Why Organizations Need a CDO
Market Dominators
71% of companies that outperform the competition in terms of market share are “digital leaders,” as are 70% of organizations that exceed competitors on customer and partner satisfaction.
Cash Flow
67% of companies that outperform competitors in gross revenues are digital leaders, as are 65% of organizations which claim the same about profit margins.
Widespread Impact
70% of digital leader companies expect to see their digital transformation make a positive impact on employee performance, product portfolio and customer efforts.
A Key Objective
More than eight of 10 say that digital transformation is a top priority among their most senior executives, while less than half of “digital dabblers,” who are lagging behind, say the same.
20/20 Vision
87% say there is a compelling vision for digital transformation at their companies, but less than 50% of digital dabblers agree.
The Buck Stops Here
CEOs at about one-third of digital leader companies take personal accountability for these efforts, compared to just 11% of CEOs at digital dabblers.
Up to the Task
83% have explicitly and formally appointed someone to lead digital transformation, such as a CDO, yet only 50% of dabblers have done the same.
Four CDO Candidates to Avoid: The Tech Whiz
While being a hotshot programmer is nice, it’s more important to inspire action and mobilize support. Leading requires more than doing.
Four CDO Candidates to Avoid: The Daredevil
Experimentation is good. But an effective CDO takes smart risks, backed by validation, instead of reckless ones.
Four CDO Candidates to Avoid: The Theorist
As opposed to daredevils, theorists drown themselves into data, reports, books, research and more research instead of taking decisive action.
Four CDO Candidates to Avoid: Fan Boy
Fan boys aren’t good at acquiring tech because, well, they want to buy everything. You need a CDO who shops with a discerning business leader’s mindset.
