoTtechnologyadvancement,willforceorganisationstoquicklyadoptnewtoolsto
advanceintheirdigitaljourney.Connectivitybetweensystemsandmachines,complexityofthetechnology,securityof
operations,andthecostofthetechnologyitselfwillatlargeinfluencespeedofimplementationandenableorganisa-
tiontoachieveshortertimeoftransformation.
Forthoseoneswhoarefullydigital,themaindifficultyisfindinggoodskilledpersonnelespeciallyinthoseareaswherethe
organisationinteractwiththecustomers,tocommunicateclearlythechangeandpresentthevalueforthecustomer.
PROCESSES
PEOPLE
DATA
TECHNOLOGY
Enterprise DigitalTransformation 2015 13

14. WAYS FORWARD
The first step is accepting that technology is only there to support a vision,processes and business cases
already in place.Relying on technology to solve the problems will lead only to short term success at the best.
The digital transformation is an operational and customer focused project.The digital transformation needs to
be motivated and long term supported by the management and all involved stakeholders.Organisations need
to invest in continuous educational programs,people development and empowerment.As a result of the new
organisational culture,organisations will become more attractive employers and attract talent that is necessary
for future development of the organisation.
Once the vision is decided upon,organisations will need to appoint a clear line of command with an appointed
person to lead the transformation process.The vision can not be dispersed to decision makers as this might
create internal miscommunication which is the number one reason for failure of many transformation efforts.
Change management should come from senior management,whilst the middle management should be in-
volved in solution creation.More business and data oriented leaders will be needed to lead the way.They should
be working with a more holistic and enterprise wide approach.Personnel should be involved in the vision and in
the new processes,and corrected if they are coming back to old habits.Further more incentive programs should
be put in place to reward positive behaviour.
Digital transformation should be integrated step by step.This way the organisation can have a clear view on the
progress and areas of improvement.Also in this way the management can see and demonstrate potential gains
by departments,backed by hard figures.Board of management should also be trained on digital opportunities.
Digital transformation is bringing increased collaboration and communication.This way personnel can minimize
time spent on rigid administration processes and instead focus on creativity and innovation.Once vision and
processes are in place the focus should on simplifying and automating.This will require investments in infra-
structure,master data solution and applications,or consolidation of systems to enable one version of the truth.
Consolidation of systems will improve data quality,speed,analytical capabilities,self-service and better under-
standing of ITsecurity requirements.
14 Enterprise DigitalTransformation 2015

15. THE RISE OFTHE CHIEF DIGITAL OFFICER
As mentioned before,every transformation is easier if there is one single decision maker.Chief Digital Officer is
one of the new titles that emerged from Digital transformation.In our context we address Chief Digital Officer
(CDO) not as a person dedicated to digital marketing, but as an individual who helps an organisation to drive
growth by converting traditional“analog”business to digital,and oversees digital transformation efforts includ-
ing operations in the rapidly changing digital sectors like mobile applications,social media and related applica-
tions,virtual goods,as web-based information management and marketing.Even though they have a person
dedicated to oversee the digital transformation,some organisation do not address this person as CDO.
According to survey respondents, 35.13% of the organisations have a Chief Digital Officer or a person respon-
sible for digital transformation.11.9% are not sure and 55.53% do not have a dedicated person for digital
transformation.Lack of a dedicated person does not reflect only organisations who have not started the digital
journey but also organisations who have just started or are in the middle of their transformation journey.
B2B
B2C
B2B2C
Non Profit
33.6%
48.6%
37%
35%
Do you have a dedicated person responsible for DigitalTransformation or a Chief Digital Officer?
Yes
35,13%
No
53,53%
Don´t know
11,9%
Ifwelookclosertoanswersgivenbybusinessmodel,theB2Ccompaniesleadthewaywith48.6%.oftherespondents
answeringtheyhaveadedicatedpersontodigitaltransformation.SecondaretheB2B2Ccompanieswith37%andlastare
theB2Borganisationswith33%.
Dedicated Person per Business model
Enterprise DigitalTransformation 2015 15

16. As with any organisational transformation,digital
transformation will take time.More than 61% of the
respondents have answered that the pace of the
digital transformation in their organisation is going
asexpectedoralmostasexpected.About20%have
answeredthatitisgoingtoosloworslowerthanexpected
andaboutthesame%havereportedafasterpaceof
theirtransformation.
PACE OF DIGITALTRANSFORMATION
Extremely slow
Slower than expected
Almost as expected
As expected
Faster than expected
Extremely fast
4.8%
15.9%
31.6%
30.2%
13.2%
4.1%
Pace of digital transformation
56.60% of respondents believe their organisations will gain a competitive edge within the next 18 months by
digitall transformation,27.87% are not sure and only 15.44 % believe theywill not gain any advantage.Within
theoneswhoarenotsureordonotbelievethattheywillgaincompetitiveadvantage,are not only organisations
who have not started their journey but also those who already are in a process of transformation.This could
be incurring due to a lack of vision,not clearly communicated strategy,change management resistance or no
enterprise wide approach.
COMPETITIVEADVANTAGE
Do you believe your organization would gain a competitive edge within the next 18 months,
by transforming digitally?
Yes
56,7%
No
15,5%
Don´t know
27,8%
Althoughmanyoftherespondentshaveindicatedthat
digitaltransformationwillaffecttheentireorganisation,
thedepartmentsmostlyimpactedwillbeoperation,
marketingandsales.ItissurprisingtoseeITandHRrepre-
sentedwithalowpercentageasconsolidationofITsystems
andchangemanagementwerenamedasoneofthebiggest
challengesindigitaltransformation.
Those organisations who will advance in developing
new business models must invest in translating the
digital vision into new product development.Our“IOT
in Manufacturing”survey showed that many organi-
sations are developing new products that will be IOT
enabled.
DEPARTMENTSAFFECTED
Operations
Sales
Marketing
Finance
IT
Procurement
Supply Chain
R&D
HR
29%
19.2%
15.7%
4.7%
8.4%
4.2%
9.6%
5.5%
3.7%
Which departments do you think Digital
transformation will impact the most?
16 Enterprise DigitalTransformation 2015

17. RATING ON CAPABILITIESTHATDIGITALTRANSFORMATION WILL BRINGTOTHE BUSINESS
Ensure cross-
channel
consistency
Not Important Important Very Important
4.1% 7.1% 29% 32.2% 27.6%
Enhance existing
products and
services
Not Important Important Very Important
1.3% 7.9% 25.3% 38.4% 26.9%
Launch new
products and
services
Not Important Important Very Important
4.1% 7.1% 22.8% 35.8% 30.2%
Improve
customer
experience
Not Important Important Very Important
2.1% 4.4% 14.1% 34.3% 45.1%
Enterprise DigitalTransformation 2015 17

18. RATING ON CAPABILITIESTHATDIGITALTRANSFORMATION WILL BRINGTOTHE BUSINESS
Improve
internal
communication
Not Important Important Very Important
3.5% 5.4% 25.5% 36.2% 29.4%
Enhance
productivity
ofworkers
Not Important Important Very Important
5.4% 8.2% 24.8% 35.2% 26.4%
Automate
operational
processes
Not Important Important Very Important
2.9% 6.7% 23.1% 36.8% 30.5%
Transition of
current products/
services to digital
products/services
Not Important Important Very Important
6.5% 13.5% 26.1% 36.4% 17.5%
18 Enterprise DigitalTransformation 2015

19. RATING ON CAPABILITIESTHATDIGITALTRANSFORMATION WILL BRINGTOTHE BUSINESS
Develop new
business
models
Not Important Important Very Important
5.2% 8.5% 27.9% 32.9% 25.8%
Launch
new
business
Not Important Important Very Important
8.7% 13.1% 24.5% 35.3% 18.4%
Expand current
market reach
Not Important Important Very Important
6.3% 9.8% 24.8% 30.6% 28.6%
Technologyplaysabigpartinsupportingandoptimizingdigitaltransformationefforts.43%-55%oftherespondents
reportedthattheyarealreadyusingand28%-40%areplanningtousedigitalmarketing,mobility,businessintelligence,
customerintelligenceandcollaborativetools,tosupporttheirdigitalisationefforts.40%oftherespondentsreportedthat
theyuseand25%areplanningtouseconsultancyservicesintheirdigitaltransformationefforts.
Digital Marketing tools
Mobility tools
BusinessAnalytical tools
Customer intelligence tools
Collaborative tools
Consultancy services
50%
51%
55%
43%
50%
40%
Using
28%
34%
30%
39%
34%
25%
Planning
22%
15%
15%
18%
16%
35%
Not planning

20. Contact us
SURVEYINQUIRIES:
Goran Cvetanovski
Editorial Director,Copperberg
goran.cvetanovski@copperberg.com
MEDIAINQUIRIES
Malin Petterson
Marketing Director
malin.petterson@copperberg.com
GENERALINQUIRIES:
Copperberg
www.copperberg.com
info@copperberg.com
© Copperberg,2015
Authors: Goran Cvetanovski,
Graphic Design & Production:
Robert Dahlqvist,Copperberg
Copperberg
Lützengatan 2,115 20 Stockholm,Sweden
Phone: +46 8 651 10 90
info@copperberg.com
The report can be downloaded from www.copperberg.com & www.enditra.com