The Secrets of a High Organizational Digital IQ

By Dennis McCafferty  |  Posted 04-21-2014 Email Print this article Print

Does your company really have an outstanding "digital IQ"? If you're like the vast majority of CIOs, the honest answer would be "no," according to a recent survey report from PwC. The report, titled "The Five Behaviors That Accelerate Value From Digital Investments," is the sixth annual digital IQ survey from PwC. For the purposes of this discussion, a winning digital IQ is defined as a tremendous understanding, valuing and weaving of technology throughout the enterprise. As for how to reach this plateau? You need a CEO who actively champions IT; strong tech-marketing department relationships (starting with you and the CMO); an outside-in approach to digital innovation; the inclination to view digital as an enterprise capability; and the willingness to make significant investments in new IT platforms. "From business strategy to execution, digital technology has become the foundation for everything we do," says Chris Curran, principal and chief technologist for PwC Advisory. "Simply put, you can't afford to underestimate digital. Through all of our research, CEOs have made it clear that they see both the promise and the peril of digital technology." An estimated 1,500 executives—split equally between the business and IT side—participated in the research. For more about the PwC report, click here.

  • Elite Accomplishment

    Just 20% of companies rate themselves as having an excellent digital IQ.
    Elite Accomplishment
  • Defining Quality

    Companies which use agile processes in any capacity are twice as likely to be top digital performers.
    Defining Quality
  • Top-Down Support

    81% of top performer organizations have a CEO who is an active champion in using IT to achieve business strategies, compared with 68% of other companies.
    Top-Down Support
  • Cognitive Connect

    77% of top performers are workplaces in which IT understands marketing, compared to 57% of other companies.
    Cognitive Connect
  • Delayed Reaction: Agile Response

    74% of survey respondents are concerned about their organization's inability to quickly understand and adopt IT to stay competitive, but only 46% are addressing this.
    Delayed Reaction: Agile Response
  • Delayed Reaction: Inert Information

    72% are concerned about their organization's inability to gather, understand and act upon data about its customers, products, companies and employees, but just 44% are addressing this.
    Delayed Reaction: Inert Information
  • Delayed Reaction: Fast Lane

    69% are concerned about the speed of technology change, but only 47% are addressing this.
    Delayed Reaction: Fast Lane
  • Best Practices: Unambiguous Statement

    Develop a digital operating model to remove any room for interpretation when it comes to responsibilities for market-facing tech deployment, such as consumer apps, Websites and analytics.
    Best Practices: Unambiguous Statement
  • Best Practices: Cultivate Knowledge

    Establish an outside-in learning pipeline, so product development and/or IT and/or business strategy professionals are gathering great ideas from outside the organization, such as university labs and vendors, and sharing them.
    Best Practices: Cultivate Knowledge
  • Best Practices: Accelerated Movement

    Evaluate current project delivery approaches, processes and success rates and incorporate multidisciplinary teams within to ensure optimal agility.
    Best Practices: Accelerated Movement
Dennis McCafferty is a freelance writer for Baseline Magazine.


Submit a Comment

Loading Comments...
Thanks for your registration, follow us on our social networks to keep up-to-date