Adopting a Digital State of Mind
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Adopting a Digital State of Mind
All the tools, experience and technological expertise in the world are not as valuable as a leader with a willingness to transform. -
Timeline
83% of C-level execs said the increasing of digitization within their organization over the next five years is "very" or "extremely" important. -
Tech Empowerment
67% said their IT department is primarily responsible for executing digitization. -
Improvement Plan, Part I
67% said their company is seeking to reduce cost through digitization initiatives, and 47% said they want to streamline work efforts. -
Improvement Plan, Part II
43% said their organization plans to boost customer satisfaction/engagement via digitization efforts. -
Nimble Thinking
22% said their digitization group uses an agile approach. -
Biggest Digitization Obstacles
Funding: 48%, Cross-department cooperation: 31%, Siloed operations/lack of organization-wide perspective: 31% -
Budget Drivers
17% of all digital funding supports data efforts—the most of any allocation—and IT delivery and operations accounts for 15%. -
Well-Stocked
18% of survey respondents said their organization deploys more than 300 apps at any given time. -
Under Utilized
33% said customer service interactions taking place through digital channels account for no more than one-quarter of all customer touch points.
The highest levels of organizational leadership are looking to IT as the primary driver of a digital transformation—something that C-level executives consider as a critical strategic priority for the future, according to a recent survey from North Highland. The accompanying report, titled "Business at the Speed of Data: A Digital Operating Framework," reveals that many companies are deploying agile approaches to drive their digitization efforts. They're devoting the greatest share of their digital funding to data-related efforts, as a significant number are now deploying more than 300 apps at any given time. As a result, they expect to reduce costs and streamline work processes while boosting customer satisfaction and engagement. When it comes to the latter goal, however, more innovation must take place, given that relatively few organizations take advantage of digital channels to connect to these customers. Ultimately, that innovation must come from leadership-inspired collaboration between IT and business. "The things that give digital organizations power are not new," according to the report. "They are the tried and true business best practices, scaled through free-flowing data exchange and radical transparency … And ultimately, all the tools, experience and technological expertise in the world are not as valuable as a leader with a willingness to transform. From that transformative willingness all else flows: business conducted at the speed of data, for scale and value growth on your terms and to the world's delight. Being digital is as much a mind state as it is a technological one." More than 200 C-level execs in the U.S. and U.K. took part in the research.
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